Iran said it conducted a satellite launch but that the rocket failed to reach orbit.
The reported launch, on Jan. 15, 2019, came amid growing warnings from the United States about Tehran’s rocket tests and accusations that they violate United Nations resolutions.
Telecommunications Minister Mohammad Javad Azari Jahromi told state TV that the rocket carrying the Payam (Message) satellite failed to reach the “necessary speed” in the third stage of launch.
He did not say what caused the failure but vowed that scientists would continue their research.
Israeli Prime Minister Benjamin Netanyahu slammed Iran over the launch, alleging that the “innocent satellite” was actually “the first stage of an intercontinental missile” Iran is developing in violation of international agreements.
Israeli Prime Minister Benjamin Netanyahu.
(IsraelinUSA, CC BY 2.0)
Another Iranian satellite named Doosti (Friendship) was waiting to be launched, Azari-Jahromi tweeted after announcing the failed launch.
“We should not come up short or stop,” the minister wrote on Twitter. “It’s exactly in these circumstances that we Iranians are different than other people in spirit and bravery.”
Payam and Doosti were both intended to gather information on environmental change in Iran, President Hassan Rohani said in early January 2019.
Tehran is facing increasingly harsh warnings from U.S. President Donald Trump’s administration.
U.S. Secretary of State Mike Pompeo has said that Iran’s plans demonstrate the country’s defiance of a UN Security Council resolution. That resolution calls on Iran to undertake no activity related to ballistic missiles capable of delivering nuclear weapons.
Iran insists the launches do not violate the resolution.
Washington and its allies worry the same satellite-launching technology could be used to develop nuclear-capable missiles.
North Korea appears to be working on a new submarine capable of firing nuclear-armed ballistic missiles, according to information gathered by South Korea’s military.
Kim Hack-yong, a South Korean lawmaker who until recently was head of the legislature’s defense committee, told The Wall Street Journal that North Korea appeared to working on the sub at the port of Sinpo on the country’s east coast.
An aide to Kim said South Korean intelligence had noticed workers and materials moving at the port, where work on the sub appeared to be taking place at an indoor facility. Kim, whose term as the defense-committee chief recently ended, is a member of the conservative party that has been wary of talks with North Korea.
US military intelligence noticed similar activity at the port late 2017, detecting what appeared to be construction on a new diesel-electric submarine at the Sinpo shipyard, The Diplomat reported in October 2017, citing a US government source.
US intelligence estimates at that time gave the sub a submerged displacement of 2,000 tons and a beam of 36 feet, making it the largest ship built for the North Korean navy.
The Journal report comes as Secretary of State Mike Pompeo visits Pyongyang on July 6, 2018, where he is likely to push North Korea for more solid commitments regarding denuclearization. While North Korean leader Kim Jong Un and President Donald Trump pledged at their mid-June 2018 summit in Singapore to “work toward” denuclearization, no specific agreement was reached.
An underwater test-firing of a submarine ballistic missile shown in an undated photo released by North Korea’s Korean Central News Agency on April 24, 2016.
The US made some concessions to Pyongyang at that summit, including halting Ulchi Freedom Guardian, a major US-South Korea military exercise scheduled for August 2018. But evidence has emerged suggesting North Korea has not abandoned its nuclear ambitions.
Five US officials told NBC News that North Korea has increased its production of enriched uranium for nuclear weapons.
While missile and nuclear tests have halted, one official said, “there’s no evidence that they are decreasing stockpiles, or that they have stopped their production.”
Many of those subs are thought to be obsolete, but that fleet includes one Gorae-class ballistic-missile sub, which was outfitted with a new missile-launch tube in summer 2017, according to The Diplomat. (South Korea is reportedly looking to buy six US-made P-8 Poseidons, one of the world’s most advanced sub-hunting aircraft.)
A Hwasong-12 long-range strategic ballistic rocket test-launched on May 15, 2017.
The sub under construction at Sinpo may be a successor to that Gorae-class boat, advancing a program that US officials consider a threat because it could allow North Korea to achieve greater surprise for a nuclear strike.
“It’s too early to say if the North Koreans have defaulted on the Singapore agreement to denuclearize,” Yang Uk, chief defense analyst at Seoul-based private think thank the Korea Defense and Security Forum, told The Journal.
