Guardsmen from the Utah Army National Guard implemented a policy of doing physical exercise prior to using the bathroom at the organization’s headquarters in Draper, Utah.
“Soldiers will perform one [Army Combat Fitness Test] leg tuck (LTK) to enter and/or exit,” a sign read in front of both female and male bathrooms.
The new rule, which the Utah Guard says will not be strictly enforced, was given by its senior enlisted leader, Sgt. Maj. Eric Anderson. A public affairs officer for the Utah Guard said the directive is not intended to be a serious mandate and is purely for motivational purposes.
“One of the weaknesses we noticed in our soldiers is the leg tuck,” Maj. DJ Gibb said to Insider. “We just had a couple of these pull-up bars in our work-out areas.”
The sign is intended to be a friendly prompt that “when [soldiers] get a chance, [they] should,” Gibb said, referring to the leg tuck.
(DoD photo by Benjamin Faske)
The purpose of the loose rule was to motivate its soldiers to pass the ACFT, the Army’s newest physical assessment test. Soldiers are expected to take two ACFT assessments by this month, and the Army will officially begin administering on-the-record tests starting October 2020.
The ACFT is comprised of six separate, timed events ranging from deadlifts to a two-mile run. The leg tuck, one of the events, requires soldiers to “complete as many … as possible in two minutes” on a pull-up bar as they “maintain a relative vertical posture while moving the hips and knees up and down without excessive swinging or kipping.”
“The LTK assesses the strength of the Soldiers grip, arm, shoulder and trunk muscles,” the Army says on its website. “These muscles assist Soldiers in load carriage and in avoiding injuries to the back.”
U.S. Army Sgt. 1st Class Danny Gonzalez, Recruiting and Retention Command, New Jersey Army National Guard, carries two 40-pound kettlebells during the Army Combat Fitness Test.
(New Jersey National Guard photo by Mark C. Olsen)
The ACFT is slated to replace the Army’s antiquated Army Physical Fitness Test (APFT). The APFT consisted of a timed two-mile run, push-ups, and sit-ups and has been in use by the Army since 1980. Critics assailed the APFT for not adequately measuring the combat readiness of a soldier, and calls for a revamped test prompted the Army to research newer methods of assessing physical fitness.
Despite some concerns in the military community about the new ACFT, namely potential injuries and costs of the program, Gibb said the Utah Guard was “confident” that the new standards will continue to be met.
“I think we do put an emphasis on the readiness of our soldiers, and it’s attributed to little things like this,” Gibb said.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The new weapons would render NATO’s US-led missile defense “useless,” and is a testament to the international community’s failure to contain Russia’s military development, the Associated Press reported Putin as saying.
I want to tell all those who have fueled the arms race over the last 15 years, sought to win unilateral advantages over Russia, introduced unlawful sanctions aimed to contain our country’s development: All what you wanted to impede with your policies have already happened. You have failed to contain Russia.
Imagine you’re playing a game of Risk. While everyone else is busy squabbling with their neighbors, you take each turn to quietly bolster your army. You sit back and build up while making friends with the right people so you can focus on your own military. This has been Sweden’s plan for the last two hundred years.
Now, Sweden doesn’t compete when it comes to military expenditure — they’re near the bottom of the list for developed nations. The entirety of their troops, active, guard, and paramilitary, could fit inside a single arena in Stockholm. And they’ve even made non-alignment pacts during every major conflict in modern history, so battle-hardened leaders are hard to come by.
(Photo by Pfc. Han-byeol Kim)
Sweden’s strength comes from their mastery of technology. Particularly, in three key elements of warfare: speed, surveillance, and stealth.
One of their greatest military advances is the Saab Gripen JAS 39E, a state-of-the-art aircraft that is much cheaper than its peers. The Gripen has mastered super-cruise flight, which is the ability to fly at supersonic speeds without the use of afterburners. It is also equipped with one of the world’s leading active electronically scanned array systems and will soon lead the world in combining aircraft with electronic warfare capabilities.
