‘Tis the season for the giving of gifts. ‘Tis also the season of FOMUG (Fear Of Messed Up Gifting). We get it. It’s hard out there for an elf. Team WATM would like to offer you some guidance.
For the person of leisure (POL):
~ Footwear fabricated for you by warzone friendlies ~
Matthew “Griff” Griffin’s company, Combat Flip Flops, found its mission somewhat off the beaten path of American vetrepreneurship — somewhat outside the parameters that veteran-owned businesses usually set for themselves.
Returning from his tours in Iraq, the former Army Ranger found himself wondering what role, if any, the private business sector might play in stabilizing some of the international communities that the U.S. military has been laboring through the first decades of this century to liberate.
Many vets return from war looking to brush the dirt off their shoulders and get on with the business of living as free and fortunate Americans. The businesses that veterans found are most often designed to put other vets to work, while giving back to veteran causes here on the home front.
And make no mistake, that is good and proper — and WATM goes out of its way to shine the light of public awareness wherever we find such stories unfolding.
But Combat Flip Flops’ approach is just different enough to make us pause and reflect. Is there another way, now that we’re home, to support the mission we fought overseas to advance? Matthew Griffin thinks so.
Combat Flip Flops sells goods – from the eponymous sandals and sneakers to bags, scarves, and accessories – that are manufactured by workers in war-torn countries, the proceeds of which go to fund business development and education for the people of those communities.
Griffin’s goal is to attack the vicious cycle of poverty begetting local violence begetting regional instability begetting the kind of endemic violence that requires U.S. military intervention.
Combat Flip Flops currently manufactures its shoes in factories in narco-insurgent Columbia. Their employees in Afghanistan, many of them women, make their scarves and sarongs. They sell jewelry made from detonated landmines and funnel a portion of the profits back to mine-clearing efforts in Laos. And they’re always looking for new synergies.
Combat Flip Flops is investing in the economic health and social well-being of communities living in the wake of warfare. They recognize that, by the very nature of the mission, veterans and active duty personnel are the de facto sales reps of 21st century American democracy to some of the most at-risk communities in the modern world. And when combat in these areas concludes, the message shouldn’t just be “You’re Welcome.”
With the right kind of private sector support, it can be shorter and much more profound. The message can simply be “Welcome.”
The 2017 We Are The Mighty Holiday Gift Guide is sponsored by Propper, a tactical apparel and gear company dedicated to equipping those who commit their lives to serving others. All views are our own.
Speaking of Propper, they’re giving away twelve tactical packs filled with gear from our Holiday Gift Guide. Click this link to enter.
The Operational Camouflage Pattern uniform has found quite the new suitor, and his name is U.S. Air Force. The Air Force has become completely smitten with the OCP and has made no secret of its affection for the green- and desert-shaded garb and intends to adopt the uniform branch-wide in the coming years.
But when that change is finally made, airmen are sure to be happy. The OCP has some clear-cut advantages over the ABU; here are five of them.
5. Color and functionality
Green is better than blue (or grey or whichever color it may be classified as) for most military operations, especially overseas operations. There are very few arenas that favor a blue-and-grey mix over the natural blending of greens and browns. Also, it comes with glorious pockets.
Nothing says military quite like a uniform. Specifically, we’re talking about the uniformity of uniforms. With the proposed dismissal of the morale shirt (final-f*cking-ly), it’ll automatically become easier for units to maintain true uniformity.
Having one uniform saves the Air Force money. Removing the uniform swaps that take place during deployments or permanent changes of duty station means buying fewer uniforms, which means saving cash. That’s a lot of funds that can now be better spent — glow belts, anyone?
So, we just got $100,000 to buy new glow belts, guys! (USAF photo by Staff Sgt. Nathanael Collon)
The ABU’s predecessor, the BDU, was the official duty uniform (one that we shared with all our brother services) for nearly three decades. The ABU lasted for less than a decade. Maybe getting back in line with our brother services will lead to a longer lifespan for this next uniform iteration.
Every year, Army cadets and Navy midshipmen spend hours or weeks making spirit videos to taunt the opponent during the week before the annual Army-Navy game.
Once the game is over, most of us never think about them again. This year, we decided to go back and resurface some of the finest spirit videos from the last decade. No matter which side you’re on, these videos feature some sick burns.
Lead From The Front: An Army/Navy Short Film 2017 [4K]
In 1783, a Welsh immigrant named Evan Williams founded Kentucky’s first commercial distillery and began producing Bourbon whiskey. Today, Evan Williams Bourbon continues his legacy, and remains synonymous with smooth taste, strong character, and American pride.