“But earlier satellite images have already shown enough evidence proving North Korea has not abandoned its SLBM program,” he added, referring to submarine-launched ballistic missiles.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
A joint surgical team comprised of three separate branches assembled at U.S. Air Force Hospital Langley at Joint Base Langley-Eustis, Virginia, in December 2018 to perform an operation.
Consisting of a Navy surgeon, Air Force nurse, and Army technician, the team was organized to perform a functional endoscopic sinus surgery to restore a patient’s sinus ventilation to normal function.
“It’s always a great experience working with different branches in the operating room where we are able to learn from each other and share different perspectives,” said Army Spc. Travona Parker, Specialty Care Unit surgical technician.
Providing health care in a joint environment works to improve readiness by ensuring that health care providers have the capabilities they need while providing patients with convenient access to care.
U.S. service members assigned to a joint surgical team prepare for surgery at Joint Base-Langley-Eustis, Virginia, Dec. 11, 2018.
(U.S. Air Force photo by 2nd Lt. Samuel Eckholm)
At the end of August 2018, Fort Eustis’ McDonald Army Health Center closed its operating room and joined the Navy in conducting surgical procedures at Hospital Langley. While operating-room time has always been a hot commodity, having both the Army and Navy integrated into the Hospital Langley facility has maximized their utilization.
According to U.S. Air Force Maj. Erni Eulenstein, Surgical Operations Squadron Operating Room flight commander, “Allowing multiple services to operate at Langley has helped reduce the duplication of effort while also increasing efficiency.” If an operating room is not being used by the Air Force, it is often able to be filled by an Army or Navy surgeon to help increase utilization.
Of the surgical operations currently going on at Hospital Langley, roughly 68 percent are done by Langley providers, 28 percent are done by Fort Eustis providers, and the rest are done by Portsmouth providers.
With different services coming together, challenges would be expected. However, besides a few scheduling issues, things have run smoothly. “Everyone seems to be integrating and working well together,” Eulenstein said.
U.S. Air Force Maj. Mandy Giffin, Surgical Operations Squadron operating room nurse, prepares the OR for surgery on Dec. 11, 2018 at Joint Base Langley-Eustis.
(U.S. Air Force photo by 2nd Lt. Samuel Eckholm)
Navy Lt. Cmdr. Dinchen Jardine, Navy Medical Center Portsmouth Department of Otolaryngology, served as the lead surgeon during the FESS procedure and appreciates the opportunity to utilize Hospital Langley’s facilities while working side-by-side with the Air Force and Army. “It definitely helps everyone see and understand best practices that then in turn can add to providing the best care possible for patients.”
Air Force Maj. Mandy Giffin, Surgical Operations Squadron operating room nurse, has served in all three branches, bringing a lot of experience into the operating room. She enlisted in the Army before joining the Navy reserve as a surgical technician. She then joined the Air Force and went to nursing school where she now serves on active duty at Hospital Langley.
Giffin believes there are many benefits to working as a joint surgical team. “You are able to hear what everyone’s different experiences are and you can compare them to how you do things yourself.”
Well, if you have an extra $4.5 million, you can get yourself the last plane of its kind.
We’re talking an original P-51 Mustang fighter, with all the armor plate and no restoration. Any World War II buff could tell you that this plane was a scourge to the Nazis over Europe. But it also saw action in the Pacific, where it dropped bombs on enemy forces during the Korean War — and even saw combat action over two decades after the end of World War II.
According to a report by aerodynamicmedia.com, the Mustang in question, a “D” model, formerly served with the Guatemalan Air Force until 1972. Aviation historian Joe Baugher notes that the Guatemalan Air Force then sold their surviving planes to Don Hull.
The P-51D was equipped with a Rolls Royce Merlin engine, and was armed with six M2 .50-caliber machine guns. It could carry up to 2,000 pounds of bombs (Baugher notes that the Mustang started out as a dive bomber designated the A-36).
With a range of up to 2,300 miles, this plane could stick with heavy bombers like the B-17 Flying Fortress and B-24 Liberator on their missions deep into Nazi territory – and B-29 Superfortresses over Japan.
