After US-backed Kurdish and Syrian forces defeated ISIS in the terror group’s final Syrian stronghold of Raqqa, Brett McGurk, the special presidential envoy for the Global Coalition to Defeat ISIS, tweeted a picture of its fighters surrendering en masse.
“#ISIS lost nearly 6000 terrorists in #Raqqa, then surrendered in large numbers. Once purported as fierce, now pathetic and a lost cause,” tweeted McGurk.
McGurk’s photo comes after other reports of mass surrenders of ISIS fighters as the terror group loses wide swaths of territory and changes tactics to allow surrender. Previously, ISIS had leaned heavily on its members’ willingness to die for the cause.
With the liberation of Raqqa, ISIS now controls only a small area of mostly desert towns along the Syrian and Iraqi border. Local militias, governments, and a US-led coalition of 67 nations have led a ground and air offensive to erode the group’s territory since its inception in 2014.
A newly released investigation from a submarine mishap in 2015 that caused some $1 million worth of damage shows that an inexperienced crew was given the go-ahead to complete a tricky return-to-port mission in the dark, despite warnings from the commanding officer that they weren’t ready.
The Ohio-class submarine Georgia ran aground in the predawn hours of Nov. 25, 2015, the day before Thanksgiving, as it prepared to return to port at Kings Bay, Georgia, to replace a failed towed array sonar. While conducting a scheduled pick-up of a new pilot at Fort Clinch, Florida, near the entrance to St. Marys River, which approaches the base, the sub inadvertently exited the channel, then collided with a buoy amid the crew’s efforts to re-orient. The grounding occurred as the crew worked to get clear of the buoy, the investigation shows.
Ultimately, the sub was able to return to port to assess damages, which were mostly cosmetic, save for the ship’s screw propeller, an acoustic tracking device and an electromagnetic log meter that measured the sub’s speed. The Georgia was taken into dry dock in December 2015 for assessment and the costly repairs.
The investigation, which was completed in March 2016 but just released to Military.com this month through a public records request, found that the “excessive speed” of the sub as it approached the pilot pick-up made it more difficult for the crew to control the ship, and that the tugboat carrying the pilot was positioned poorly, making the maneuver more complex.
Ultimately, though, blame for running aground is laid at the feet of the commanding officer. In the wake of the incident, the commander of Georgia’s blue crew, Capt. David Adams, was relieved of his post due to a loss of confidence in his ability to command. Like all submarines in its class, Georgia has two identical crews — a blue and a gold — that alternate manning and patrols.
“His inability to effectively manage the complexity of the situation and failure to respond to the circumstances in a manner sufficient to protect the safety of the ship and crew is beneath my expectations for any CO,” an investigation endorsement by Rear Adm. Randy Crites, then-commander of Submarine Group 10, reads.
In his detailed and thorough endorsement of findings, Crites also dismisses the notion that maneuvering in the dark and with a green crew was what led to the sub’s disastrous mishap.
“Ultimately, had this crew (and the Pilot) executed the same plan in the same manner during broad daylight, there is nothing in the ship’s planning effort, demonstrated seamanship, or response to tripwires that indicates the outcome would be any different,” he said.
While coming in for the brunt of the blame, Adams was not alone in being designated for punishment. Crites indicated his intent to take administrative action against the sub’s executive officer; chief of boat; navigation/operations officer; weapons officer, who was the officer of the deck; and assistant navigator. He also said he’d issue non-punitive letters of caution to the commander of Submarine Squadron 16 and his own chief of staff and director of operations — all Navy captains — for failure to take appropriate action toward resolution regarding Adams’ concerns around the sub’s transit into port.
The Ohio-class guided-missile submarine USS Georgia (SSGN 729) exits the dry dock at Naval Submarine Base Kings Bay, Georgia, following an extended refit period. Georgia is one of two guided-missile submarines stationed at the base and is capable of carrying up to 154 Tomahawk Land Attack Missiles.
The 475-page investigation, which includes witness statements, logs and other supporting documentation, offers insight into what those concerns were. In a Nov. 24 email to the commodore of Squadron 16 marked “confidential,” Adams, the Georgia blue crew commander, lays out his qualms about the plan he has been ordered to execute, particularly the predawn return to port for a brief one-day stop with a crew that had spent just three weeks underway together on a new ship.
“CO/XO/NAV have not piloted into Kings Bay in the last 20 years. All of the untoward [incidents] I know of occurred between [St. Marys] and Fort Clinch,” he wrote. “My assessment is that this is not a prudent plan for [return to port] … Having just been at sea for a few weeks, I have not built enough depth. I am concerned about the fatigue level of my command element.
“Given an all day evolution and subsequent [underway], we will have spent the majority of 36 hours awake and are set to pilot out and submerge on the mid-watch at 0330.”
The two-page memo, it appears, was never received and read by Submarine Squadron 16’s commodore, Capt. John Spencer. But Adams testified he had relayed the same concerns face-to-face with Spencer days before, on Nov. 22. He also discussed the same issues, he said, in a follow-up phone call.
This much is clear: the plan wasn’t called off, and the mission was cleared to proceed. But murky communication dogged the lead-up to the operation, and later the mission itself.
Spencer and others testified that Adams had been given leeway to “slow things down a little” if he felt uncomfortable. Adams said he believed any delay would have been viewed as insubordination.
On the day of the mishap, communication was also flawed, in ways that underscore the crew’s unfamiliarity with each other, and possibly the sleep deprivation that had left some members running on just two to three hours of rest.
According to the investigation, as the Georgia approached the point at which it was to meet with the tug and pick up the pilot — the navigation expert who would drive the ship into port — it became clear that the tug was well west of its expected position. The sub, meanwhile, was approaching too fast and slowing too gradually. The investigation found it was still making 15 knots, or about 17 miles per hour, when it passed the set “all stop” point. That speed and positioning would make every maneuver that followed more risky and difficult.
Initial attempts to communicate with the tug and the pilot aboard via radio were unsuccessful, and the planned transfer happened late. Adams did not want to scrap the transfer and proceed into port without the pilot, the investigation found, because of the challenges of pulling into port without one.
When the sub exited the channel at the west end of the Fort Clinch basin, the crew’s communication skills faced a major test. The assistant navigator recommended to the navigator that the sub go to “all back emergency,” a call the navigator then passed to the bridge. The officer of the deck seemed to agree, but said nothing, the investigation found. Adams, however, overrode the order, believing it would not work, and ordered “all ahead full” instead. He started directing the officer of the deck, but did not fully take control of the sub or give direct orders to the helm, the report states.