(Swedish Armed Forces)
But their advanced technology doesn’t start and end with the Gripens. The next keystone of their arsenal is the unbelievable advancements they’ve made in drone technology, culminating in the SKELDAR UAV helicopter. It can carry a 40kg payload and remain in the air for up to 6 hours, which is amazing its size and cost.
The sleek rotary wing design for a UAV also gives it much more control over the battlefield when compared fixed wing aircraft. Once the SKELDAR locks onto a target, it won’t ever let it out of its sights.
(Swedish Armed Forces)
As impressive as these are, Sweden’s biggest military boast is their war-games victory over the US Navy in 2005 when the HMS Gotland “defeated” the USS Ronald Reagan. The HMS Gotland, and all other attack submarines in the Gotland-class, are the stealthiest submarines in the ocean. This is because it was designed entirely to counter means of detection.
It’s the only submarine class to use air-independent propulsion by way of the Stirling engine. Its passive sonar system is so advanced that it can detect which nationality an unknown ship belongs to simply by identifying the operating frequency of the alternating current used in its power systems. It does all of this while remaining completely undetectable to the might of even the United States Navy.
(Photo by Photographer’s Mate 1st Class Michael Moriatis)
Obviously, having to eject from a multi-million dollar aircraft of any kind is the last thing on a pilot’s bucket list (and is dangerous enough to actually be the last thing on the pilot’s bucket list). The truth is that, as in any military job function, things don’t always go as planned, even for the men and women fighting at a few thousand feet above the Earth.
The technology surrounding the ejection of any pilot is really incredible. After more than a century in the making, ejections can be made at supersonic speeds and at altitudes where there is little oxygen in the air. The canopy blows open, the air rushes in, and in one-tenth of a second, the pilot(s) are on their way to safety. The tech has come a long way since and the chances of a successful ejection are up from 50% in the 1940s. A lot happened in the meantime. Here are 11 things you may not have known before.
1. The first successful ejection was in 1910 and was initiated by bungee cord.
In 1916, one of the inventors of a type of parachute also invented an ejection seat powered by compressed air.
2. The German Luftwaffe perfected the ejection seat during WWII. The first combat ejection was in 1942.
The Focke-Wulf FW190 Würger testing ejection seat
Two German companies, Heinkel and SAAB (of the automobile fame) were working on their own types of ejection seats. The pilot of the first ejection bailed out because his control surfaces iced over.
3. Some aircraft, like the supersonic F-111, used pods to eject the crews. The B-58 Hustler tested its ejection system by ejecting bears.
Because parachutes need time to open, early zero-zero (zero altitude, zero airspeed) ejection seats used a kind of cannon to shoot the pilot out once they cleared the canopy. This put incredible forces on the pilot.
5. Before zero-zero seats, safe ejections required minimum altitudes and airspeeds.
Modern zero-zero technology uses small rockets to propel the seat upward and a small explosive to open the parachute canopy, cutting the time needed for the chute to open and saving the forces on the pilot.
6. The most common reason ejections fail is aviators wait too long to eject.
A recent study found the survival rate for ejection was as high as 92%, but the remaining 8% is usually because the pilot waited until the last second to eject.
7. Seats in planes like the B-1 Bomber eject at different angles so they don’t collide.
A two-ship of B-1B Lancers assigned to the 28th Bomb Squadron, Dyess Air Force Base, Texas, release chaff and flares while maneuvering over New Mexico during a training mission Feb. 24, 2010. Dyess celebrates the 25th anniversary of the first B-1B bomber arriving at the base. (U.S. Air Force photo by Master Sgt. Kevin J. Gruenwald)
The B-1B Lancer has a crew of four and their seats are designed so that the seats are positioned at different angles and different intervals to avoid mid-air collisions. The B-1A used a capsule for the crew.
