It may not make for polite conversation, but most runners at one time or another have dealt with unpleasant intestinal rumblings, sometimes called runner’s stomach, or faced other gastrointestinal running emergencies while running recreationally or competitively. The Army Public Health Center’s resident nutrition experts offer a few strategies to help runners avoid unfortunate GI issues.
“It is difficult to connect the cause and effect of this unfortunate situation, but some plausible culprits are dehydration and heat exposure,” said Joanna Reagan, registered dietitian at the Army Public Health Center. “Contributing factors likely include the physical jostling of the organs, decreased blood flow to the intestines, changes in intestinal hormone secretion, increased amount or introduction of a new food, and pre-race anxiety and stress.”
Reagan offers a few suggestions to help runners avoid runner’s stomach while running or training.
“If you have problems with gas, bloating or occasional diarrhea, then limit high fiber foods the day before you race,” said Reagan. “Intestinal bacteria produces gas and it breaks down on fibrous foods. So avoid foods such as beans, whole grains, broccoli or other cruciferous vegetables. Lactose intolerance may also be something to consider, so avoid dairy products, but yogurt or kefir are usually tolerated.”
(U.S. Army photo by Sgt. Kissta DiGregorio, 82nd Airborne Division Public Affairs)
APHC Nutrition Lead Army Maj. Tamara Osgood recommends avoiding sweeteners and sugar alcohols, which can cause a ‘laxative effect’ and are commonly found in sugar free gum and candies.
“Also, limit alcohol before run days, and try to eat at least 60-90 minutes before a run or consume smaller more frequent meals on long run days,” said Osgood.
So broccoli and cauliflower are out. Are there any “good” foods to eat before a planned run?
“In the morning the stress hormone, cortisol, is high,” said Reagan. “To change the body from a muscle-breakdown mode to a muscle building mode eat a small breakfast or snack of 200 to 400 calories within an hour of the event. This depends on your personal tolerance and type of activity.”
Reagan says some quick food choices are two slices of toast, a bagel or English muffin with peanut butter; banana (with peanut butter); oatmeal, a smoothie, Fig Newtons, or granola bar.
“These food choices will also help provide energy and prevent low blood glucose levels,” said Reagan.
(DoD photo by Benjamin Faske)
Although energy bars and gels are popular, runners who haven’t trained with these products may experience diarrhea because of the carbohydrate concentration, said Reagan. A carbohydrate content of more than 10 percent can irritate the stomach. Sport-specific drinks are formulated to be in the optimal range of 5 to 8 percent carbohydrate, and are usually safe for consumption leading up to and during a long run.
Reagan advises staying well hydrated before and during the run and consider getting up earlier than usual to give the GI tract time to “wake up” before the race. For those in race “urges” it’s wise to know the race route and where the portable restrooms are located.
Osgood says runners should train like they race to learn how their bodies tolerate different foods.
“Training is the time to understand how your body tolerates the types of food or hydration you are fueling with,” said Osgood. “Everyone is different when it comes to long runs regarding the type of foods or best timing to eat for you to avoid GI intolerance. Find out what works for you while you train.”
Osgood also recommends refueling following the run. Most studies suggest 3:1 or 4:1 carbohydrate-to-protein ratio within 30 minutes post run.
Thousands of Iranian female fans have attended their national team’s soccer World Cup qualifier against Cambodia at Tehran’s Azadi Stadium.
The Oct. 10, 2019 match was the first time since shortly after Iran’s Islamic Revolution in 1979 that women were allowed to watch a men’s game without needing special, rare invitations or being forced to sneak in disguised as men.
Some 3,500 tickets have been sold to female fans for the match, which Iran won 14-0. Those lucky ones were segregated from men and watched over by female police officers.
Human rights watchdog Amnesty International called that a “token number” and a “publicity stunt,” given that the stadium has a capacity of nearly 80,000.
Women have taken to social media to demand more tickets, using the hashtag #WakeUpFifa.
The ban on women attending men’s sporting events came to global prominence after Sahar Khodayari, dubbed “Blue Girl” for the colors of her favorite team, lit herself on fire outside court last month as she awaited trial for trying to attend a match disguised as a man. She died on Sept. 9, 2019.
FIFA, which has pressed Iran to allow women to attend qualifiers ahead of the 2022 World Cup in Qatar, has said it will “stand firm” in ensuring women have access to all soccer matches in Iran.
“It’s not just about one match. We’re not going to turn our eyes away from this,” FIFA’s head of education and social responsibility, Joyce Cook, told the BBC on Oct. 9, 2019.
Sahar Khodayari, “Blue Girl.”
Human Rights Watch (HRW) called Oct. 10, 2019, “a historic day in Iran,” but also urged the authorities to overturn “this discriminatory rule so that Iranian women can exercise their basic right to attend a football match just like men.”
In a statement, Philip Luther of Amnesty International said that allowing only 3,500 tickets to be sold to women for the World Cup qualifier was “a cynical publicity stunt by the authorities intended to whitewash their image following the global outcry over Sahar Khodayari’s tragic death.”
“Anything short of a full reversal of the ban on women accessing all football stadiums is an insult to Sahar Khodayari’s memory and an affront to the rights of all the women of Iran who have been courageously campaigning for the ban to be lifted,” Luther added.