Despite a series of maneuvers — right hard rudder, left hard rudder, all ahead full, right hard rudder — the sub collided with Buoy 23 in the channel. But the worst was still to come.
“When [Adams] asked [the lookout] if the ship hit buoy 23, [the lookout] informed the CO that he did not care about the buoy, but thought the ship was going to run aground on the beach forward of the ship,” the investigation states.
As grounding looked imminent, the Georgia asked the driver of the C-tractor tugboat if the tug could cross in front of the sub on the starboard, or right, side, and push the bow around. The tug master refused, according to the investigation, worried that the water was too shallow.
The sub ended up, as the lookout put it, “hitting Fort Clinch.”
In this file photo from July 12, 2018, Gen. John E. Hyten, commander, U.S. Strategic Command (USSTRATCOM), views the dry dock at Naval Submarine Base Kings Bay, Georgia. The base is home to six of the Ohio-class ballistic missile submarines that make up the most survivable leg of the nuclear triad and support strategic deterrence.
The mishap, and the misgivings that preceded it, came against the backdrop of a Navy grappling with a culture in which overworked and unready crews were regularly put underway in service of operational needs. After two separate deadly destroyer collisions in 2017, service leaders found, among other things, that a “‘can-do’ culture” had undermined safety and led to unduly high operational tempo and fatigue.
“The can-do culture becomes a barrier to success only when directed from the top down or when feedback is limited or missed,” the Navy’s comprehensive review of the destroyer mishaps, released in October 2017, found.
Whether these factors came into play with the Georgia is more difficult to say.
In a statement for the investigation, Adams emphasized that he took full responsibility for what had transpired.
“Despite my significant reservation – expressed face-to-face, on the phone, and In emails with staff and leadership … concerning the risks of proceeding Into Kings Bay In the dark with an inexperienced team, when my requests to delay [return to port] one hour later were denied, I failed in my command responsibilities by driving to achieve mission success at the expense of appropriately acting to mitigate risks to increase our margin of safety,” he said.
“In retrospect, I should have loitered at [St. Marys] until I was satisfied that the risks were commensurate with the mission gain.”
Reached for comment by Military.com, Adams, who retired in 2016, referred to a public statement he had released at the time of his relief, in which he called the actions that caused the grounding “mine alone.”
“I ask that my lapses not be used to denigrate the terrific service of the Sailors and families of GEORGIA BLUE,” he said at the time “After thirty years of serving in the world’s finest Navy, my only regret is that I will miss sailing with them again to stand against our nation’s enemies.”
But the fact that some above Adams were also warned offers insight into how the higher command viewed the incident.
Crites faulted Spencer, the Squadron 16 commodore, with “failure to provide his ship a plan with adequate margin to safety, specifically in not providing sufficient guidance and training to his staff that developed the plan in his absence and not aggressively pursuing complete resolution of the ship’s requested arriva through personal intervention with the Type Commander staff.”
The chief of staff and director of operations for Submarine Group 10, Crites said in the report, had failed to “pursue acceptable resolution to the concerns they had with the plan for the ship’s arrival.”
Holly Carey, deputy public affairs officer for Submarine Force Atlantic, declined to say whether all administrative actions recommended by the investigation were carried out.
“What I can tell you is that the Navy is confident that leadership took appropriate corrective actions against several personnel assigned to the squadron and submarine based on the findings of the investigation,” she said.
“Following the investigation, which concluded in 2016, leadership took appropriate accountability measures and has taken all necessary steps to prevent a recurrence in the future. USS Georgia, and her current crew, serve proudly today among the U.S. Submarine Force and has leadership’s full confidence to protect the interest of the United State and allies.”
The Pentagon will send a proposal to the White House in early May laying out America’s long-term presence in Afghanistan, senior defense officials said May 4. The plan will likely include a request for more U.S. troops.
U.S. military officials have said they need greater forces to meet the growing training and advising mission in Afghanistan, where local forces are fighting a Taliban insurgency. And there is a new push for NATO members to step up their commitments of troops and other resources to help the country in its struggle for stability.
Theresa Whelan, who is currently working as the Pentagon’s assistant defense secretary for special operations, told senators the new plan likely will go to the White House next week.
“We are actually actively looking at adjustments to the approach in Afghanistan right now,” Whelan told the Senate Armed Services Committee. “The interest is to move beyond the stalemate and also to recognize that Afghanistan is a very important partner for the United States in a very tricky region.”
Gen. John Nicholson, the top U.S. commander in Afghanistan, and other senior military leaders have repeatedly described the fight in Afghanistan as a stalemate. Officials have said they need more trainers and advisers to increase the capabilities of Afghan forces.
But the United States doesn’t want to carry the burden by itself.
A senior NATO official said the U.S. has sent letters to allies asking them to increase their commitments. The official was not authorized to discuss the letters publicly and spoke on condition of anonymity.
Appearing with Whelan, Gen. Raymond Thomas, head of U.S. Special Operations Command, told the Senate panel he has enough forces for the military’s counterterrorism mission in Afghanistan, which is targeting Islamic State, al-Qaida and Taliban militants.
Thomas said a critical factor in ongoing discussions about a new Afghanistan strategy is the need for an enduring U.S. presence in the country. The new plan would set the parameters for how that could look.
Retiring from the armed forces can be a very stressful transition because there is no magic crystal ball that allows you to see into your future as a civilian. Veterans often have strong networks built over the course of their military service, but as useful as these networks are, they are also apt to keep you from branching out into something new, or taking time off to pursue uncharted possibilities. You don’t know what you don’t know, so it is easy to fall into a trap where income becomes the driving force behind career decisions rather than a deep introspective look into what you really want out of life. This leads to a pursuit of employment rather than fulfillment, and ends in a contract that forces you to trade more of your precious time for money. After giving so much to your country, and asking your family to sacrifice just as much or more, taking time to reconnect with them and yourself before a second career is worth your consideration. You might be pleasantly surprised where it will lead.
Consider the following in your calculus:
Military service didn’t leave much room for hobbies and passions. Do you have any languishing in the recesses of your life?
Military regulations and culture compelled you to identify yourself by an all-consuming job title, which in turn suppressed your identity as an individual. You were the Admiral, the Colonel, Skipper, Warrant, Chief, Senior, Top, OPSO, COS, the LPO, the First Sergeant. Do you really know who you are anymore without a job title to define you?