8. Depending on altitude and airspeed, the seats accelerate upward between 12 and 20 Gs.
That’s just the upward thrust. Pilots have ejected in speeds exceeding 800 miles per hour (the speed of sound is 767.2 mph) and from altitudes as high as 57,000 feet.
9. Ejection seat manufacturer Martin-Baker gives a certificate, tie, and patch to aviators who join the “Martin-Baker Fan Club” by successfully ejecting.
The first pilot was a Royal Air Force airman who ejected over what was then Rhodesia in January 1957. Since then, over 5800 registered members have joined.
10. The interval between ejections in a two-seat plane like the F-14 Tomcat is about half a second.
The RIO (Radar Intercept Officer) goes first, then the pilot (Goose then Maverick, but in real life, Goose would probably survive.)
11. Ejection seats have saved more than 7,000 people.
Not Goose, of course. (Should have followed F-14 NATOPS boldface procedures. RIP, shipmate . . .)
The chief of Naval Operations said today that the collisions in the Pacific that killed 10 sailors aboard the USS Fitzgerald and seven sailors aboard the USS McCain were entirely preventable, and the service is committed to correcting the actions that led to the accidents.
Navy Adm. John Richardson told Pentagon reporters that many aspects combined to cause the accidents, including lack of training, hubris, sleep deprivation, failures in navigation, and failures in leadership.
The guided missile destroyers USS Fitzgerald and USS McCain sailed when they shouldn’t have, he said, and that decision falls on the commanders, who are responsible for conducting risk assessments.
The demand for ships, or any military capability, is defined by the security environment, Richardson said, adding that the Pacific has been a very demanding environment of late.
The demand of the security environment must match against the resources that can be applied. “When you have a gap between those two, that’s risk,” the admiral said. “It’s all part of that … day-to-day assessment. Every commander has to wake up each day at their command level and say, what has changed in my security environment? What is my new risk posture? And how am I going to accommodate or mitigate that risk?”
At some point, commanders cannot mitigate the risk, and they should say no to the mission, he said, but the present culture is such that commanders will assess the risk to be acceptable when it is not.
Changing that culture is one goal for the chief — he wants commanders to be honest about assessments and the shortfalls they have.
While the changes are in the 7th Fleet area, the Navy is on all the seas. “A review of your Navy today shows that this morning there are 100 ships and 64,000 sailors and Navy civilians who are deployed,” Richardson said.
“This includes three carrier strike groups and their embarked air wings, three amphibious readiness groups, and their embarked Marine expeditionary units, six ballistic missile defense ships on station, 11 attack submarines, five [ballistic missile submarines],” he said. “The vast majority of these ships are conducting their missions, some of them extremely difficult, effectively and professionally, protecting America from attack, promoting our interests and prosperity, and advocating for the rules that govern the vast commons from the seafloor, to space, and in cyberspace.”
The Navy and its sailors are busy, and they have been integral to the wars America has fought since 9/11. “Recent experience has shown that if we’re not careful, we can become overstretched, overextended. And if we take our eye off the fundamentals, we become vulnerable to mistakes at all levels of command,” the admiral said.
To address this, the Navy has taken some immediate actions, including restoring a deliberative scheduling process in the 7th Fleet, conducting comprehensive ready-for-sea assessments for all Japan-based ships, establishing a naval service group in the Western Pacific — an independent body in Yokosuka, Japan that will keep their eye on readiness generation and standards for the Pacific Fleet commander — establishing and using a near-miss program to understand and disseminate lessons learned, and establishing policies for surface ships to routinely and actively transmit on their automatic identification system, Richardson said.
Midterm actions will emphasize training, establishing comprehensive policies on managing fatigue and accelerating some of the electronic navigation systems upgrades, he said.
“Long-term actions include improving individual and team training skills, with an emphasis on basic seamanship, navigation and integrated bridge equipment; evaluating core officer and enlisted curricula with an emphasis on fundamentals [and] navigation skills,” the admiral said.