The fight for Mosul has been expected for some time and the U.S. military has built up logistics and command and control capabilities at nearby bases to assist the Iraqis in their fight. Army Col. Brett G. Sylvia commands some of the soldiers operating in Northern Iraq. He sent a Facebook update to the 2nd Brigade Combat Team “STRIKE,” 101st Airborne Division’s families on Oct. 3 to prepare them for the Battle of Mosul:
The tireless work of STRIKE Soldiers has set the conditions for the final push against Daesh in Iraq. In the coming months, your Soldiers will advise and assist the Iraqi army from disparate locations, working together as one team towards the final objective: the liberation of Mosul, defeat of this cowardly enemy, and the establishment of a stable environment for the peace loving citizens of Iraq.
American, Iraqi, Kurdish, and other forces are expected to slowly push ISIS from the city in the coming weeks.
It’s that time of year again: Memorial Day weekend. A solemn moment for the troops to reflect on those we’ve lost along the way and for our civilian friends and family to join us in honoring our fallen.
Now, I don’t fault the civilians who just take the weekend to relax and barbecue as the summer officially starts. You’d be hard-pressed to find a single fallen troop who’d wish to take away someone’s enjoyment. Sparking up the grill and enjoying friends and family is a big part of the American way of life that we fought for — and some paid the ultimate price for.
My gripe is with the complete oxymoron that is the phrase, “have a happy Memorial Day.” It’s just extremely awkward in context. Like, even if someone was a open-bar-at-my-wake kinda person, ‘happy’ and ‘memorial’ just don’t really mesh.
So, I leave you with this… Have a good Memorial Day weekend, however you choose to spend it. Place flags at your local veterans’ cemetery. Crack open an extra cold one for a fallen comrade. Start up the barbecue and tell the kids about the good times you had with your buddy who didn’t make it back. If we’re being honest with ourselves, they all would have wanted us to have a good day in their honor.
Yeah, that wasn’t your typical opener where I practice my stand-up, but I have a feeling I’m not the only one irked by the expression.
Also, here’s a SPOILER ALERT. We joke about the final episode of Game of Thrones in the final meme.
The US Navy’s latest aircraft carrier deployment began in an unusual way, and it appears to be part of efforts to make the service less predictable.
In a break from the norm, the USS Dwight D. Eisenhower and its strike group deployed immediately after completing a final certification exercise instead of first returning to the carrier’s home port.
Carrier Strike Group 10, a formidable naval force consisting of the Eisenhower, two cruisers, three destroyers and more than 6,000 sailors, set sail on deployment right after completing the Composite Unit Training Exercise, the Navy announced Thursday.
“Upon the successful completion of C2X, strike groups are certified and postured to deploy at any time,” US 2nd Fleet spokeswoman Lt. Marycate Walsh told Insider.
“IKE’s timeline for departure was demonstrative of the inherent agility of our naval forces,” she continued. “There is no one size fits all policy; operations at sea routinely flex for a variety of reasons.”
But the Eisenhower’s latest deployment, as The Virginian-Pilot notes, appears to be a part of the Navy’s efforts to implement dynamic force employment, which the Navy argues makes the fleet much less predictable and strengthens deterrence against potential adversaries.
The Truman executed the first DFE deployment in 2018, when it sailed into the North Atlantic and Arctic shortly after returning from the Mediterranean.
After that deployment, Adm. James G. Foggo III, commander of US Naval Forces Europe-Africa and Allied Joint Force Command Naples, Italy, said: “The National Defense Strategy makes clear that we must be operationally unpredictable to our long-term strategic adversaries, while upholding our commitments to our allies and partners.”
It is unclear where the Eisenhower is currently headed.
“The sailors of IKE Strike Group are trained and ready to execute the full spectrum of maritime operations in any theater,” Rear Adm. Paul Schlise, commander of Carrier Strike Group 10, said in a statement.
“Carrier Strike Groups,” he said, “are visible and powerful symbols of US commitment and resolve to our allies and partners, and possess the flexibility and sustainability to fight major wars and ensure freedom of the seas.”
Bishop and motion capture actors for EA’s Battlefield4 video game.
Greg Bishop advanced from private in the Army to Lieutenant Colonel, across a spectrum of specialties from Infantry to the Signals Corps and finally to Public Affairs. He had a dream to work in Hollywood when he was young which he fulfilled through his military service. Bishop runs MUSA Consulting now for the entertainment industry advising on different projects. Bishop has produced his own feature Ktown Cowboys and worked on projects such as Transformers: Revenge of the Fallen, The Day the Earth Stood Still, GI Joe: The Rise of Cobra, Battlefield4 and Snitch.
1. Can you share about your family and your life growing up?
I grew up in the suburbs of Louisville, KY, in a normal, all-American, middle-class family and experience. I was the third of four boys, I had loving parents who are still married today. My father, who was a Marine Corps officer and Vietnam Veteran, was tough but a great role model. My mother took great care of us boys and she was our superhero. We grew up in the pre-home-video game era, so we spent most of our time outside, playing sports, riding bikes, chasing girls and getting into normal boyhood trouble complete with skinned knees and elbows, broken bones and hearts.