Time keeps ticking, but money comes and goes. Is time more valuable than money when you realize that you can bank one but not the other?
This last thought is the one that gave me the most pause. If you are shackled to a life dictated by consumerism and workism, your “one day” list becomes less and less achievable. This is paradoxical, because chances are you might be making a decent salary on top of your retirement income, but you don’t have time for you, your spouse, your kids, your dog, your forgotten hobbies, or your wild and crazy ambitions. Why? Because your new job might provide a comfortable existence and a title to impress your friends, but it doesn’t guarantee you will have time for anything on your bucket list. How many successful people have all the toys in the world but no time to use them? More than you think. In this article, I will argue that as a veteran, you have been given all the resources you need to thrive in a life of your choosing. To be clear, I am not suggesting that you become completely “checked out” and retreat from society never to work again. Instead, I am advocating for a period of time that prevents you from rushing headlong into a second career. This will give you some “maneuver space” to sort through the stress, the noise, and the pressure that is screaming at you to immediately get a job and keep slogging forward. That space might be a few months, or it might be a few years, but either way, it is time well-spent.
Try this little exercise. Mentally fast forward to the end of your life. You are looking back on your experiences wondering why you worked your whole life, yet missed out on so much living. Maybe you wanted to take a year and surf the south Pacific, or fish the great rivers in Alaska, or hike the Appalachian Trail, or follow the Tour de France, or start a business, or write a novel, or raise alpacas, or sell it all and buy a sailboat…but you didn’t, and now you are too old and tired to do anything but look back with sadness and regret. You realize there was always something standing in the way; there were always reasons why you couldn’t. So, instead of doing, you resigned yourself to watching others as you scrolled through your social media feeds and groused about your boss, staff meetings, the person who chews their food too loudly in their cubicle, the jerk who cut you off on your commute, and the endless mundane aspects of life in “The Matrix.”
As you contemplate those lost dreams, you might be asking yourself with a twinge of frustration, “Why didn’t I go for it? What was I afraid of? What was the worst thing that could have happened to me if I had unshackled myself from the ‘golden handcuffs,’ put down the electronic tether, and lived the life I always imagined?” You might be surprised to learn the worst thing that could have happened was nothing from which you could not have quickly recovered.
Now, rewind to the present. Ask yourself this question, “Have I ever allowed myself to fail?” If you made it all the way through a 20-year (or more) career, chances are the answer is a resounding no! So why do you think you will start failing now? I’ll let you in on a little secret…you won’t. You already know how to succeed. The sad truth, however, is that many of us never take a chance, because we focus on the reasons we shouldn’t…the fears…rather than the reasons we should…the inspiration.
Every military member goes through transition class on their way out of the service. You learn that it is possible to reinvent yourself, but it isn’t easy. You are instructed to make a list of your assets, your liabilities, and any gaps you have in your skill set, then cross-reference it against what you need to break into a sector outside of what you have been doing for the past twenty-plus years. You are told to be willing to move to an area where that sector has a presence, be patient, be willing to evangelize yourself, build a network in your new community, use your hard-earned benefits to get the education or certifications you need to fill in any gaps, and be willing to start at the bottom. If you do these things while exhibiting all the qualities that made you successful on active duty, you will succeed.
What if I told you that same blueprint for reinventing yourself professionally is just as useful for reinventing yourself personally, and going after those “one day” dreams before you blindly (or deliberately) trade one overlord for another. With a little bit of planning and foresight, you can do it, and if I haven’t made my position clear, I think you should. When else will you get a planned break in your professional life to do something crazy?
I started my transition playing by the rules. I spent hours…no, weeks…working on a resume. I went to career fairs. I interviewed for jobs. I received job offers. None of it felt right in my gut. I started terminal leave in June 2018 in a panic-stricken state, grasping for a lifeline. At my wife’s urging I had been exploring the idea of trade school using my GI Bill benefits, but I was afraid to commit. “It’s not what I am expected to do,” was my typical reason, which was ridiculous. I was afraid of the unknown and everything that came with it. That was the truth. I had reached the first portal of fear, and with my wife’s encouragement, I stepped through it.
Once again, I found myself grasping for the familiar and hiding from my fears. I applied for a government job overseas, knowing it wasn’t what I really wanted. A friend was recruiting me to come back to the staff I had left a year and a half earlier, but after I submitted my resume, there were knots in my stomach. “What am I doing,” I asked myself. “Is this what I really want?” I wasn’t ready for staff meetings and point papers again. I wasn’t ready for days when I went to work at dawn and came home after dinner just to get up and do it all over again while my life ticked away a second at a time.
My wife had a dream that we could sell it all and go sailing. I was adamantly opposed. “If there is one thing I learned at the marine trade and technology school,” I joked, “it is don’t buy a boat!” The truth of the matter is I was terrified of selling everything and buying a boat. There were too many voices in my head telling me it would be our ruination…MY ruination. I hid behind my biggest fear – money. We couldn’t afford it. End of story.
But, it wasn’t.
It’s amazing what you can accomplish when you put your mind to it. As I tell my children, there is a solution to every problem, we only need to outthink it. So we looked at the problem again and realized we could afford it. But, I still wasn’t ready to commit. I needed a push.
Fate intervened on my behalf. Much to my surprise, my resume never made it through the initial screening for the civil servant position, so I never got the job interview on the staff overseas. Despite my ego being bruised, I actually breathed a sigh of relief. I was a free man again. A few weeks later, after some long, introspective conversations with my wife, I agreed to the sailing adventure. Failure had somehow opened a pathway to an outcome I did not think possible. That was in March 2019. Four months later, we would be boat owners after an exhausting push to sell, donate, or repurpose just about everything we owned. Three months after that, we would be getting underway from Hampton, VA for a 1,600 nautical mile ocean passage to Antigua.
How did we go from “normal life” to “boat life” so quickly? We followed the same blueprint I received in the transition seminar. We laid out a plan, prioritized our resources, and focused everything we had on the achievement of our goal. I had already filled in the knowledge gaps by becoming a certified marine mechanic. Anyone who knows boats will tell you that 90% of boat ownership is boat maintenance, so I felt confident I could handle that responsibility with my new skills. I grew up sailing, so that wasn’t an issue, but living aboard a boat full-time was another story. We hired a couple who had twice circumnavigated with their kids as “cruising coaches.” We built a network by talking about our plans with people who could help and guide us. We made sure we were able to fund our dream by paying cash for a boat and living within the means of my retirement income. Using our new and growing network, we found a boat, brokered the deal, and moved aboard on July 31, 2019.