“I have to say that fundamental to all of this is how we prepare leaders for command,” Richardson said. “We will deeply examine the way that we prepare officers for increasing leadership challenges, culminating in assumption of command with the capability and the confidence to form, train and assess warfighting teams on the bridge, in the combat information center, in engineering and throughout their command.”
Military service ends for everyone at some point. Regardless of how rewarding and enjoyable it has been, regardless of rank attained or awards earned, eventually it’s time to start the next chapter of a working life – a time to transition to a civilian career.
For me the time came at the 20-year mark. I spent the majority of my time in uniform stationed at an air base in Virginia Beach attached to various F-14 squadrons. When I received orders to teach at the Naval Academy in Annapolis I knew my flying days were most likely over, so I started considering what life on the outside might look like for me once I became retirement eligible.
Nothing really jumped out at me. Because I’d been a Naval Flight Officer – a backseater – and not a pilot, the airlines weren’t an option (not to mention the airline industry has had a major employment downturn in the last decade or so). I had a bachelor’s degree but it was in political science . . . pretty useless in terms of determining a viable civilian career field.
In spite of the fact that for decades I had assumed that there would be all kinds of jobs waiting to be blessed by my presence when I elected to get out, only when I actually started looking for one did I realize my options were limited. And when I say “limited” I’m not necessarily speaking about limited in terms of income potential. I’m talking about limited in terms of job satisfaction potential.
You see, like most of us who stay in the military past our initial obligations, I enjoyed what I was doing. Of course there were bad days and the challenges of long periods of family separation, but I was living a life of consequence, working a job that Hollywood makes movies about. I’d flown from aircraft carriers sailing in hostile waters and worked with incredible professionals. We had carried out the important missions we’d been given.
So among my fears as I transitioned to my first civilian job – that of a civil servant working one of the aircraft programs at a systems command – was that my day-to-day efforts wouldn’t amount to anything important.
And they didn’t . . . at first.
As I traded my flight suit for khakis and a golf shirt I was thrust into a world of grey areas. Sure, there were job titles and GS pay scales, but those didn’t replicate the structure I’d known during my time on active duty. Who was I relative to my co-workers? Absent rank on my collar or warfare devices and ribbons on my chest what did they know (or care) about my years of service?
Nothing, or so it seemed. I was suddenly just the new guy. I had no track record. I’d never done anything that mattered. Instead of flying fighters and leading troops I was now tasked with, among other minutiae, updating the program’s social roster. I felt like I was stuck in that Bruce Springsteen song “Glory Days”:
“Glory days, they’ll pass you by; glory days, like the wink in a young girl’s eye . . .”
I had no flight schedule to comply with. I had no detailer to call for my next set of orders. I had no master chiefs to keep me out of trouble. I had no uniforms to wear. Nobody was going to be filming any movies about the action-packed life of a civil servant.
In spite of all my “prep” for the transition (including mandatory TAP, of course) I wasn’t prepared for the subjective part of the move – the “spiritual” side, if you will. I was more lost (and depressed) than I ever thought I would be. And the scary part is I wasn’t even fully in the private sector; I was working for the Department of Defense.
Fortunately by the end of the first year of my transition, I’d found my footing, job-wise. I switched programs to one that actually needed what I had to offer in terms of talent, outlook, and enthusiasm. In time I was a trusted member of a team again, one with a seat at the decision-making table, and the position was rewarding in its own way. And that job ultimately gave me the confidence and experience to make the move to the private sector into a role that fully leverages my military career and creativity.
Change is hard; transitioning out of the military is harder. Part of making it easier is thorough prep work research and networking-wise. The rest is understanding that it won’t be easy and fighting the notion that the best years are behind you. Sometimes you might need patience. Sometimes you might need to go after it in a hurry. But the same elements that made you an effective warfighter will ultimately serve you well during the civilian chapter of your working life.