2. What values were stressed at home?
With my father being a Marine, and having four boys within six years of one another, discipline, hard work and personal responsibility were paramount in the Bishop household. A strong work ethic was instilled in all of us, so all of the Bishop Boys worked as soon as we were big enough to rake leaves, shovel snow, or cut grass. Our family also pretty much had a newspaper delivery dynasty in the neighborhood for several years. All of us delivered papers until we were old enough to have a regular job, and that was back in the days when newspapers were delivered two times a day. Once old enough, we all had after school jobs washing dishes, busing tables, working in fast food, or whatever we could do to make money legally.
We all went to private Catholic high schools and we were expected to pay half of our tuition for the first three years; our parents covered all of it in our senior year. At the time it was tough. My friend’s parents were giving them money for their hobbies and entertainment while I had to work to pay for the things I wanted or wanted to do. My Mom would slide us a couple bucks if she knew we were tight on cash, but for the most part if I wanted to go to the arcade and play video games, those were my quarters going in the machine. I bought my first car at 15 before I even had a driver’s license. It was a lot of work for a kid, but in the end, my parent’s lessons paid off. All of my brothers currently work for themselves in one capacity or another.
3. What made you want to become a soldier and what was your experience like?
I wasn’t the best student in high school. I had to go to summer school my freshman year, and I think I only had two A’s in my four years…one in Physics and one in Film Appreciation. Don’t ask me to explain that. In my junior year I was cast as an actor in a local educational video on teen suicide. The director allowed me to tag along throughout the production and post-production process. That was my first taste of video production and I really loved it. My senior year, in the film appreciation class, I made a Super-8 movie as the final project, and that’s when I really fell in love with film and video production. I loved the process and everything about it. I knew I needed to go to film school.
Now, there were no film schools in Louisville, so I attended a couple regional colleges for a couple of years, but it wasn’t really doing anything for me. I desperately wanted to go to film school. Then one day I saw an Army commercial promoting the GI Bill and the Army College Fund which just so happened to be the amount of money I needed. I went to see a recruiter; told him I wanted the college money and if I was going to join the Army, I also wanted to paint my face green and run through the woods with a gun. I signed up for the infantry and I shipped off to Basic Training February 27, 1989. While at Fort Benning, I was offered the opportunity to apply for Army OCS (Officer Candidate School). I was accepted and made it through OCS. I was commissioned a year and a day after I arrived at Basic Training and spent the first half of my career as an Army Signal Officer serving in Korea, Fort Campbell and Germany. I wasn’t really thrilled with being a Signal Officer.
While at Fort Campbell I met, fell in love and married my amazing wife, and then the Army let me finish my degree through their Degree Completion Program. I got my bachelor’s degree from Austin Peay State University, which is right outside of Fort Campbell. I studied public relations there and did a summer internship in an advertising firm. At this point the film school dreams began to dwindle, but I enjoyed advertising because it was still very creative. So while still serving I took the GMAT, applied for MBA programs, all with the intention of getting out of the Army and going to work in advertising.
I still owed the Army a few years because of the time they gave me to finish my degree, so fast forward a couple of years, in the mid-90’s, I was stationed in Germany and deployed to Bosnia. One day I stumbled on an article in the Stars and Stripes, about Army Advertising, that changed my life. I learned that I could do advertising IN the Army. I loved being a Soldier, I just didn’t like the Signal Corps. I learned I needed to become a public affairs officer to get that job, so after my company command time in the Signal Corps, I transitioned over to Army Public Affairs, and my first job in that career field was with Army Recruiting Command’s Advertising Directorate at Fort Knox.
While stationed at Fort Knox I was accepted into the Army’s Advanced Civil Schooling program and I went to USC (University of Southern California) where I got my MA in Strategic Public Relations. While there, I learned about this awesome job in LA where a Public Affairs Officer served as the Army’s liaison to the entertainment industry. I really wanted THAT job one day.
While at USC, OIF and OEF started, so after graduating I was assigned to Fort Campbell and deployed to Iraq with the 101st Airborne Division from ’05-’06. I was one of the first brigade combat team PAOs during the Army’s “Transformation” period. I had a great team, an important mission, and was part of one of the best divisions in the Army. It was a tough but rewarding year.
After Iraq I was assigned as the Deputy PAO for the Headquarters of the U.S. Army Corps of Engineers in downtown DC. After serving there for a couple of years it was again time for a reassignment. I learned an important lesson from a senior officer once and it was to not just accept any assignment the Army offers you. If you want something, you have to fight for it. I fought very hard to get the PAO job in Hollywood. My branch manager told me that the entertainment office position was open, but he would not fill the slot because the Chief of Public Affairs (2-star general) believed it didn’t need to be filled. I told my branch manager that that position was one of the most important public affairs jobs in the Army, but he assured me the general had made his decision, and it was “final.” I told him that I was going to write a white paper on why it was such a critical position and why I was the right guy for it…I asked him to promise me that he’d read it. He did, and he agreed, but now had to go change the mind of a 2-star general to put me into that position.