It was not an easy transition from land life to sea life. In fact, it was harder than anything we had ever done. Being a military family, we were used to relocating and starting over every couple years, so we put all that experience to good use. But, this time it was different. It was all on us to get it done. There were at least three distinct points when we wanted to quit. We didn’t, largely due to the encouragement and instruction we received from people who had walked the same path. The rewards for persevering are too many to list. Suffice it to say, I answer to no master. I have learned more about myself and my family in six months than I have in six years. I have swum with a whale in 19,000 feet of water halfway between Bermuda and the Leeward Islands. We have sailed our way through 50-knot squalls and come out the other side stronger and more resilient. I have made lifelong friendships with people I would never have met had I stayed in my “safe” bubble. I have gained valuable perspective by using this time away from the rat race to sort myself; to be a better husband, father, and friend.
A good counterargument to this conversation would go something like this – “My professional stock is highest immediately after I retire. It will be irresponsible for me not to take advantage of that transition point and start building my professional resume in the real world. Statistics support the fact that I most likely will change jobs several times as I find my niche, so it doesn’t matter what I do. The important thing is to get into the ring and make a name for myself.” So you get a job and a fancy-sounding title that you eagerly post on LinkedIn. You beef up your profile with a power photo that has you leaning into the camera with a smile that says, “I’m a go-getter!” You add a description underneath that says something like, “I’m a results-oriented leader with a proven track record of astonishing accomplishments, fiscal maturity, operational prowess, cunning initiative, etc, etc, etc.” It becomes your identity, and it is the right thing to do, isn’t it? I certainly thought it was. But for me, at least, it wasn’t. I am not getting any younger. Neither are you. The counterargument doesn’t hold up, in my opinion. You can always get a job and make money, but you can’t make more time. Another aspect of this counterargument is that your network will abandon you if you take time for yourself and your family. I also believe that this is invalid, and would go so far as to suggest that your network will respect you more for leading in this manner.
We as Americans have it all backwards. We work and work and work until we hit the “golden years,” then we retire with the idea that we are going to take off from our empty nest and explore the world. I have heard so many tragic stories about people who FINALLY get some time to do the things they have always wanted to do only to be sidelined by unexpected health crises that leave them debilitated or worse. Derek Thompson, a senior staff writer for The Atlantic wrote a compelling article in February 2019 titled, “Workism is Making Americans Miserable,” where he argues that work has become, unfortunately, the, “centerpiece of one’s identity and purpose.” It’s an excellent, thought-provoking read.
Work, pay taxes, then die.
As a retiring military member, you have the resources to do what you want – healthcare, education opportunities, steady income, and many more benefits to jumpstart your second life. You only need to face down your fears and embrace the possibilities that lay before you. I am not done working, but I guarantee whatever employment I pursue in the future will be far different than what I thought I had to shoehorn myself into when I first transitioned from service. We have had a lot of people tell us how amazing our life is…how lucky we are…how courageous we are to be out sailing with our kids full time. We don’t see ourselves as different or special. We are just us, living a life of our choosing. We realized in hindsight that fear had been holding us back, not resources. Once we made our decision, we were flabbergasted by how everything suddenly seemed to align behind us. It was all there to begin with, but we were blinded by our fears of the unknown, and therefore too afraid to take a chance.
Fear is paralyzing, and in the weeks surrounding my transition there were days when I didn’t want to get out of bed and face reality. In the middle of those dark moments, a very wise friend of mine asked me to stretch my hands out in front of myself palms up, then she had me clench my fists. She looked at me and said, “There won’t be room for anything new in your life if you are holding onto everything so tightly, afraid to let go. You have to open your hands and be willing to release – toxic relationships, needless possessions, clutter, the wrong career, convenience, the safe and easy path, money. But more importantly, you have to open your hands so what you really want has a place to land.”
I stood there for a moment clenching and unclenching my upturned hands. I am not a particularly spiritual person, but I was shocked at how profoundly her simple exercise struck a chord. “Money comes and money goes, and it should,” she concluded, “but even though we have had our backs to the wall a number of times, we always believed we would be fine because we kept our hands, figuratively of course, upturned and open.” She and her husband are better now than ever after launching their own business nearly twenty years ago. They had been let go from their previous jobs at the same time, when their kids were still young, and their stress levels already high. In that moment of darkness, they chose to open their own business and live life according to their own terms. It wasn’t easy, but looking back, they wouldn’t want it any other way.
In the final analysis, it’s not about how much you have, but what you do with it. Achieving your ambitions means making decisions, prioritizing and leveraging resources, and aligning efforts. Do you want to be linked in right away, or checked out to gain some perspective and clarity? The choice is yours, and it doesn’t matter how big your proverbial or actual boat is. It only matters that you believe in yourself and face down your fears. Trust me, someone always has a bigger boat. You can find dozens of YouTube channels where people are sailing the world on every manner of boat imaginable. I used to watch some of them and say, “Look at their boat. It’s so ugly, or small, or dilapidated.” My wife would answer, “Yeah, sure is…but they are doing it!” How true. Would you rather be sitting in a staff meeting wishing you were doing it, or actually doing it?
I’ll close with this final thought. Many, if not all of us, who are retiring from a career in the service lost shipmates, close friends, and comrades in training and combat. A few years ago, standing on a beach in Italy looking out into the Adriatic Sea, where a friend in Air Wing 17 had perished during a nighttime training flight off the USS George Washington (CVN-73) in 2002, I made a promise that if I somehow made it through my military career, I would not squander the opportunity to fulfill dreams and live an amazing life. I felt like I owed that to those who couldn’t. Life is short, and precious. Don’t let fear hold you back. Don’t let a false sense of obligation keep you from doing the things on your “one day” list. If you do, that list will go unfulfilled.
We keep a sign on our boat that reads, “Everything you want is on the other side of fear.” It is a constant reminder for us to keep pushing forward. You can, too.
Glenn Robbins is a retired Naval Officer cruising full-time on a 46-foot catamaran named FEARLESS with his wife Andi and their two children, Gavin and Alexis.
Led by Lt. Col Jason Morris — 3rd Battalion 5th Marines inherited the Taliban-infested Sangin River Valley in the fall of 2010 from 3rd Battalion 7th Marines and the 40th Commandoes of the Royal Marines.
During their 7-month deployment, the Marines were hit with a variety of enemy small arms and mortar fire, engaging in shootouts just steps from their patrol bases. They discovered and cleared more than 1,000 IEDS from hundreds of roadways and helped increase the Marines’ safety and mobility.