In the next 18 months or so, the Army expects to field two new systems to dismounted Soldiers that will allow for more rapid acquisition of targets, even those hidden by darkness, smoke, or fog.
First out of the gate will be the Enhanced Night Vision Goggle III, expected to be fielded sometime between April and June of 2018. Shortly after, the Army hopes to field the Family of Weapons Sights – Individual, between January and March of 2019.
The FWS-I and ENVG III are unique in that the FWS-I, which would be mounted on a Soldier’s weapon, wirelessly transmits its sight picture to the ENVG III, which a Soldier wears on his helmet.
Additionally, the ENVG combines thermal imaging with more common night vision image intensification technology, which is recognizable by the green image it creates.
Under starlight, targets may blend in with the background. But with the thermal capability overlaid on night vision, targets can’t hide in smoke or fog. They “really pop out with that contrast,” said Dean Kissinger, an electronics engineer who is currently assigned to Program Product Manger Soldier Maneuver Sensors at Program Executive Office Soldier.
Lt. Col. Anthony Douglas, who serves as product manager for Soldier Maneuver Sensors at PEO Soldier, said the two sensors have benefits beyond helping dismounted Soldiers better visualize targets. By paring the two systems wirelessly — allowing what the weapon-mounted sight is seeing to be beamed directly to the Soldier’s eye — these systems also help the Soldier acquire a target faster.
Rapid Target Acquisition
“The capability gap that we were tasked with [closing] by developing this was the rapid target acquisition capability,” Douglas said. “We are allowing the Soldier to actually see what is on their weapons sight, saving them time from having to bring the weapon to his eye.”
Master Sgt. Lashon Wilson, the senior enlisted advisor for product manager Soldier Maneuver Sensors, explained how the system will work and make it easier for a Soldier to acquire a target.
“This weapon-mounted system talks wirelessly to the smart battery pack that is on the Soldier’s head, that then transmits a signal to the ENVG III, which now displays a reticle onto the Soldier’s optic,” Wilson explained. “So now what this does is, while the Soldier is on patrol and he has his ENVG III on and he is looking, he has a greater field of view of what is going on in the battlefield.”
Soldiers wearing the ENVG III, which is mounted on their helmet, can choose to see both night-vision imagery and thermal imaging as well in their goggle. But they can also choose to see the image coming off the FWS-I that is mounted on their rifle.
A variety of modes allows Soldiers to see in their goggles only the image from the ENVG III itself, only the image from the FWS-I, or a combination of the two. Using a “picture-in-picture” mode, for instance, the image from their FWS-I is displayed at the bottom right of the image that is coming from the goggle.
In another mode, however, if the FWS-I on the rifle and the ENVG III on the Soldier’s helmet are both pointed in the same direction and seeing essentially the same thing, then the image from the FWS-I can project a reticle into the goggle. The Soldier can see the full image of what his goggle normally sees, but a circle representing the reticle from the FWS-I is overlaid onto that image, letting the Soldier know where his rifle is pointed. What this means is the Soldier doesn’t need to actually shoulder his weapon to acquire a target. That saves time for the Soldier in acquiring that target.
“We are saving him three to five seconds, and increasing their situational awareness on the battlefield,” Douglas said.
Additionally, because the reticle is projected onto what the Soldier is already seeing in his goggle — a much wider view of his environment than what he would see if he looked through his rifle scope — he is able to acquire a target while maintaining situational awareness of what else is going on around him.
Steep Learning Curve
At Fort Belvoir, members of the press were allowed to shoot an M-4 rifle that was equipped with the FWS-I, while wearing a helmet equipped with the ENVG III.
Several man-shaped targets were spaced out in the firing lane, each equipped with thermal blankets to simulate body heat. A pair of fog machines simulated battlefield smoke to make it difficult to acquire those targets using only day optics. Using night vision goggles alone, some of the targets could not be seen. But when combined with the thermal imaging capabilities built into the ENVG III and FWS-I, those targets were easily visible.