The general called me into his office a couple weeks later, told me my white paper made sense and he thanked me for keeping him from making a mistake. I admired him for his humility. He told me to pack my bags, you’re going to Hollywood. A few months later, I was on the set of Transformers: Revenge of the Fallen and I thought to myself, “Holy shit, the Army got me to Hollywood.” It was a surreal experience. I retired from the Army about 10-years ago and have been working in the entertainment industry ever since.
Bishop with his Drill Sergeant on Basic Training graduation day.
4. What are you most proud of from your service in the Army?
I am most proud of just being a soldier and serving. I am proud to represent our country. I’m proud that I began my Army career as a Private First Class with no degree and finished as a Lieutenant Colonel with a master’s degree. My proudest achievement in service was the year I spent in Iraq where I like to say we fought the information war. Serving as a PAO doing media relations with major news agencies was interesting but working with the Iraqi people to set up their own newspapers and media outlets was the most rewarding. I helped Iraqi citizens run their own businesses, instructing them on how to create a revenue model for their newspapers, radio and TV stations. I also helped my two interpreters create a market research company that helped the local government, the U.S. Army and the U.S. State Department understand the concerns and opinions of local Iraqi citizens. We advised the police, fire and government public affairs of what it means to tell their citizens the truth. We were there for the first election in Iraq and I got to be a small part of it. It was an incredible experience.
Bishop (top left) deployed in Bosnia.
5. What values have you carried over from the Army into Hollywood?
The military and entertainment business are very similar. I told Michael Bay once that, “you shoot film and we (the Army) shoot bullets, everything else is the same.” People in entertainment might be shocked to hear this, but both industries require teamwork, leadership, planning, and even OPSEC. You deal with fiefdoms, budgets and timelines. Hard work and discipline are key. Understanding the commander’s intent, or the director’s vision, it’s the same. Neither culture suffers fools for very long. Both are meritocracies for the most part. I think it’s more so in the military than in Hollywood, and Hollywood is more nepotistic that the military, even though that exists in both worlds. But if you’re good at what you do, you’ll succeed. I knew the Army trained me to be a producer, I just needed to learn the entertainment industry language.
6. What project did you most enjoy doing while working in Hollywood?
I worked in Hollywood as a soldier and as a civilian. As a soldier, Transformers: Revenge of the Fallen was the most fun. It was a Michael Bay movie, so we blew things up and we fired thousands of rounds on set. We had nearly everything in the Army inventory in that movie. There were so many explosions. We shot live rounds from Abrams tanks and Bradley Fighting Vehicles on set. The set caught on fire a couple times. Everybody was out there putting the fire out. Even Michael Bay had a hose in his hand putting out the fire. Every day was just a blast.
As a civilian, it has to be producing my first movie Ktown Cowboys with my business partner Brian Chung. We took it from script all the way to distribution. It premiered at SWSX (South-by-Southwest) in 2015 and it was a nerve-racking experience having so many strangers watching our film. But there’s nothing more rewarding than watching an audience laugh and enjoy a film that your team made. Finishing a movie is very tough. Making a bad movie is hard, making a great film is almost impossible. The military trained us to face challenges and solve difficult situations. That’s true in a military operation and it’s true in the film business.
MLRS from the Army in Transformers Revenge of the Fallen. Photo credit Paramount Studios.
MLRS from the Army in Transformers Revenge of the Fallen. Photo credit Paramount Studios.
The film that Greg produced. Photo credit IMDB.com
7. What was it like transitioning to Hollywood?
Even though I had worked in the Entertainment industry for the Army it was harder than you may think. The industry doesn’t have the time to help anybody else achieve their dreams unless it’s a family member. Most people stop returning my phone calls once I no longer “had the keys” to Army helicopters, troops, vehicles, locations, etc.
I knew some people at Electronic Arts who worked on the Battlefield franchise. Working with them was one of our first gigs. One of the early challenges we had was knowing how much to charge for our services. As a Soldier, you work as long as it takes to accomplish the mission and your pay is the same regardless of outside circumstances. There’s really no relationship between pay and time in the military. I remember in one of our early phone calls with EA one of the producers asked us how much we charge for our services. At the time we had no idea what our time and expertise was worth. We threw out a number and the EA guys laughed at us. They literally said, “We can pay you more than that!” Lesson learned.
We probably wasted a lot of money and time starting a business immediately after retirement because we were career military guys and not trained businessmen. We made some mistakes, learned a lot, but we’ve been doing this for more than 10-years now.
One other similarity between Hollywood and the military is both cultures tend to slap labels on people. In the military we literally wear those labels on our uniform. That’s one of the things that always bothered me about the military culture. Promotions and career paths tend to be very rigid and bureaucratic. In the civilian world there are 25-year old CEOs and they’re judged on performance of their leadership and the company. There aren’t any 25-year-old generals. The entertainment industry is similar though because if you’re a consultant, in their mind you’ll always be a consultant. It’s tough to use that role as a stepping stone into something bigger like acting, or directing, or producing.
Our consulting company was essentially our film school. It helped us learn the language of the industry. In 2012 we created our production company, and while our consulting company is still operating and growing, our production company is our primary focus these days.
Bishop working with Norman Lear on Netflix’s reboot of “One Day at a Time”.