That’s why Evan Williams started their American-Made Heroes Program, which celebrates military heroes by sharing veterans’ stories of service to their country and community. After reviewing thousands of entries, Evan Williams selected six new American-Made Heroes.
U.S. Army Ranger Tyler Crane led platoons on multiple tours in Iraq and Afghanistan, before an IED blast cut his military career short. Forced to reconsider his path, he made it his mission to improve the lives of fellow veterans in and around Port Charlotte, Florida.
Tyler started the non-profit organization Veteran Excursions To Sea (V.E.T.S.), which works with military families and a dedicated group of local guides to promote “healing through reeling.”
He takes veterans and their families on fishing charters to encourage camaraderie, fun, and relaxation. “It’s just good therapy,” Tyler says. “There’s nothing like spending a day on the water.”
Dr. Archie Cook Jr. graduated from the Dental program at the University of North Carolina with help from the Air Force ROTC. After completion of service, he opened his own private practice. At his clinic, Archie offers medical discounts to members of the military and provides free and low-cost dental care to struggling veterans.
Archie also packs and distributes lunches to the homeless and volunteers with Veterans Empowering Veterans: an organization that provides basic services to help disenfranchised veterans get back on their feet. “If you’ve dedicated part of your life to serving our country,” he says, “you should at least have a hot meal and a roof over your head.”
Christopher Baity specialized as a Military Working Dog Handler and Kennel Master during his time with the U.S. Marine Corps. He completed three tours in Iraq, canvassing combat zones with his canine team to detect enemy explosives. After completion of service, Chris and his wife Amanda founded Semper K9 Assistance Dogs, a non-profit organization that turns rescue dogs into service dogs.
Chris trains each animal to provide companionship and emotional support to military veterans and their families, addressing a range of physical and psychiatric needs including PTSD and mobility challenges. “I continually try to learn the techniques and options being offered to disabled veterans,” he says. Since 2014, Chris has graduated over thirty dog teams.
Amanda Runyon learned the value of community service early on while volunteering at local health clinics. Raised in a family with a proud military tradition, she became the first woman in her family to enlist. As a Hospital Corpsman, Amanda provided medical care to Sailors and Marines. She was assigned to intensive care overseas, treating American service men and women suffering from combat injuries sustained in Iraq and Afghanistan.
After nine years of active duty, Amanda returned to her hometown of Spring Hill, Florida, where she continues to serve as a Registered Nurse in the school district. She also volunteers her time to activities in the surrounding community.
Chief Hospital Corpsman (Ret.) Michael “Doc” Stinson deployed several times as a combat medic with the Marine Corps. After 23 years of service, Michael retired and became a police officer with the Harbor Patrol in Milwaukee, Wisconsin.
Michael is an active member of the American Legion and serves as Treasurer of the Nam Knights Tundra Chapter: a motorcycle club honoring the sacrifices of military veterans and police officers. They raise funds and awareness for local causes and organizations, including HighGround Memorial Park in Neillsville, Wisconsin, that pays tribute to the heroism of all American veterans.
Sergeant Major (Ret.) Michael Siegel enlisted in the US Army at 17 and served for the next 25 years. Then and now, his mission in life is to lead soldiers, teach soldiers, and guide soldiers to be the best they can be.
Since his retirement, Michael continues to serve his community. He leads by example, volunteering with several youth organizations and fundraising for local charities. Today, he is the Director of Columbia College at Fort Leonard Wood, where he helps educate and position soldiers for successful careers after their military service.
Learn more about each of these incredible veterans and the work they’re doing in their communities at American-MadeHeroes.com.
Remington Model 1100 Sporting 28 (Remington Arms Co.)
On July 28, 2020, the Remington Arms Co. filed for Chapter 11 bankruptcy protection in an Alabama federal court. Seeking to restructure amid legal and financial hardships, this is the second time since 2018 that Remington has filed for bankruptcy.
At 204 years old, Remington bills itself as America’s oldest gun maker and claims to be America’s oldest factory that still makes its original product. Remington has also developed and adopted more cartridges than any other firearm or ammunition manufacturer in the world.
During its long history, Remington has churned out classic sporting shotguns like the Model 31 slide-action, Model 1100 autoloading and the Model 3200 over/under. Remington rifles have also been the favorites of familiar names like George Armstrong Custer, Buffalo Bill and even Annie Oakley.
Remington has also had a long history of manufacturing military weapons under contract. In addition to the famous M1903 and Rolling Block rifles, Model 10 trench shotguns and 1911 pistols, Remington was contracted in WWI to make .303 British Pattern 14 rifles for England and Mosin-Nagant rifles for Russia. For the United States, Remington also made modified U.S. Model 1903 rifles with Pedersen devices.