Using the system proved a bit challenging, however. When looking through the goggle, which was at one point displaying the image transmitted from the rifle-mounted FWS-I, it was hard to tell if it was the helmet that was crooked, the ENVG III that was crooked, or the shooter’s own head that wasn’t on quite straight.
“The gun is tilted,” Wilson confirmed. He served as a trainer for members of the press who were allowed to shoot.
Maj. Kevin Smith, who serves as the assistant product manager for FWS-I, said there is a “steep learning curve,” for the system.
“We just got through with the tests with the 4th Infantry Division out of Fort Carson, Colorado, back in June,” he said. “We only spent about 40 hours of in-classroom training. But we also spent about a week on the range or so. That’s where the Soldiers were really starting to get it and understand it and feel it, on the range.”
Smith said one such training event was held at Fort Carson, and two were held at Joint Base Lewis-McChord, Washington.
“Once they get comfortable with it, they really love it,” Smith said. “One Soldier, a noncommissioned officer who didn’t like it at first, later on during the last test we did, asked me when are we getting this fielded. He said he wanted it now. They want to take them to war and they want to use them.”
A Family of Sights
The soon-to-field FWS-I is meant for the M4 and M16 rifles, and can mount on those rifles in front of day sights that have already been bore-sighted, Kissinger said. What this means is that Soldiers can pop the FWS-I onto and off of their rifle without having to remove their day sights first.
The FWS-I will also work with the M249 Squad Automatic Weapon, the M141 Bunker Defeat Munition, and the M136 AT4 Light Anti-Tank Weapon.
Kissinger said the FWS-I actually provides capability to both light and medium weapons. In the past, there had been sights fielded for both types of weapons. Now that FWS-I provides capability to both, he said, there will be less variations in weapons sights, and a smaller logistics trail.
More capability is also coming to this “family” of weapons sights, Douglas said. There will be a crew-served variant and a sniper variant as well. Both are still under development, he said.
Both the FWS-I and the ENVG III are currently in low-rate initial production. The Army hopes to buy 36,000 of the FWS-I, and about 64,000 of the ENVG III, Smith said. He also said that the new gear is targeted squarely at dismounted Soldiers with infantry brigade combat teams and special operations forces.
For now, he said, he expects it will be squad leaders and two team leaders within a squad that might first see the FWS-I.
“This is a day or night capability,” Douglas said. “We’re talking about dismounted Soldiers who would use this. For our mounted soldiers, those on the Stryker or Bradleys … they do not operate without their thermal on all the time. So we are giving the dismounted Soldier the same capability the mounted Soldiers have.”
Just before the end of January 2018, the Japanese Air Self Defense Force (JASDF) announced that it had deployed its first operational F-35 at Misawa Air Base.
Misawa Air Base is shared by the JASDF and the U.S. Air Force, and located in the northernmost part of Japan’s Aomori Prefecture.
“The F-35A will bring transformation in air defense power and significantly contribute to the peace for citizens and ensure security,” JASDF 3rd Air Wing Commander Major General Kenichi Samejima said.
“All service members will do their best to secure flight safety and promptly establish an operational squadron structure step-by-step.”
American officials at the base also welcomed the development, with the commander of the U.S.’s 35th Fighter Wing, Colonel R. Scott Jobe, saying that U.S. pilots “look forward to training alongside our JASDF counterparts and continuing to enhance the safety and security of Japan together.”
Japan has reportedly been mulling replacing the helicopters on their Izumo-class helicopter carrier with the short vertical take-off and landing (SVTOL) variant of the F-35 that is fielded by the U.S. Marine Corps, something that China has warned against.