Keanu Reeves in The Day the Earth Stood Still. Photo credit IMDB.com
A screenshot of Battlefield 4. Photo credit imdb.com.
GI Joe: The Rise of Cobra released in 2009. Photo credit IMDB.com.
8. What leadership lessons in life and from the Army have helped you most in your career?
I have a few leadership lessons.
For big challenges, eat the elephant one bite at a time. Don’t let the scope of the challenge intimidate you. Take it on incrementally.
You have to do the work. A lot of young people think accomplishing something is as easy as Googling it. It isn’t. You have to do the work, and oftentimes the work is more difficult than you imagine.
Don’t take “no” for an answer. Write the white paper telling the two-star general he is making a mistake.
Teamwork. It’s critical that you come together to achieve a common mission or objective. You won’t do it alone.
For those getting out of the military soon, I recommend that you find and do something you’re passionate about. Do something that excites you. Do something that will make you look at weekends as a distraction and look forward to Monday mornings. Whatever you are passionate about and love doing, find a way to do it and make money from it. If it doesn’t work, you can always get a government job or contracting job or whatever job other retired military people do.
9. As a service, how do we get more veteran stories told in the Hollywood arena?
In 1927 the first Academy Award for Best Picture went to the Army for a movie called Wings. The military has been part of Hollywood ever since and military stories have always been a part of the DNA of filmmaking and storytelling in Hollywood. For decades Hollywood was patriotic and told mostly pro-American stories portraying our troops against foreign enemies. Yes, it was probably borderline propaganda, but it was a unifying effort from people who loved their country. After the Vietnam War, and even more so after 9/11, most films and television programs about our troops were about fighting their own government, their chain of command or themselves. The politics in the industry shifted along with the way Hollywood portrayed our military. Hollywood struggles with telling authentic stories about our military. It seems we’re mostly portrayed as superheroes or broken mental patients. To answer your question, the only way we can change Hollywood is to do it ourselves. That is the only way it is going to get done authentically. We need to work to become the writers, or producers, or financiers to fund our own content. It’s easier to do that today than it’s ever been, but it’s still extremely difficult.
A scene from Wings in 1927 that won the first Oscar for Best Picture. Photo credit Paramount Studios.
10. What are you most proud of in life and your career?
Personally, I am most proud of my marriage to my wife of 25 years. She is my life’s purpose. Career wise, building three businesses with my business partner Brian Chung. But I am not done yet, so we will see what comes next.
Citizens of Hawaii are advised to look out for emergency sirens, alerts, wireless notifications, or flashes of “brilliant white light” that will indicate that a nuclear detonation is incoming or underway.
From there, the agency instructs citizens to get indoors, stay indoors, and stay tuned via radio as “cell phone, television, radio, and internet services will be severely disrupted or unavailable.” Instead, expect only local radio stations to survive and function.
If indoors, citizens should avoid windows. If driving, citizens should pull off the road to allow emergency vehicles access to population centers. Once inside, Hawaiians should not leave home until instructed to or for two full weeks, as dangerous nuclear fallout could sicken or kill them.
Virtual recruiting teams, outreach to civic leaders and 770 more recruiters on the ground are helping the Army sign up more new soldiers this year in some of America’s largest cities.
Recruiting is up 27 percent in Minneapolis over this time last year. New York City has improved 19 percent and Baltimore is up 17 percent, according to Army Recruiting Command figures for April 2019.
Cities are where the people live, so the Army needs to recruit there, said Under Secretary of the Army Ryan D. McCarthy. Until this year, however, recruiting success typically seen in the rural South was not shared by the big cities.
“We’re trying to bring a lot of balance to our recruiting effort and focus in on the largest metropolitan areas in the country,” McCarthy said.
A recruiter hands out a water bottle from a table of Army items near the Eutaw Street gate during an Orioles game May 3, 2019.
(Photo by Gary Sheftick)
Last year, Army senior leaders selected 22 cities to apply those efforts. These were areas with large populations that had little exposure to soldiers because most were located far from active Army training centers.
Senior leaders began meeting with mayors of those cities. McCarthy, for instance, first met with the mayor of Chicago, his hometown. He has since met city leaders in Baltimore, Houston and Orlando.
“We’ve got to get out there and forge relationships,” he said.
At the Baltimore meeting, city officials decided that Army interests aligned with one of theirs: keeping youth out of trouble. As a result, the city opened up all 43 of its recreation centers to recruiters.
“It was a great meeting because it opened doors,” said Col. Amanda Iden, commander of the Baltimore Recruiting Battalion, who sat with McCarthy at the meeting table.
“They’ve given us carte blanche access” to the rec centers, she said, adding her recruiters “don’t just play basketball and do sports with these kids,” they actually provide educational aids to help students study.
A young fan slaps five to the Orioles mascot as Staff Sgt. Antwon Yourse (left) and Staff Sgt. Bryan Lenis of the Baltimore Recruiting Company watch May 3, 2019.
(Photo by Gary Sheftick)
Recruiters uploaded the Army’s “March2Success” software on computers at the centers so students could study there for college boards and other entrance exams.