A soldier takes aim with an M1903 Mark I fitted with a Pedersen device (U.S. Army Ordnance Department)
During WWII, Remington continued to manufacture the M1903 rifle, including the 1903A4 sniper rifle variant, the first mass-produced sniper rifle manufactured in the United States. The company also produced nearly 3 million rounds of .30 and .50 caliber ammunition.
In more recent years, Remington has continued to supply the U.S. military with firearms like the Model 870 shotgun, Model 700/M24 rifle, MSR, and even the first batch of M4A1 carbines.
A U.S. Navy SEAL with a Remington 870 during a training exercise in the early 1990s (U.S. Navy)
In March 2018, Remington filed for Chapter 11 bankruptcy protection, having accumulated over 0 million of debt. In May of that same year, Remington was able to exit bankruptcy thanks to a pre-approved restructuring plan that was supported by 97% of its creditors.
In 2019, the Supreme Court denied Remington’s bid to block a lawsuit filed by the families of victims of the Sandy Hook massacre. The families filed a wrongful death lawsuit against Remington as the manufacturer and marketer of the Bushmaster AR-15 rifle used in the shooting.
In June 2020, the FBI reported that it conducted 3.9 million firearms background checks, eclipsing the previous March record of 3.7 million. Despite a surge in firearms sales across the nation, Remington has found itself in financial hardship. According to its bankruptcy filing, the company owes its two largest creditors, St. Marks Powder and Eco-Bat Indiana, a combined total of .5 million. The filing also listed the states of Alabama, Arkansas and Missouri, as well as the city of Huntsville, as creditors with undetermined claims since the company took development incentives in each jurisdiction.
As the company tries to find a buyer to keep it alive, its future remains uncertain. Whatever its fate, the Remington name will continue to stand as one of America’s most iconic and prolific manufacturers of firearms.
Here’s a review of the questions and responses from the candidates during the first-ever NBC/Iraq and Afghanistan Veterans of America Commander-in-Chief Forum that was held on September 7th with Hillary Clinton and Donald Trump in attendance. (Full video is available here.)
What is the most important characteristic that the commander in chief can possess?
Clinton: “I’ve had the unique experience of watching and working with several presidents . . . What you want in a commander in chief is someone who listens, who evaluates what is begin told to him or her, who is able to sort out the very difficult options being presented and then makes the decision . . . Temperament and judgment is key.”
Trump: “I built a great company, I’ve been all over the world, I’ve dealt with foreigncountries, I’ve done tremendously dealing with China and I’ve had great experience dealing on a national basis. I have great judgment. I know what’s going on. I’ve called so many of the shots.”
On the Iraq War:
Clinton: “The decision to go to war in Iraq was a mistake. I have said that my voting to give President Bush that authority was, from my perspective, my mistake. I also believe that it is imperative that we learn from the mistakes, like after action reports are supposed to do. We must learn what led us down that path so that it never happens again. I think I’m in the best possible position to be able to understand that and prevent it.”
Trump: “I was totally against the war in Iraq . . . because I said it was going to totally destabilize the Middle East, which it has. It has absolutely been a disastrous war and by the way, perhaps almost as bad was the way Barack Obama got out. That was a disaster.”
Editor’s note: Read a fact-check on his response here.
On the Iran nuclear deal: “If they cheat, how would you respond?”
Clinton: “I have said we are going to enforce [the nuclear deal] to the letter . . . I think we have enough insight into what they are doing [on the nuclear issue] to be able to say we have to distrust, but verify. What I am focused is all the other malicious activities of the Iranians: ballistic missiles, support for terrorists, being involved in Syria, Yemen and other places . . . I would rather as president be dealing with Iran on all of those issues without having to worry about their race to creating a nuclear weapon. We have made the world safer, we just have to make sure it’s enforced.”
Trump was not asked this question
On veterans and suicide:
Clinton: “I rolled out my mental health agenda last week [you can read it here]. I have a whole section devoted to veterans’ mental health. We’ve got to remove the stigma. We’ve got to help people currently serving not to feel that if they report their sense of unease or depression that it’s somehow going to be a mark against them. We’ve have to do more about addiction, not only drugs but also alcohol. I have put forth a really robust agenda working with VSOs and other groups like TAPS who have been thinking about this and trying to figure out what we’re going to do to help our veterans.”
Trump: “It’s actually 22. It’s almost impossible to conceive that this is happening in our country. Twenty to 22 people a day are killing themselves. A lot of it is they’re killing themselves over the fact that they’re in tremendous pain and they can’t see a doctor. We’re going to speed up the process. We’re going to create a great mental health division. They need help . . . We’re doing nothing for them. The VA is really almost, you could say, a corrupt enterprise . . . We are going to make it efficient and good and if it’s not good, you’re going out to private hospitals, public hospitals and doctors.”