The Marines of 3/5 suffered 25 dead and more than 150 wounded, labeling Sangin as the bloodiest campaign since the battle for Fallujah.
The Islamic State of Iraq and Syria has allegedly launched a chemical weapons attack on a base used by American military forces to support Iraqi efforts to retake the city of Mosul. The Sept. 21 artillery attack on Qayyara Air Base that reportedly contained a chemical shell caused no casualties, but some American troops underwent decontamination procedures as a precaution.
The attack, which Pentagon chief Gen. Joseph Dunford said is suspected to have used mustard gas, is the first time American troops have faced hostile chemical weapons since World War I. A 1984 paper for the United States Army Command and Staff General College noted that the United States suffered over 70,000 casualties from German chemical weapons in that conflict, of which just over 1,400 were fatal.
A U.S. Soldier with the 76th Army Reserve Operational Response Command decontaminates a vehicle after a simulated chemical weapons attack during a base defense drill in Camp Taji, Iraq, July 23, 2016. This drill is one way Coalition forces maintain readiness and practice security procedures. Camp Taji is one of four Combined Joint Task Force – Operation Inherent Resolve build partner capacity locations dedicated to training Iraqi security forces. (U.S. Army photo by 1st Lt. Daniel Johnson/Released)
Military officials said a massive aerial attack on a former pharmaceutical plant near mosul Sept. 13 destroyed what they believe was an ISIS chemical weapons production facility.
Mustard gas, a liquid that is properly called “sulfur mustard,” is a blister agent that not only can be inhaled, but also takes effect when it contacts the skin. This nasty chemical agent causes large blisters on the skin or in the lungs when inhaled. The agent can last a long time – unexploded shells filled with sulfur mustard have caused casualties in France and Belgium decades after the German surrender in World War I.
Chemical weapons were widely used in the Iran-Iraq War, most notoriously by Saddam Hussein’s regime in Iraq during the Al-Anfar Offensive. The 1988 attack on the Kurdish town of Halabja, using nerve gas, gained world attention, particularly due to the casualties suffered by civilians. Chemical weapons use was widely feared during Operations Desert Shield and Desert Storm. After Desert Storm, Saddam Hussein’s regime was supposed to end its chemical weapons program, but played a shell game for over a decade.
In the wake of the terrorist attacks on the World Trade Center and the Pentagon on September 11, 2001, concerns about Saddam Hussein’s apparent non-compliance with the terms of the 1991 cease-fire and United Nations Security Council Resolutions lead the United States to launch Operation Iraqi Freedom in 2003.
While no large stockpiles of chemical weapons were found, coalition forces did encounter sarin nerve gas and sulfur mustard that had not been accounted for in pre-war inspections, and a 2014 report by the New York Times reported that over 5,000 shells filled with chemical weapons were found by American and Coalition forces during the Iraq War.
Every spring caterpillars shed their cocoons, emerging as butterflies. This timeless symbol of change is now being applied to enhanced chemical detection for our nation’s warfighters. Researchers from the military service academies, funded by the Defense Threat Reduction Agency’s Chemical and Biological Technologies Department, are using butterflies to detect trace amounts of chemical warfare agents with increased precision and speed.
Managed by DTRA CB’s Brian Pate, Ph.D., researchers at the U.S. Air Force Academy demonstrated that analyzing light reflected from the scales of a butterfly wing may fill a critical capability gap for our service members. Currently, only expensive, non-portable instrumentation exists for the required sensitivity of certain CWA. Other tools, such as colorimetric and nanomaterial methods show promise, however, they pose challenges for long-term field use such as inadequate sensitivity or sensor poisoning.
Highlighted in the ACS Omega article, “Sensing Chemical Warfare Agent Simulants via Photonic Crystals of the Morpho didius Butterfly,” researchers tested both naturally occurring and synthetic photonic crystals for CWA vapor detection. Using the reflective properties of the butterfly wings, researchers were able to identify changes in the refractive index or distance between structure layers.
When exposed to water, methanol, ethanol and simulants for mustard gas, researchers found that vapors could be detected at parts per million concentrations in under one minute. Offering an innovative, low-cost and rapid means of threat agent detection, this sensing technique may offer significant advantages for deployed warfighters. The portable technique only requires a small photonic crystal, a visible light source and a fiber optic cable. Further, this method could potentially be used as a long-term, continuous, passive sensor.
While promising, these sensing agents present some challenges such as generating a synthetic butterfly wing to increase vapor sensitivity and selectivity towards chemical agents. Ongoing efforts are underway at the Air Force Academy to address this issue.
Collectively, these efforts highlight the capability of the service academies to contribute to the chemical and biological defense enterprise’s mission of protecting our force from threat agents, while fostering critical thinking and technical excellence in the next generation of military leaders.
Check out Patriot Boot Camp with their next event in San Antonio, Texas, Feb. 16-18, 2018.
The program welcomes 50 veteran and mil-spouse entrepreneurs from around the country—and offers an intense 3 day education, mentoring, and networking experience designed to help their businesses succeed.
Patriot Boot Camp (PBC) was started by Taylor McLemore as a volunteer effort to help veterans and mil-spouses gain access to mentors, educational programming, and a robust community of experts and peers. It was built to help them innovate and build impactful technology businesses.
Charlotte Creech, a veteran spouse, and the CEO of Patriot Boot Camp, discusses the impact of the program for entrepreneurs.
“I am continually impressed by the determination and mission-focus of the entrepreneurs that come through Patriot Boot Camp, as well as the magnitude of the problems they aim to solve.”
Creech adds that most veteran and military spouse founders don’t merely set out to build a business; rather, they work to make the world a better place and it’s inspiring to hear the stories of what motivates them to succeed and to follow their progress along the entrepreneurial journey.
“What makes the program so powerful, is when we combine these talented, mission-driven entrepreneurs with a community of peers and mentors that are dedicated to helping them achieve their business milestones and goals. By the end of the event, we all leave with new insights and new network contacts that will help us advance and overcome the challenges of startup life.”
The core, three-day program is modeled after the popular Techstars accelerator and continues to leverage the Techstars network to empower and advance military/veteran and spouse founders.
Since its first program in 2012, nine Patriot Boot Camp alumni have been accepted into the Techstars accelerator programs, with many others gaining acceptance to prominent accelerators including Y Combinator and Vet-Tech.