“You want to take the LSAT, LCAT, MCAT, all those other different tests, the GMAT, SAT, AECT, it’s a tool to teach you how to take tests,” Iden said, “and it focuses on your weaknesses.”
Meetings with city officials also help open up schools to recruiters.
“It’s a relationship,” Iden said. “It’s about getting to know leaders, principals and guidance counselors.”
Recruiters are there to help students and influencers — such as parents and teachers — make “informed decisions,” she said. It’s not just about “trying to pull you into the Army,” it’s about helping students be successful and explaining options, she said.
Many students and influencers don’t know the Army has more than 150 career paths, said Col. James Jensen, director of the USAREC Commander’s Initiatives Group.
They don’t know Fort Leonard Wood, Missouri, has the world’s only school that certifies students in handling hazardous material for serious nuclear-biological-chemical threats, he said, adding graduates can get a job at dozens of agencies once they leave the Army.
They don’t know that military police officers are automatically certified in 32 different states and can become state police officers without attending that state’s police academy, he said.
“We’re trying to expand the audience and touch not only the potential applicants, but the influencers, too,” Jensen said. “Especially within the latest generation, influencers hold a huge amount of weight with the decisions to go into the military.”
Influencers are among the target audience for “Meet Your Army” events in many of the cities. These events often include senior Army leaders returning to their hometowns for speaking engagements mixed with editorial boards, meetings with civic leaders and other public forums.
Army Vice Chief of Staff Gen. James C. McConville, for instance, returned to Boston April 14, 2019, to throw out the first pitch at a Red Sox game. The next day he ran the Boston Marathon — all part of the first-ever “Boston Army Week” proclaimed by the mayor.
Nearly 30 different events took place during the week, including an expo on the Boston Common that had the Army Special Operations Command “Black Daggers” parachute team jump in. Over 30 Army units and 10 senior Army leaders also took part.
Sgt. Chobie Van Rossum, a Baltimore area native assigned back to the city as a recruiter, stands on Eutaw Street during an Orioles Game May 3, 2019, to discuss Army opportunities with potential prospects and influencers.
(Photo by Gary Sheftick)
These events maximize resources, Jensen said.
Beginning later this year, new mobile Army recruiting platforms will participate at events such as the one in Boston, Jensen said. These semitrailers will include video-game terminals where visitors will be able to play against members of the Army’s new esports team, consisting of soldiers who will compete at gaming events across the country.
Virtual recruiting teams
Last year USAREC tested the concept of virtual recruiting teams at some of its battalions. Now each of the Army’s 44 recruiting battalions have VRTs that focus on social media.
The teams consist of three to six soldiers proficient in all types of social media. These VRTs are currently manned at about 80 percent, Jensen said, but he added they will be going up to 100 percent by this summer.
The Baltimore Recruiting Battalion’s VRT stood up in September with three members at its headquarters on Fort Meade. Each of the battalion’s six recruiting companies across Maryland, Delaware and the District of Columbia also have liaisons who work directly with the VRT, Iden said.
These VRTs are “force multipliers” for recruiters, Jensen said. When a potential candidate responds to a social media post and asks a question, the virtual recruiters will initially respond, then pass the prospect off to a neighborhood recruiter, Jensen said.
“This helps the recruiter on the ground with less prospecting and more processing,” he said, “putting [prospects] in boots.”
The VRTs have access to “segmentation” data from the command’s G-2. The Recruiting Command has identified 65 different types of neighborhoods or “segmentations” based on demographic data from the last U.S. census.
Sgt. Chobie Van Rossum (left) and Staff Sgt. Antwon Yourse of the Baltimore Recruiting Company hand out water bottles as they discuss opportunities in the Army with young fans attending an Orioles game May 3, 2019.
(Photo by Gary Sheftick)
“There’s a plan for every zip code,” Jensen said.
One of the main segmentations in downtown Baltimore is the “Urban Modern Mix,” Iden said. Characteristics for people in this segmentation include listening to urban adult contemporary music and having an interest in boxing. Virtual recruiting teams use such data to help target their social media posts, she said.
In a Chicago test that began in October, the Army is “micro-targeting” different neighborhoods and changing Internet ads weekly if they don’t resonate with particular segmentations. The pilot program is about to expand to Boston, officials said, and perhaps to more cities in the future.
In another pilot program, the recruiting company in Baltimore is partnering with the Maryland National Guard. In most areas, the National Guard has its own recruiters, but the five recruiting stations in the Baltimore area sign applicants up for the Guard. In return, the Guard provides assets to help recruit at different events, Iden said.
Recruiters also partner with the Baltimore Department of Recreation and Parks to plan participation in events such as the African American Festival in August.
“It’s inherent when you are amongst the public that you will integrate” and form partnerships, Jensen said.
During the Houston Livestock Show and Rodeo, the mayor signed the city up for the Army’s Partnership for Youth Success program.
Under the PaYS program, recruits are guaranteed two job interviews at the end of their enlistment. For instance, if recruits pick the city of Houston, they might interview for a job with the Department of Public Works and Engineering.
Recruits are 15 percent more likely to sign up with the Army if they are offered the PaYS program, McCarthy said.