On terrorist attacks on American soil:
Clinton: “I’m going to do everything in my power that that’s the result. I’m not going to promise something that I think most Americans know is going to be a huge challenge. We’ve got to have an intelligence surge. We’ve got to get a lot more cooperation out of Europe and out of the Middle East. We have to do a better job of not only collecting and analyzing the intelligence we do have, but distributing it much more quickly down the ladder to state and local law enforcement. We also have to do a better job combating ISIS online — where they recruit, where they radicalize and I don’t think we’re doing as much as we can . . . We have to wage this war against ISIS from the air, on the ground and online in cyberspace.”
Trump was not asked this question.
Clinton: “We have to defeat ISIS. That is my highest counter-terrorism goal. We’ve got to do it with air power. We’ve got to do it with much more support from the Arabs and the Kurds who will fight on the ground against ISIS. We have to squeeze them by continuing to support the Iraqi military. We’re going to work to make sure they have the support. They have special forces as you know, they have enablers, surveillance, intelligence, reconnaissance. They are not going to get ground troops. We are not putting ground troops into Iraq ever again and we are not putting ground troops in Syria. Those are the kinds of decisions we have to make on a case-by-case basis.”
Trump: “The generals under Barack Obama and Hillary Clinton have not been successful . . . The generals have been reduced to rubble. They have been reduced to a point where it’s an embarrassing for our country. You have a force of 30,000 or so people. Nobody really knows . . . I can just see the great General George Patton spinning in his grave as ISIS we can’t beat . . . I didn’t learn anything [from a recent briefing to suggest that he cannot quickly defeat ISIS]. What I did learn was that our leadership, Barack Obama did not follow what our experts . . . said to do.”
On prepping for office:
Clinton was not asked this question.
Trump: “In the front row you have four generals, you have admirals, we have people all throughout the audience that I’m dealing with. Right here is a list that was just printed today of 88 admirals and generals that I meet with and I talk to . . . I’m doing a lot of different things. We’re running a big campaign, we’re doing very well . . . I’m also running a business . . . In the meantime, I am studying . . . I think I’ve learned a lot . . . Also, I really feel like I have a lot of common sense on the issues you’ve asked about.”
Veteran questions to Clinton:
How can you expect those such as myself who were and are entrusted with America’s most sensitive information to have any confidence in your leadership as president when you clearly corrupted our national security?
Clinton: “I communicated about classified material on a wholly separate system. I took it very seriously. When I traveled I went into one of those little tents. . . because we didn’t want there to be any potential for someone to have embedded a camera to try to see whatever it was that I was seeing that was designated, marked and headed as classified. I did exactly what I should have done and I take it very seriously. Always have, always will.”
Editor’s note: For a fact-check on her response to handling classified information, go here.
How do you respond to progressives . . . that your hawkish foreign policy will continue and what is your plan to end wasteful war campaigns?
Clinton: “I view force as a last resort, not a first choice. I will do everything in my power to make sure that our men and women in the military are fully prepared for any challenge that they may have to face on our behalf. I will also be as careful as I can in making the most significant decision any president or commander in chief can make.”
Do you think the problems with the VA have been made to seem worse than they really are?
Clinton has faced criticism for making the comment that “the problems with the VA are not as widespread as they are made out to be.”
Clinton: “I was outraged by the stories that came out about the VA. I have been very clear about the necessity of doing whatever is required to move the VA into the 21st century, to provide the kind of treatment options that our veterans today desperately need and deserve. I will not let the VA be privatized. I think that would be very disastrous for our military veterans. I’m going to have a meeting every week in the Oval Office, we’re going to bring the VA people and the DoD people. We’ve got to have a better fit between getting mustered out and getting into the VA system.”
Veteran questions to Trump:
Assuming we do defeat ISIS, what next? What is your plan for the region to ensure that a group like them doesn’t just come back? (Editor’s note: This question was posed by Marine vet Phil Klay, the award-winning author of “Redeployment.”)
Trump: “Part of the problem that we’ve had is we go in, we defeat somebody and we don’t know what we’re doing after that . . . You look at Iraq. You look at how badly that was handled. And then, when President Obama took over, likewise it was a disaster . . . If I win, I don’t want to broadcast to the enemy exactly what my plan is . . . I may like my plan or I may like the generals’ plan . . . There will probably be different generals then. ”
Do you believe that an undocumented person who serves or wants to serve in the U.S. Armed Forces deserves to stay in this country legally?
Trump: “I think that when you serve in the Armed Forces that’s a very special situation and I could see myself working that out. If they plan on serving, if they get in, I would absolutely hold those people. Now we have to very careful, we have to vet very carefully, everybody would agree with that. But the answer is it would be a very special circumstance.”