Four of PBC’s alumni have appeared on ABC’s Shark Tank television show, and five have had successful exits via acquisition.
Creech adds: “It’s inspiring to see these alumni achieve great business outcomes, but what’s really powerful about the PBC program and network is that our high-performing alumni continue to come back to PBC as mentors and guest speakers to share their lessons learned and coach new entrepreneurs to success.”
The boot camp works as follows:
The Patriot Boot Camp staff facilitate the planning and execution of the program where they organize external guest speakers and mentors to provide the educational content and workshops.
Each PBC program is entirely unique because the speakers vary in each 3 day intensive. Entrepreneurs are encouraged to attend multiple programs to continue learning as the needs of their business change over time.
If you’re interested in learning more or applying for this year’s Patriot Boot Camp, visit http://patriotbootcamp.org.
While the Pentagon’s new strategy is being released in 2018, it feels more like the year 2000 on Capitol Hill with members itching for the maverick spirit of then-presidential candidate John McCain’s campaign bus, the Straight Talk Express.
The substance of the document is classified at the request of Capitol Hill, but there is a growing consensus about how to grade its success or failure. It is past time for a new National Defense Strategy that seeks to break the mold in honesty, clarity, conciseness, and fresh thinking. As an official articulation of Pentagon doctrine, this is an opportunity to mend the broken dialogue between the military and the government and people they serve.
To be relevant beyond a few news cycles, the Pentagon’s new defense strategy must:
7. Connect the strategy with geopolitical reality.
The most recent generation of strategies has repeatedly watered down the Pentagon’s force-sizing construct with each iteration — from the aspirational objective of fighting two wars at once to the declinist “defeat-and-deny” approach. Since a 2014 defense strategy was published, the dangers of a lack of credibility in American military power and political willpower have become evident in Ukraine, Iraq, and North Korea — just to name a few.
The newest defense strategy should emphasize three theaters of importance. As it is getting harder for planners to differentiate between war and peace, the need for a strong American presence in Asia, Europe, or the Middle East cannot be wished away as politically inconvenient. Planners should size forces to maintain robust conventional and strategic deterrents forward in all three of these theaters while equipping a force for decision in the event deterrence fails.
To effect this change, the strategy must clearly differentiate between forces and capabilities required to prevent a war versus those needed to win one. Unfortunately, the panoply of threats spanning from North Korean ICBMs to ISIS demands the American military maintain a broad array of capabilities.
6. Tie means with ends.
Even with declining force-sizing constructs, U.S. forces have largely continued to do all that they have done under previous super-sized strategies. The armed forces have been asked to do more with less, resulting in various missions being shortchanged, ignored, or dropped altogether as the supply of American military power is consistently outstripped by demand.
Consequentially, there is now a general dismissal of strategy because the reductions in force structure proposed in each iteration have not resulted in substantive changes in operations of the force. Nowhere is this more tragically clear than in the U.S. Navy’s Pacific Command. It is time to stop putting the cart before the horse by constructing budgets and then diving strategies, as the budget caps have encouraged but unrealistic strategies have exacerbated.
5. Identify what missions the military can stop doing.
Effective strategy is about choices and tradeoffs. In the last year, cargo shipments to Afghanistan were delayed due to hurricane relief, a private contractor evacuated U.S. troops after the fatal ISIS ambush in Niger, and the Air Force outsourced “red air” adversary training to non-military pilots. Instead of papering over these realities, the new strategy should identify what needs to be restored and which ancillary assignments may actually be more efficiently conducted outside the military.
Combat missions should not be exempt, either. For example, the sustained use of naval aviation to provide fire support to counterterror fights in the Middle East that could be resourced with light attack aircraft or artillery is expensive and ties up increasingly scarce aircraft carriers better employed elsewhere, particularly in Asia.
4. Prioritize among threats.
Claiming the five challenges of China, Russia, Iran, North Korea, and persistent counterterrorism operations are all equally important is not a strategy — it is the absence of one.
Policymakers must clearly rank the relative severity of these threats to help planners prioritize and make tradeoffs. Given the limited supply of American defense resources, not all of these threats can receive the same amount of attention or bandwidth — nor should they.
3. Don’t let perfection get in the way of good enough.
The military needs more extant force structure and capabilities rather than an obsessive hunt for technological silver bullets. Putting too much stock in the wonder weapons of the future could be the military’s ruin — not its salvation — if it comes at the expense of immediate and medium-term needs.
If enemies know we are weak today but will be strong tomorrow, they have every incentive to strike sooner rather than later. Leaders should balance the acquisition risks introduced by speculative technological gambles with tried-and-true systems suited for immediate use to diminish any window of opportunity for aggression.
2. Recognize the Pentagon is a more than a Department of War — it is a Department of Defense.
As the largest federal agency, the Pentagon engages in a bewildering variety of deterrence and presence missions every day, in addition to fighting. It also supports part-time forces, families and children all over the world.
It is called the Department of Defense for a reason, and the strategy should reflect these large organizational, financial, educational, and bureaucratic demands. For example, while achieving reforms and efficiencies are noble goals, the belief that ongoing organizational changes will result in tens of billions in potential savings that can be reinvested elsewhere within the defense budget has yet to be proven.
1. Finally, stop scapegoating Congress and tackle problems head-on.
While sequestration has degraded the military’s capacity and capability gaps and encouraged the self-destructive practice of constructing budgets before inventing strategies to justify them, budget caps must cease to be the blame for all the military’s woes.
An over-emphasis on budgetary neglect creates the false expectation that a higher topline alone will solve the Pentagon’s problems overnight. The National Defense Strategy will need to address not just America’s declining fiscal ability to support all instruments of national power, but also the deteriorating international situation. Higher spending can alleviate the former, but new investments will need to be tied to clear strategic goals to address the latter.
It took years for the Pentagon to realize its current predicament, and it will likewise be years before it overcomes its contemporary challenges. To get there will require a redoubled commitment to the military by Congress through stable, sustained, and sufficient defense funding. But the Pentagon must also do its part to ensure that when fiscal relief arrives, there is a thoughtful strategy in place commensurate with the multitude of threats assailing the United States today. Now is the time to go big and bold.
Several different games were considered, but “War Thunder,” a free cross-platform online game that simulates combat, won out.
The 3rd ABCT, which recently returned from South Korea, does not actually have any tanks to train in right now because they are waiting to get upgraded M1A2 Abrams tanks, but even if they had them, the coronavirus would likely keep the four-man crews from piling into them.