Staff Sgt. Bryan Lenis of the Baltimore Recruiting Company hands an Army water bottle to a young fan at the Eutaw Street concessions of Camden Yards during an Orioles game May 3, 2019.
(Photo by Gary Sheftick)
About 900 different companies and agencies across the country are now part of the PaYS program. The Baltimore Police Department is a partner and Iden said the Maryland State Police are about to sign up.
With these initiatives, recruiting is now up in 18 of the 22 focus cities, according to USAREC. But still, “there are cities all over the country where we know we have to do better,” McCarthy said.
Jensen cautions that it will take time. “While these initiatives go on, this is a plane in flight,” he said of the Army’s recruiting force. “We have to deliver every day. So you’ve got to be very cognizant of what you’re doing and how many ripples in the water you do to the recruiting force.”
Since the Army Training and Doctrine Command gained oversight of all accessions in September, he said focus and unity of command has improved.
“Having the TRADOC commander has been absolutely phenomenal,” he said. “Now it really helps us get after our mission and stay focused on our mission, and they [at TRADOC] handle a lot of the things that we used to have to handle.”
The TRADOC focus has brought more total Army assets to help with recruiting, he said, and more senior leader involvement to help educate influential audiences about the Army.
“I think it’s a requirement for every leader of this institution to get out there and talk about the U.S. Army as an organization, to educate our fellow countrymen, to encourage young men and women to take a hard look at this profession,” McCarthy said.
Ralph Roberts didn’t leave the Navy with the dream of starting the world’s biggest telecommunications provider. When he left the service, television was an emerging technology and radio still dominated the airwaves. The company he would soon found would go on to be America’s largest cable provider at one point – and one of the biggest supporters of military veterans.
The story of Ralph Roberts isn’t a stereotypical rags-to-riches tale set in early 20th Century America. The young Roberts was the son of a wealthy family of immigrants who owned a number of pharmacies in the New York City area. When he was still a boy, his father died of a heart attack and, having lost their fortune, they went to live in Philadelphia. His new stepfather was also a business owner, running a successful cigar company. This early exposure to the freedom of running a self-owned business no doubt influenced Ralph’s decision to attend the Wharton School of Business at the University of Pennsylvania.
It was 1941 when Roberts graduated. Later that year, the United States would be pulled into World War II with the bombing of Pearl Harbor. Roberts, like many wealthy businessmen, could have probably avoided service with a draft deferment or through government connections. He didn’t. Instead, he opted to join the Navy, where he served for the duration of the war at the Philadelphia Navy Yard.
Roberts married his wife Suzanne during his first year in the Navy.
After the war, Roberts became a “serial entrepreneur.” He started by selling a series of golf clubs, most notably a putter with which he persuaded legendary Hollywood personality Bob Hope to pose with, asking him to do a veteran a favor. He marketed it as the “Bob Hope Putter.” He then went to work in subscription sales for the Muzak company, which made… muzak, music for entertainment productions that could be easily licensed and replicated. Eventually he started working for the Pioneer Suspender Company, a business which he eventually owned. When beltless polyester pant hit the market in the early 1960s, Roberts worried it was the death knell for his business, so he began to look elsewhere.
That’s when he discovered a small cable television provider in Tupelo, Miss. that serviced some 1,200 people. Back in the early days of television, rural customers struggled to get clear reception from over-the-air broadcasters like NBC, CBS, and ABC. The focus was in providing services to major metropolitan areas. In those days, cable wasn’t a package of new and diverse channels, it was just a way to get clear reception using cable instead of a broadcast antenna.
Roberts sold his suspenders company and and bought American Cable Systems. He soon redubbed it Comcast.
Comcast would eventually become the country’s largest cable provider, a conglomerate that would acquire other, smaller cable companies and internet service providers, all with Ralph J. Roberts in his trademark bowtie at the helm. Though Roberts died in 2015, the company still regards serving veterans as a core corporate responsibility, supporting National Guard and reserve troops when they’re activated, providing low or no-cost internet services and computers to low-income veterans, pledging to hire 21,000 veterans by 2021, and funding veteran-related initiatives through partner organizations.
One such organization is the Military Influencer Conference, a three-day event that brings together important and emerging entrepreneurs, influencers, creatives, executives, and leaders who are connected to the military community. The annual conference focuses on delivering actionable insights from the stories of others and fostering an environment where people of diverse backgrounds and skill sets are motivated to forge legitimate relationships through conversation that lead to powerful collaborations.
The Air Force Nuclear Weapons Center received formal approval in late October 2018 to enter the production phase for the B61-12 nuclear gravity bomb’s new guided tail-kit assembly, or TKA.
“This marks the completion of a highly successful development effort for the tail kit,” said Col. Dustin Ziegler, AFNWC director for air-delivered capabilities.
The AFNWC program office recently passed the Air Force review of the weapon system’s development and received approval to end its engineering and manufacturing development phase and enter the next phase for production of the tail kit. In the production phase, the testing environment will more closely approach real-world environments.
Known as Milestone C, the decision to enter this next phase marked the completion of a series of developmental flight tests. The program office completed a 27-month test program in less than 11 months, with 100 percent success for all of its 31 bomb drops. The accelerated schedule, as well as other risk mitigation strategies, enabled the program office to save more than 0 million in development costs, according to Ziegler.