In your first 120 days of your presidency, how would you de-escalate the tensions and, more importantly, what steps would you take to bring Mr. Putin and the Russian government back to the negotiating table?
Trump: “I think I would have a very good relationship with many foreign leaders . . . I think I would have a very, very good relationship with Putin and I think I would have a very, very good relationship with Russia . . . Russia wants to defeat ISIS as badly as we do. If we had a relationship with Russia, wouldn’t it be wonderful if we could work on it together and knock the hell out of ISIS? . . . I’m a negotiator. We’re going to take back our country.”
How will you translate those words [about helping veterans] to action after you take office?
Trump: “I’ve been very close to the vets. You see the relationship I have with the vets just by looking at the polls . . . I have a very, very powerful plan that’s on my website. One of the big problems is the wait time. Vets are waiting six days, seven days, eight days . . . Under a part of my plan, if they have that long wait, they walk outside, they go to their local doctor, they choose their doctor, they choose their hospital, whether its public or private, they get themselves better. In many cases, it’s a minor procedure, or it’s a pill a prescription. And they end up dying because they can’t see the doctor. We will pay the bill . . .”
Editor’s note: Read Trump’s 10 Point VA Plan here.
What specifically would you do to support all victims of sexual assault in the military?
Trump: “It’s a massive problem. The numbers are staggering and hard to believe. We’re going to have to run it very tight. At the same time, I want to keep the court system within the military. I don’t think it should be outside the military, but we have to come down very, very hard on that . . . The best thing we can do is set up a court system within the military. Right now, the court system practically doesn’t exist.”
Trump: “It is a correct tweet. There are many people that think that is absolutely correct. Since then, it’s gotten worse. Something has to happen. Nobody gets prosecuted. You have the report of rape and nobody gets prosecuted. There is no consequence . . . You have to go after that person. Look at the small number of results.”
A T-38C Talon II trainer aircraft crashed at Sheppard Air Force Base in Wichita Falls, Texas on Sept. 11, 2018, marking the fourth accident for the aging aircraft in the past year.
The aircraft, a twin-engine, high-altitude supersonic jet and part of the 80th Flying Training Wing, crashed on Sept. 11, 2018, while taking off. The two pilots ejected safely and were taken to local medical facilities, the base said in a statement. Both pilots are said to be in stable condition.
Sept. 11, 2018’s incident follows another T-38 crash in mid-August 2018. The 71st Flying Training Wing aircraft crashed at Vance Air Force Base in Oklahoma on Aug. 17, 2018, becoming the sixth aircraft the US Air Force lost to noncombat mishaps in 2018, according to The Drive.
A T-38C Talon used primarily by Air Education and Training Command for undergraduate pilot and pilot instructor training.
(U.S. Air Force photo by Steve White)
Another trainer jet crashed in May 2018 near Columbus Air Force Base in Mississippi. Both pilots were able to eject safely from the plane. And all three of these incidents were proceeded by a fatal crash in November 2017. Capt. Paul J. Barbour lost his life when his plane crashed near Laughlin Air Force Base in Del Rio, Texas, according to Military.com. The pilot’s ejection seat was not armed at the time of the crash.
The T-38 program, according to the US Air Force, is old, expensive, and outdated, a Congressional Research Service report from May 2018 explains, noting these jets are not well-suited for training future pilots for fifth-generation fighter and bomber operations.
The contract for the replacement T-X trainer has been delayed several times due to budget issues.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
“For almost 70 years, our Nation has set aside one day to recognize the great debt we owe to the men and women who serve in the Army, Navy, Air Force, Marine Corps, and Coast Guard,” Trump said in a statement. “On Armed Forces Day, we salute the bravery of those who defend our Nation’s peace and security. Their service defends for Americans the freedom that all people deserve.”
According to the Department of Defense website, the celebration of Armed Forces Day first began in 1950, following a proclamation on Aug. 31, 1949, by then-Secretary of Defense Louis Johnson. Johnson’s intention was to replace separate holidays for the Navy, Army, Marine Corps, and Air Force.
“I invite the Governors of the States and Territories and other areas subject to the jurisdiction of the United States to provide for the observance of Armed Forces Day within their jurisdiction each year in an appropriate manner designed to increase public understanding and appreciation of the Armed Forces of the United States. I also invite veterans, civic, and other organizations to join in the observance of Armed Forces Day each year,” Trump said in the proclamation, which has been issued by his predecessors in virtually the same form, including George W. Bush, George H. W. Bush, and Ronald Reagan.