3rd ABCT spokesman Capt. Scott Kuhn, who wrote the Army news story, told Insider that the tank crews have training simulators like the Close Combat Tactical Trainer (CCTT) and Advanced Gunnery Training Systems (AGTS), but, like a real tank, these simulators require soldiers to be in close proximity to one another.
Social distancing demands in response to the continued spread of the coronavirus required leaders to take a look at alternative training options.
Seeing that all their soldiers had a PlayStation, an Xbox, or a PC that “War Thunder” could be downloaded on, troop leaders decided that was the best option in these unusual times.
“We are able use the game as a teaching tool for each crew member,” Staff Sgt. Tommy Huynh, a 3rd platoon section leader, explained in the Army release.
“For example, drivers can train on maneuver formations and change formation drills. Of course online games have their limitations, but for young soldiers it helps them to just understand the basics of their job,” he said.
One of the big limitations is that “War Thunder” only allows players to virtually operate tanks and other weapon systems from World War II and the Cold War, meaning that the game is not a perfect training platform for modern tanks.
While there are certain limitations, there are also some advantages, the main one being a new perspective.
“Being exposed to other viewpoints through the game is extremely helpful,” Sgt. David Ose, a 1st Platoon section leader, said in the Army news story.
“If you are a driver and you’re inside a tank for real, you don’t get to see what it looks like from above. You don’t always understand that bigger picture because you’re just focused on the role of driving the tank,” Kuhn told Insider.
“This kind of broadens that. It provides a training opportunity to teach younger soldiers how what they do impacts the bigger picture for the platoon or the company,” he explained.
The training, while somewhat unconventional, remains structured. Sessions tend to include a briefing from the section or platoon leader. There are also required training manual readings.
Game play is treated like the real thing, as leaders issue commands and soldiers use proper call-for-fire procedures. And after the soldiers complete an online training session, there is an after action review to talk about how the soldiers can do better in the next exercise.
Marine Corps Lance Cpl. Winder Perez was fighting in Afghanistan in January 2012 when he was shot with a rocket-propelled grenade that pierced his leg and remained stuck there without detonating.
A medical evacuation crew ignored regulations against moving unexploded ordnance, picked him up, and flew him to medical care where an explosives technician removed the RPG so a Navy medical officer could operate on him.
Specialist Mark Edens was the first member of the MEDEVAC crew to see the Marine. The flight had originally been briefed that they were receiving an injured little girl as a patient, but they arrived to find the lance corporal with a large wound and an approximately 2-foot long rocket protruding from his leg.
When Army pilot Capt. Kevin Doo was told about the embedded RPG, he asked his entire crew to vote on whether to evacuate the patient. They unanimously voted yes despite the dangers.
“There was no doubt to anyone that we were going to take this Marine and get him the medical attention needed to save his life,” Doo told Army journalists. “When dealing with this — not knowing that any moment could be your last — 18 inches from the patient’s legs was about 360 gallons of aviation fuel.”
“After Lance Cpl. Perez was loaded on the Black Hawk, it was a total of 11.2 minutes of flight time where every minute felt like an hour,” Doo added. “During that time, we were on the radio coordinating with our escorts, the Explosive Ordnance Disposal team, and medical personnel who were going to treat Perez.”
Gennari later said that the Perez’s wounds were so severe that he would’ve died without the quick MEDEVAC. Edens, Doo, and the rest of the Army MEDEVAC team then transported Perez to Camp Bastion where he began the long road to recovery.
We’ve all heard of Rudy Reyes, the Recon Marine, martial artist, and actor who famously played himself in the HBO miniseries, Generation Kill, but few people really know what Rudy has been up to these days. Hell, we didn’t know either until we asked Rudy to sit down and chat.
The only problem? Rudy doesn’t sit. He’s always on the move. Always.
As a former Marine and Green Beret myself, I should’ve known what I was getting into when I asked Rudy for an interview. I’m sitting in my office waiting for the 47-year old Marine to arrive from Mongolia (yep, you read that right). After knowing Rudy for years, I can tell you there is one thing I should be doing right now: stretching.
I first met Rudy in a NYC restaurant back in 2010, just a few weeks after I had left the Marine Corps myself. I was in that awkward, post-military transition phase where the opportunity for a new life seemed so real, but I still had no idea what to do with myself after three tours to Iraq. That’s when I ran into Rudy. He was waiting tables at a Thai restaurant in Brooklyn, trying to pick up some extra cash between auditions. I can tell you with 100% accuracy, Rudy is a horrible waiter, but that didn’t stop him from giving the task his complete focus and energy. He only knows one speed: fast.
In fact, the Recon Marine and veteran of some of Iraq’s most gruesome battles moved around the restaurant like he was clearing a room. Maybe it was the newly grown “veteran” beard on my face or just the post-military emptiness that all warriors feel, but Rudy stopped when he saw me and asked me, “hey brother, are you a vet?” When I answered,”yes” and mentioned that I was just a few weeks out, Rudy invited me to join him for a workout the next day. See, that’s the kinda guy Rudy has always been. He knew me for less than a minute before welcoming me into his world.
Nearly a decade later, I am excited to see my friend again, especially now, because he’s literally traveled the globe to come up to my office. Besides his warrior spirit, there is one thing that I’ve always loved about Rudy: He knows how to make an entrance. He’s just walked in wearing a sleeveless WWII blouse while carrying a kettlebell and tactical boombox.
So let’s get this interview started…
Photo Courtesy of Rudy Reyes
Brother and leader of Marines, welcome back to We Are The Mighty. What the hell are you wearing?
RR:Hey brother, good to see you. Aww yeah, you love this jacket. My buddy who worked on ‘The Pacific’ hooked me up. It’s what the hard chargers wore when they stormed Iwo Jima.
And what about the sleeves?
RR: Didn’t need them. [Rudy’s now doing pull-ups in the office]
Dude, it’s been a decade since ‘Generation Kill,’ and you still look like you’re on the teams. How the hell do you find time to get in the gym?
Ok, well, I have no excuse not to work out today. What were you doing in Mongolia?
RR: Aww, oh my gosh bro, it was amazing. I’m part of the Spartan Race Agoge Krypteia. I am one of the leaders of these 60-hour endurance races all across the globe. Just like the Spartans of Greece, we train people to be the strongest and [most] mentally tough citizens on earth.
(Photo Courtesy of Rudy Reyes)
RR: It’s the land of Genghis Khan. We took a group of Agoge athletes through a training program just like the amazing warriors of the steppe. There was wrestling, archery, and shapeshifting.