Since 1983, the P-51 up for sale has been stored in Texas. The company marketing it, Platinum Fighter Sales, notes that it also has “approximately 20 Merlin engines and tons of Merlin spares including Transport Heads and Banks. Also included are several containers worth of P-51 airframe parts.” The parts are reportedly either new or zero-timed. One thing is missing: The six M2s do not appear to be in the wings.
In short, you now have the chance to fix up and fly a legend of World War II that also honorably served for another 18 years. With World War II planes becoming rarer and rarer, this plane – and the haul of spare parts – could be a huge bargain at the asking price.
The U.S. Army Research, Development and Engineering Command Soldier Center at Natick is testing new Army Combat Boot (ACB) prototypes at three different basic training and active duty installations over the next four months. The effort will gather soldier feedback toward development of improved footwear.
The Army’s current inventory of boots includes seven different styles designed for different environments and climates. The boots issued initially to recruits are the Hot Weather and Temperate Weather Army Combat Boots. Requirements for these are managed by the Army Uniform Board as part of the recruit “Clothing Bag.” The Program Executive Office Soldier’s Project Manager Soldier Protection and Individual Equipment maintains and updates the specifications for both boots.
The current generation of Army Combat Boots has not undergone substantial technical or material changes since 2010. New material and technologies now exist that may improve physical performance and increase soldier comfort.
(Photo by Mr. David Kamm, RDECOM)
“Great strides have been made recently in the Army’s environment specific footwear, for jungle, mountain, or cold weather locations, but there is substantial room for improvement in the general purpose boots which are issued to new recruits,” explains Anita Perkins, RDECOM Soldier Center footwear research engineer and technical lead for the Army Combat Boot Improvement effort. “Most components of these combat boots have not been updated in almost 30 years.”
(Photo by Mr. David Kamm, RDECOM)
Surveys conducted by the Soldier Center report soldier satisfaction with ACBs is lower than that with commercial-off-the-shelf, or COTS, boots, leading many soldiers to purchase and wear COTS boots.
“The survey of over 14,000 soldiers world-wide discovered that almost 50% choose to wear COTS combat boots instead of Army-issued boots,” Perkins said. “Many soldiers reported choosing combat boots from the commercial market because the COTS boots are lighter, more flexible, require less break-in time, and feel more like athletic shoes than traditional combat boots or work boots.
Unfortunately, these characteristics often come at the cost of durability and protection.”
(Photo by Mr. David Kamm, RDECOM)
The Soldier Center’s Footwear Performance team believes new technologies can bridge the gap between the lightweight, comfortable, COTS boots and the durable, protective, Army boots. Recent advancements in synthetic materials and rapid prototyping can produce a boot with potentially the same protection, support, and durability of current Army boots, but lighter and more comfortable out of the box. To reach this goal, the Soldier Center is evaluating new types of leather and even some man-made materials which are much more flexible than the heavy-duty, cattle hide leather used in the current boots.
(Photo by Mr. David Kamm, RDECOM)
“Also included in the prototypes we are testing are new types of rubber and outsole designs, which are more than 30% lighter than the outsoles on the current boots,” said Al Adams, team leader for the Soldier Clothing and Configuration Management Team at the Soldier Center.
When working with industry to develop the prototype boots for this effort, Adams and Perkins put an emphasis on cutting weight. The boots being tested are up to 1.5 pounds lighter per pair than the ACBs currently being issued.
“In terms of energy expenditure or calories burned, 1-pound of weight at the feet is equivalent to 4-pounds in your rucksack,” Adams said.
(Photo by Mr. David Kamm, RDECOM)
The test boots will be fitted and fielded to 800 basic trainees at Fort Leonard Wood, Missouri and Fort Jackson, South Carolina, followed by 800 pairs going to infantry Soldiers at Fort Bliss, Texas. The Soldier Center team will be hand-fitting each pair of prototype boots throughout the month of January 2019 and then return in March and April 2019 to collect surveys and conduct focus groups to gather specific feedback.
(Photo by Mr. David Kamm, RDECOM)
“Soldiers live in their boots and many will tell you that there is no piece of equipment more important to their lethality and readiness,” said Adams. “A bad pair of boots will ruin a soldier’s day and possibly result in injuries, so we really believe that each of these prototype boots have the potential to improve the lives of soldiers”.