Trump’s proclamation did make special note of the 100th anniversary of America’s entry into World War I, citing the 4.7 million Americans who served in that conflict. Trump also re-tweeted a Defense Department tweet featuring a video.
“Finally, I call upon all Americans to display the flag of the United States at their homes and businesses on Armed Forces Day, and I urge citizens to learn more about military service by attending and participating in the local observances of the day,” Trump’s proclamation concluded.
While the introduction of a new plane, ship, or tank will often make headlines, these aren’t the only important procurements done by the military. In fact, many crucial upgrades go unnoticed by the media, but they make a huge difference in the lives of troops.
Such was the case with the Air Force’s new firefighting foam. You might think that water is the best tool for putting out fires. Well, in some cases, using water can do more harm than good. That’s why, especially with aircraft, the military likes to use Aqueous Film Forming Foam, or AFFF, which has just been replaced with a newer version.
It wasn’t that the old foam was ineffective — far from it. The problem was that the foam came with some serious drawbacks. Most notably, the old foam was quote toxic, both to personnel and to the environment. The old version of AFFF made use of two chemicals, known as PFOS and PFOA. Both of these were unsafe for consumption in even the tiniest amounts (measured in parts per trillion).
Sometimes, it’s a bad idea to put water on a fire — which led to the development of specialized firefighting foam.
(U.S. Air Force photo by Staff Sgt. Bennie J. Davis III)
The toxicity of the old foam was such that even after testing in a hangar, the Air Force was spending time and money doing hazardous materials mitigation. In a day and age when each defense dollar is precious, spending time and money on HAZMAT stuff after each practice run is a huge drain.
Tech. Sgt. Brian Virden and Master Sgt. Bryan Riddell, replace legacy firefighting foam at King Salmon Air Station, Alaska, with Phos-Chek 3 percent, a C6-based Aqueous Film Forming Foam. The new foam has far fewer toxins than the older foam.
The new foam, now completely rolled out, doesn’t have any PFOS and very little PFOA. This means that the costly mitigation process is sidestepped almost entirely. Plus, in the event of a real usage, the airmen will be exposed to a much lower level of toxins — which saves lives down the line.
Not having to do HAZMAT clean-up after tests like this can save time and money – both of which are factors in readiness.
(U.S. Air Force photo by 2nd Lt. William Powell)
In short, the introduction of the new AFFF didn’t generate headlines, but it is the type of small, behind-the-scenes move that enhances readiness across the service. A few small savings here, less time consumed there — you’d be surprised at how much a seemingly small change can improve the entire force.
“Our working dogs are selfless in everything they do simply to please their handlers and those who work with them,” said Sergeant Major (retired) Jeremy Knabenshue, a veteran who worked as a K9 handler in the U.S. Army. “They give everything they have — to include their lives — without question to protect their pack.”
During a recent interview with Coffee or Die, Knabenshue spoke about his relationship with Weblo, his Military Working Dog (MWD). After a stint as an MP, Knabenshue became a K9 handler for a Special Missions Unit working alongside some of the most elite operators in the world. His work there, particularly his relationship with Weblo, had a profound impact on him. He served with that unit until retirement.
“When I was first assigned Weblo, he was a beatdown dog from Holland that flinched at every sudden move,” Knabenshue said. “I spent every single day for a year going to work to spend time with him and build our relationship until we deployed.”
(Photo courtesy of Jeremy Knabenshue.)
On Knabenshue’s first deployment, Weblo was shot. They were working with a squad from 3rd Ranger Battalion, and Knabenshue credits the dog’s actions for saving his life. He treated Weblo, and “that night of saving one another’s lives solidified our bond to one another.”
“Personality-wise he was one of the guys.” Knabenshue said. “He was more than just a dog or a tool. He lived with us and was part of the team.” That relationship extended onto the battlefield as well — they had reached such a strong point of mutual understanding that few words had to be spoken. They moved together, fought together, and hit objectives together — all as one.
One night in Afghanistan, Knabenshue, Weblo, and an assault force of American operators boarded a helicopter and flew toward an enemy position. They expected to make their way to the target building when they landed, but chaos erupted as soon as the wheels touched the ground. People were running erratically, weapons were being fired, and they had to fight just to get to the objective — which should have been a simple 10 minute walk.
(Photo courtesy of Jeremy Knabenshue.)
As they made it to the target compound, they began to move along one of the exterior walls. The next step would have been to hit the front door and assault the compound as usual; Knabenshue sent Weblo up front to check for booby traps before breaching.
When Weblo turned left instead of right, Knabenshue said that his first instinct was to become frustrated — now instead of breaching, he had to grab another assaulter and go get this dog who appeared to be distracted or disobedient. However, when they discovered Weblo, his jaws were clenched on a man clutching an AK47, who was lying in wait for an unsuspecting soldier to enter the breach.