RR: Oh yeah, the Shaman [priest], covers his face so you can’t see it, but it’s real. He changes into different animals to help the athletes remove the evil spirits from their lives. It’s amazing how this cleansing will move you towards peak performance.
Wow, this just got interesting. You really think that fighting spirits is part of fitness?
RR: I don’t just think it, brother. I know it. I’ve been cleansing my own demons for years as I move toward being my best self. I’ve learned to dive into my dreams and explore the world as if I was awake. I’m an oneironaut.
(Photo Courtesy of Rudy Reyes)
RR: Oneironaut. I’m able to travel into my dreams, and once I am awake, I draw what I saw so that I can learn about the future or the past. It’s like being on a reconnaissance mission again. I have to get close to the enemy around me so that I can learn how to defeat them.
What have you learned from these dream missions?
RR: The enemy can come in many forms both internal and external. I have to fight things like self-doubt and depression as well as evil spirits that put barriers in our path to success. I’ve grown to be a better warrior, athlete, and father as an oneironaut. I recently dreamed about my son and I traveling to a beautiful waterfall.
(Photo Courtesy of Rudy Reyes)
Can you teach me how to do this?
RR: Yes, of course.
Sh*t! He said yes, change the subject before we actually start fighting spirits.
It sounds like you’ve had a helluva year thus far, what does 2019 look like for you?
RR: Brother, I am so blessed. I’ve spent the years since I first met you focused on the things I love and believe in, and now it’s paying off. I get to be the warrior I am on camera with the Spartan Agoge and travel the world. I also have my non-profit, Force Blue, where we pair special operations veterans and underwater conservationists to save the planet’s coral reefs. We were just awarded a grant from the State of Florida to rescue and restore the coral reef off of Miami and the keys.
(Photo Courtesy of @ianastburyofficial)
Wait, what? The state of Florida is paying you guys to dive coral reefs?
RR: Hahaha [Rudy’s laugh is now visibly causing all my coworkers to look in our direction]. Pretty much, brother. Florida’s reef is the 3rd largest in the world and one of the most threatened. The coral is both a wall and source of life. By getting in the water and restoring the coral, we are protecting the coastline from tidal erosion and protecting the fishing industry. We call it Project PROTECT.
Dude, that’s awesome. You’re rocking it. I see the same passion in you now that you had back when we first met in NY. What’s your secret?
RR: Positive mental attitude, my brother. We are our best when we believe in ourselves. That’s where I start each day and try to land each night. Positivity is contagious just like an insurgency.
You know I like that.
RR: Semper Fi.
Semper Fi, brother. [Rudy is now doing more pull-ups]
Warfighting, like any line of work, gets much easier when you have the right tools for the job. A long barrel and high powered optics may make you a lethal opponent in the long-range shootouts of Afghanistan, but that same loadout could quickly become a liability in the close-quarters battles of Baghdad. Of course, some circumstances may call for both accuracy at a distance and the rapid target acquisition of an in-your-face fight, and in those situations, you’ve got to make do with what you’ve got.
That’s where platforms like FLUX Defense’s MP17 for the new Army standard issue M17 pistol could come in. Instead of replacing the Army’s existing sidearm, FLUX Defense went to work on finding ways to make Sig Sauer’s M17 more lethal and efficient in situations where one might not normally reach for a sidearm. In order to do that, they found what the M17 really needed was a third point of contact on the user’s body.
A soldier firing the M17 like a stockless chump.
(U.S. Army photo by Sgt. Samantha Stoffregen)
Most special operators rely on a pistol as a secondary firearm, using their primary weapon (commonly an assault rifle or submachine gun) whenever possible thanks to its greater degree of control, accuracy, range, and often, ammunition on hand. A sidearm like the Army’s M17 pistol is often seen as a weapon of last resort, or at the very least, a weapon with advantages under only specific circumstances.
The FLUX Defense MP17, however, adds a retractable stock (though, it’s important to note, it’s not legally considered a stock) and accessories to the standard Sig Sauer M17. The retractable stock and custom holster means the pistol still rides on a soldier’s hip like the M17 normally would, but instead of drawing the weapon and firing it like a traditional pistol, the user can deploy the stock and shoulder the weapon like a rifle — adding a great deal of stability, accuracy, and recoil control that wouldn’t otherwise be possible.
While current M17s come standard with either a 17-round or extended 21-round magazine, the MP17 increases that capacity to 43 rounds, thanks to a second magazine holder that doubles as a forward grip. It also offers a rail for mounting lights or lasers and optics mounts on the back. Importantly, beneath that optic mount is a gap that allows users to continue to use the pistol’s iron sights even while it’s housed in the FLUX brace.
According to the manufacturer, you can convert your standard-issue M17 into the MP17 in as little as 60 seconds, and it weighs in at just 2.8 pounds with the firearm (and no ammunition) installed.
FLUX advertises that the platform “shoots like a primary, holsters like a pistol,” and for many special operators or even those with concerns about home defense, that’s an offer that’s too good to ignore. This system could also serve as a significant benefit for personal security details and pilots — both of whom are constantly balancing security and preparation against a lack of usable space.
Last year, fighter pilots began carrying a new M4 variant dubbed the GAU-5/A Aircrew Self Defense Weapon, which breaks apart to be easily stowed in the cockpit. A platform like the FLUX MP17, however, could be used to those same ends without requiring assembly after a crash.
The holster allows for suppressors, flashlights, lasers, or whatever else you crazy kids are using these days.
Civilian customers can purchase the brace system without its custom holster for around 0, or with the holster for 0. As FLUX will point out, there aren’t currently any other holster options available on the market for the platform, however, so you’ll probably want to spring for the full package. That duty holster is open near the muzzle, allowing for a wide variety of flashlights, suppressors, or other tacticool (or legitimately tactical) add-ons. They also sell variants for use with Glock pistols.
Of course, despite being classified as a pistol brace rather than a stock, there could potentially still be legal issues with picking up your own MP17. While FLUX doesn’t sell their brace kit as a Short Barrel Rifle kit (SBR) and they say it doesn’t fall under the ATF’s AOW (All Other Weapons) category to require a special stamp, the ATF is sometimes slow to make rulings about new products. It’s also a good idea to familiarize yourself with any state or local laws pertaining to the use of SBRs before you make a purchase.
Provided you can get your hands on the FLUX Defense MP17 legally, it may be just what you need to turn your standard sidearm into the right tool for the job, even if the job at hand is something pistols have no right to be doing.