Team Red, White & Blue’s 1776 Challenge is an epic physical series of goals that brings Veterans, supporters, and Team RWB partners together to focus on service, personal growth, and the joy that comes from doing something hard with others.
Take the challenge each day from June 17, 2020, to July 4, 2020. Together, we will perform up to 100 daily repetitions of various exercises such as lunges, squats, push ups, or crunches. Alternative exercises will be provided to ensure participants at all ability levels are able to complete the challenge.
New exercises will be shared through the Team RWB App every day, featuring demonstrative videos hosted by Team RWB’s corporate and nonprofit partners. Demonstrations will include modifications for various fitness levels and mobility. Additional adaptive exercises will be demonstrated by retired Army Sergeant First Class and and Paralympian Centra “Ce-Ce” Mazyck, a recipient of TrueCar’s DrivenToDrive program.
Up for the challenge?
If you’re up for the challenge, join Team RWB as we tackle 1776 reps and break down barriers for Veterans. Click here to sign up for reminders and daily inspiration straight to your inbox. Participants to complete every exercise and check-in through the app will receive a free 1776 Challenge patch.
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The Iranian capital was hit by power outages amid protests in Tehran over worsening economic conditions in the country.
The semiofficial Fars news agency reported that Tehran was hit by a blackout for several hours on June 27, 2018, due to the “overheating” of the nation’s power grid.
The Iran Power Network Management Company, a power supplier, said consumption reached a peak at 4 p.m. local time on June 26, 2018, prompting the blackouts.
The Energy Ministry has said electricity consumption has increased by some 28 percent compared to 2017.
Energy Minister Reza Ardakanian said in April 2018 that electricity output from hydropower plants would decrease because Iran was experiencing its worst drought in the past 50 years.
Ardakanian said power outages were inevitable and urged consumers to use less electricity.
The power shortages in Tehran coincided with demonstrations in the capital and other cities over the falling value of the national currency, the rial.
The value of the rial has plummeted by nearly a half in the last six months, helping feed a spiral of rising prices for everyday goods.
The currency’s fall accelerated after U.S. President Donald Trump announced in May 2018 that he was pulling the United States out of Iran’s nuclear deal with world powers and reinstating U.S. sanctions against Tehran.
Protesters on the streets and in Tehran’s Grand Bazaar staged demonstrations for three consecutive days starting from June 24, 2018.
There were no reports of fresh protests on June 28, 2018, a day after a heavy police presence on Tehran’s streets and at the Grand Bazaar.
These are the guys who have lived the American dream. Five former enlisted warriors from various services who raised their right hand when it was time to serve, then got out and hustled to earn what they knew could be theirs.
Mr. Edson’s service began during the Korean War when he enlisted in the Army, where he spent three years in the signal corps.
Once out, Edson began selling his own racing boats from a parking lot in Seattle, Washington. He eventually bought the rights to Bayliner Marine for a reported $100.00 and developed the company. Edson sold it to Brunswick for $425 million.
He joined the billionaire’s club through sound investing and now reportedly spends his days flying helicopters and cruising yachts.
When Abraham finished his service with the infantry in 1947 Europe, he returned stateside where he bought the Thompson Medical Company. At the time, the company had revenue of $5,000.00 annually. Today, the company is still around and is doing quite well.
He joined the billionaire’s club through his interest in the weight-loss industry, which led to his development of Slim-Fast Foods. You may have heard of it.
Mr. Murdock dropped out of school in the 9th grade and was drafted into the Army during WWII. Once out, Murdock moved to Detroit and was homeless for a time, but he managed to get a $1,200 loan to buy a failing diner.
He flipped it for a small profit that he used to move to Arizona. There, Murdock began a career in real estate, acquiring many businesses, including the pineapple and banana producer Dole Food Company, which he developed into the giant it is today.
Murdock joined the billionaire’s club by selling his 98-percent share of the sixth largest Island of Hawaii. He believes in health and has vocal plans to live to see his 125th birthday.