This man had not been spotted by anyone on the assault force nor by the air assets circling in the sky — but he was spotted by Weblo.
(Photo courtesy of Jeremy Knabenshue.)
This was how it went for six deployments — two to Iraq and four to Afghanistan. When they weren’t in a combat zone, training took them deep into the jungle, over rigorous mountain terrain, and helocasting into the water.
When Weblo came to the end of his military service, he went to live with Knabenshue. No longer under threat of death or permanent injury, their friendship continued to grow. And then Weblo was diagnosed with cancer.
As the dog’s health steadily declined, Knabenshue knew it was time to have him put down comfortably. He contacted a trusted veterinarian to set the date. But one day he took special notice of the airfield near his house, and an idea came to him. Knabenshue knew a truck wouldn’t suffice for Weblo’s last ride — he deserved more.
(Photo courtesy of Jeremy Knabenshue.)
On March 8, 2016, everything fell into place. When Weblo and Knabenshue stepped onto the airfield and heard the thundering of the helicopter rotors, the dog’s chest swelled. Knabenshue swears that, for a moment, Weblo once again looked like a young working dog barreling across the Afghan countryside.
Also on the helicopter was the veterinarian. As they circled in the sky, Weblo felt the wind in his fur as he had so many times before among his fellow warriors. Following a painless injection, Weblo quietly, comfortably passed on.
After they landed, Knabenshue carried Weblo back to his truck to say goodbye.
“There will never be another Weblo for me,” Knabenshue later wrote on his blog. “I miss him daily and wish that somehow he could still be here. His death hit me far harder than any of the deaths of friends I’ve lost over the years. He was more than a pet or partner, he was an extension of myself as I was a part of him. His ashes are now placed on a shelf over my bar so that he can still look over and protect us.”
You may know Chuck Yeager as the man who broke the sound barrier, but back in the 1980s, he was also pitching a new fighter jet — one that arguably would have been on par with some of today’s fighters.
That jet was the Northrop F-20 Tigershark. First known as the F-5G, it was a program to give American allies an advanced multi-role fighter to replace older F-5E/F Tiger IIs. The Tiger was a good plane, but arguably at a disadvantage against jets like the MiG-23 Flogger. The Soviet Union was also widely exporting the MiG-21 Fishbed and the world needed a response.
American allies had a problem, though. Under President Jimmy Carter, the United States would not release the F-15 Eagle or F-16 Fighting Falcon to many of them. Israel got lucky, and was able to buy the planes, but most other allies had to settle for something less capable. Northrop’s privately-funded venture fit the bill.
The F-20 replaced the two J85 turbojet engines typical of the F-5E with a single F404 turbofan, like those used on the F/A-18. It also had the ability to fire the AIM-7 Sparrow, a semi-active radar-guided missile. Northrop also got Chuck Yeager to serve as the pitchman.
The F-20 proved to be very easy to maintain, was cheap (aviation historian Joe Baugher notes that a $15 million per plane price tag was quoted), and had a number of advances that made it a capable interceptor. MilitaryFactory.com notes that the F-20 had a top speed of 1,500 miles per hour and a range of 1,715 miles. Three prototypes were built, and a fourth would have had more fuel capacity and the ability to use drop tanks.
The problem was, even with Chuck Yeager pitching it, the Air Force and Navy didn’t want the plane. The last chance for this plane’s success came and went when the Air National Guard declined to replace F-106 Delta Darts and F-4 Phantoms with it, opting instead for modified F-16s. Learn more about this fighter-that-could-have-been below:
If noncommissioned officers are the backbone of the Marine Corps, then lance corporals are the muscles that keep it moving. As all enlisted Marines and warrant officers know — not to mention the Mustang officers who ascended the enlisted ranks before earning a commission — lance corporals hold a special place in the heart of the Corps.
Gone are the days of “Lance Corporal don’t know,” and the “Lance Corporal salute.” Today’s Marine Corps E-3s are smarter, faster, stronger, and more tech savvy than the old salts from years gone by. They are the iGeneration, seemingly raised with a cell-phone fused to their fingers at birth. They are more familiar with Snapchat and Instagram than cable TV and VHS tapes. They are a digital generation, and they fit uniquely and seamlessly with the Marine Corps’ vision of a connected ‘strategic corporal,’ ready to fight and win America’s battles as much with technology and ingenuity as with bullets and pure grit. The bedrock for tomorrow’s Marine leaders is the ability to make sound and ethical decisions in a world flipped on its head during the past two decades.
Enter the “Lance Corporal Leadership and Ethics Seminar.”