A frontal view of four B-61 nuclear free-fall bombs on a bomb cart.
(DoD photo by Phil Schmitten)
“The flight tests demonstrated the system works very well in its intended environment,” said Col. Paul Rounsavall, AFNWC senior materiel leader for the B61-12 TKA, Eglin AFB, Florida. “This development effort brought the first-ever digital interface to the B61 family of weapons and demonstrated the B61-12 TKA’s compatibility with the Air Force’s B-2 and F-15 aircraft. In addition, the TKA achieved greater than five times its required performance during developmental testing and is ready to start initial operational test and evaluation.”
The Department of Energy’s National Nuclear Security Administration is responsible for the B61-12 nuclear bomb assembly. The Air Force is responsible for the B61-12 TKA, joint integration of the bomb assembly and TKA into the “all-up-round” of the weapon, and its integration with aircraft.
Headquartered at Kirtland AFB, AFNWC is responsible for synchronizing all aspects of nuclear materiel management on behalf of Air Force Materiel Command and in direct support of Air Force Global Strike Command. The center has about 1,100 personnel assigned to 18 locations worldwide, including Eglin AFB; Hanscom AFB, Massachusetts; Hill AFB, Utah; Kirtland AFB; and Tinker AFB, Oklahoma, in the U.S. and Ramstein Air Base in Germany.
It’s been 75 years since the launch of Operation Market Garden – the World War II mission to secure key bridges across Belgium and the Netherlands while pushing an Allied advance over the Rhine into Germany and ending the war in Europe by Christmas 1944. Unfortunately, many of Market Garden’s main aims failed, and the Christmas victory was not secured.
That doesn’t mean this brainchild of British Field Marshal Sir Bernard Montgomery was a total failure, it was just slightly more ambitious than the Allies were prepared for. Here’s why.
It was actually two operations.
Market Garden was divided into two sub-operations. The first was “Market,” an airborne assault that would capture the key bridges Allied forces needed to advance on German positions and cross into Germany. The second was “Garden,” where ground forces actually crossed those bridges and formed on the other side. In the north, the push would circumvent the Siegfried Line, creating the top part of a greater pincer movement of tanks inside Germany’s industrial heartland, as well as a 64-mile bulge in the front line.
Getting there would be slow going.
Six American paratroopers of the First Allied Airborne Army receive a final briefing from their commanding officer before Operation Market Garden.
(Imperial War Museum)
It was the largest airborne operation ever.
The British 1st Airborne Division and Polish 1st Independent Parachute Brigade were dropped around Oosterbeek to take bridges near Arnhem and Grave. The U.S. 101st Airborne was dropped near Eindhoven, and the 82nd was dropped near Nijmegen with the aim of taking bridges near there and Grave. In all, some 34,000 men would be airlifted into combat on the first day, with their equipment and support coming in by glider the next day. In the days that followed, they would be relieved by Allied troops zooming North to cross the river.
British POWs captured by the Germans at Arnhem.
The Allies thought the Nazis weren’t going to fight.
Isn’t that always what happens in a “surprise” defeat? Underestimating the enemy is always a mistake, no matter what the reason. In this case, the Allies thought German resistance to the invaders would be minimal because the Nazis were in full retreat mode after the Allies liberated much of occupied France. They were wrong. Hitler saw the retreat as a collapse on the Western Front and recalled one of his best Field Marshals from retirement, Gerd von Rundstedt. Von Rundstedt quickly reorganized the German forces in the West and moved reinforcements to the areas near key bridges and major cities.
Even though Dutch resistance fighters and their own communications intercepts told the Allies there would be more fighting than planned, they went ahead with the operation anyway.
Speed was essential and the Allies didn’t have it.
The surprise of using 34,000-plus paratroopers definitely worked on the German defenders. But still, some attacks did not proceed as planned, and though most bridges were taken, some were not, and some were demolished by their defenders. The British were forced to engage their targets with half the men required. What’s worse is that the paratrooper’s relief was moving much slower than expected, moving about half of its planned advance on the first day. To make matters worse, British Gen. Sir Brian Horrocks halted his advance on the second day to regroup after assisting in the assault on Nijmegen Bridge.
It was the halt that would keep British troops at Arnhem from getting the forces they needed to be successful and spell the ultimate failure of Market Garden.
British Engineers remove explosives set by German engineers on a bridge near Arnhem.
The British took the brunt of the casualties.
Overall, Market Garden cost the Allies between 15,000 and 17,000 killed, captured, or wounded. The British 1st Airborne Division was the hardest hit, starting the battle with 10,600 men and suffering 1,485 killed and some 6,414 captured. They failed to take and hold the bridge at Arnhem, encountering stiff resistance and reinforcement from the Nazi troops there. Because of that bridge, the invasion of Nazi Germany over the lower Rhine could not proceed.
“Monty” still saw Market Garden as a success.
British Field Marshal Bernard Montgomery was a steadfast supporter of the operation, even after considering all its operational successes and failures. Despite the lack of intelligence and overly optimistic planning in terms of the defenders, Montgomery still considered the operation a “90 percent” success.