The weeklong training is required for all lance corporals vying for a blood-stripe and much-coveted place in the NCO ranks. The Marine Corps’ Enlisted Professional Military Education branch instituted the program in 2014 to “bridge the gap between the initial training pipeline and resident Professional Military Education,” according to the seminar’s Leader Guide. The seminar prepares junior Marines to face the challenges of an evolving, uncertain and dangerous world 19 years into the 21st Century.
Lance Cpl. Antonio C. Deleon, an aircraft ordnance technician with Medium Tiltrotor Squadron 262 (Reinforced), Marine Corps Air Station Futenma, Okinawa, Japan.
(U.S. Marine Corps photo by Lance Cpl. Cameron E. Parks)
“Our lance corporals are the gears that keep this machine moving,” said Sgt. Maj. Edwin A. Mota, the senior enlisted Marine with the 31st Marine Expeditionary Unit in Okinawa, Japan. “The Lance Corporal Seminar is vital to their success this early in their careers. Whether an enlisted Marine stays in for four years or 30, they will never forget the leadership lessons they learned — both good and bad — as a lance corporal.”
Each seminar has a cadre of NCO and staff NCO volunteers who lead small groups through physical training, guided discussions and scenario-based training. The idea is to get lance corporals to think critically, both on and off duty, to help prepare them for a leadership role as a corporal, sergeant and beyond.
Lance Cpl. Celestin Wikenson, an airframer with Marine Medium Tiltrotor Squadron 262 (Reinforced), maintains the skin of a MV-22B Osprey helicopter Marine Corps Air Station Futenma, Okinawa, Japan.
(U.S. Marine Corps photo by Lance Cpl. Cameron E. Parks)
“As a lance corporal in the infantry during the 90s, it was a completely different Marine Corps than it is today,” said Mota. “We took orders and we carried them out without a lot of questions. Our NCOs, staff NCOs and officers didn’t expect us, as lance corporals, to understand the strategic-level significance of our training and operations back then. But today, the Marine Corps cannot afford for our lance corporals to not know how they affect our mission at the tactical, operational, strategic, and diplomatic levels.”
Enlisted PME is a central component for measuring an enlisted Marine’s leadership potential and their fitness for promotion, regardless of rank. The seminar is usually a first term Marine’s introduction to formal military education and sets the tone for future PME courses as NCOs and staff NCOs. The guided discussions and scenario-based training is designed to help junior Marines to think critically before acting instinctively, according to 19 year old Lance Cpl. Dylan Hess, a mass communication specialist with the 31st MEU and a student in a recent seminar.
Lance Cpl. Richard T. Henz, a CH-53E Super Stallion helicopter crewman with 31st Marine Expeditionary Unit sits alongside a CH-53E helicopter at Marine Corps Air Station Futenma, Okinawa, Japan.
(U.S. Marine Corps photo by Lance Cpl. Cameron E. Parks)
“As a lance corporal, we are expected to follow orders and get the job done, regardless of our job,” said Hess, a native of Vacaville, California who enlisted in September 2017 after graduating from Will C. Wood High School. “During the seminar, we were challenged to rethink our role as junior Marines. In today’s Marine Corps, especially here in Japan, everything we do is a representation of all American’s stationed here and the seminar helped us better understand why the decisions we make, on and off duty, are so important as ambassadors to our hosts here in Okinawa.”
The lessons learned during the seminar will help tomorrow’s leaders refine their leadership ability, according to Hess.
“Today’s generation joins the Marine Corps for many different reasons, but our commitment to the Marine Corps is the same as any other Marine from past generations. Many of the junior Marines today don’t remember 9/11, don’t remember the battles in Iraq and Afghanistan, but we’re still committed to always being prepared for our next battle, and the Lance Corporal Seminar definitely gives us a better understanding of leadership challenges and opportunities as we grow into the NCO ranks.”
This article originally appeared on Marines. Follow @USMC on Twitter.
In the early 1800s, the iconic trouser’s front flap (crotch area) or “broadfall” had 15 buttons before it was modified 90-years later to have just seven, allowing the manufacturer to reduce the amount of material.
At least, that’s what Navy recruits tell each other during basic training — but that wasn’t the real intention.
In the early 1800s, the iconic trouser’s front flap (crotch area) or “broadfall” had 15 buttons before it was modified 90-years later to have just seven, allowing the manufacturer to reduce the amount of material.
Reportedly years later, the broadfall was enlarged for various reasons including that many sailors didn’t have enough room down there, so the Navy listened and added the extra material and six buttons.
Pro tip: Many sailors have their trousers tailored to remove all the buttons and replace them with Velcro strips to grant easier access to the goods. They then resew the buttons to the outside flap, with uniform inspectors being none-the-wiser.