(Photo by Mr. David Kamm, RDECOM)
Simultaneous to the field testing, lab testing will be conducted on the boots at the Soldier Center to quantify characteristics like flexibility, cushioning, cut/abrasion resistance, and breathability. The combination of lab testing and soldier recommendations will identify soldier-desired improvements to the boot prototypes and rank the state-of-the-art materials and designs for soldier acceptance, durability, and safety. The Soldier Center will then provide recommendations to PM SPIE and the Army Uniform Board to drive the next generation of Army Combat Boots.
(Photo by Mr. David Kamm, RDECOM)
“The development of new boots take advantage of the latest materials technology, and are functional and comfortable, is critical to ensuring that our soldiers are ready to fight and win in any environment,” said Doug Tamilio, director of the RDECOM Soldier Center. “Soldiers are the Army’s greatest asset, and we owe it to them to make them more lethal to win our nation’s wars, and then come home safely.”
The V-280 can fly at 280 knots with a self-deployable range of 2,100 nautical miles, and a combat range of 500-800 nautical miles. It has a crew of four and can carry 12 troops, meeting all of the requirements the Army has laid out.
The Army has made it clear though that no single helicopter design would replace its entire helicopter fleet, according to Stars and Stripes.
“It’s a myth that the Army is looking for a single [type of] helicopter to perform all its vertical-lift missions,” Dan Bailey, a former AH-64 Apache pilot who is in charge of programs aimed at updating the Army’s helicopters, told Stars and Stripes. “In fact, we will have a family of aircraft. Some may be tilt-rotor and some may be coaxial.”
“We want to make sure we have advanced capabilities and configurations that allow that,” Bailey said.
While the Army is looking to replace its Black Hawks, it may also replace its Apaches, CH-47 Chinooks, and OH-58 Kiowas. The service could turn to the other competitors in the race — namely Boeing and Sikorsky.
Boeing and Sikorsky are cooperating on a joint project called the SB-1 Defiant, which can come in both transport and attack variants.
Sikorsky claims that the SB-1 will have a cruise speed of 250 knots, will be able to carry 12 soldiers and four crewmen, and will have an easy multi-mission design — meaning it can operate as a medical evacuation helicopter with little changes.
The SB-1 will have many operational commonalities with its variants, according to Sikorsky, which could mean reduced training time and costs.
Sikorsky is also developing a replacement for the Kiowa called the S-97 Raider, which has already logged some twenty flight hours. Based off of the SB-1, it is smaller and designed for scout and recon missions.
Sikorsky says that the SB-1 is expected to make its first flight test sometime in 2018, but the S-97 is on hold after a hard landing last August revealed issues with its flight control systems.
Sikorsky is still “fully committed to the program,” and will hopefully be back to flying in 2018, according to Chris Van Buiten, the vice president of Sikorsky Innovations.
If true, the battle may mark the deadliest encounter between the Cold War rivals in decades.
While the Kremlin has declined to comment, and no independent party has yet verified the reports, U.S. and Russian aligned forces have fought on opposite sides of the Syrian conflict and in close proximity for years.
If the U.S. did kill Russian military contractors, it falls short of killing official Russian service members, which could escalate into a larger war.
But the loss of Russians in Syria may still blacken the image of the Kremlin’s intervention in the six-year civil war, which it portrays as peacekeeping and inexpensive.
Russian media said Russian private contractors and pro-government forces advanced on oil fields in the eastern Deir el-Zour province and were targeted by the United States.
“Pro-regime forces initiated what appeared to be a coordinated attack on Syrian Democratic Forces east of the Euphrates river,” Pentagon spokesperson Dana White said in a statement, referring to the SDF, which the U.S. has trained, equipped, and backed for years.
The river acts as a border between the coalition and Russian and Syrian forces, and the Pentagon also described the SDF location as well-known, and that therefore the attack wasn’t a mistake.
Syrian regime forces launched a coordinated attack that included about 500 regime troops, 122mm howitzers, tanks and multiple launch rocket systems on the U.S.-backed SDF headquarters in Deir al-Zor province approximately five miles east of the Euphrates River.
The U.S.-led coalition responded with “AC-130 gunships, F-15s, F-22s, Army Apache helicopter gunships and Marine Corps artillery,” according to Fox News reporter Lucas Tomlinson.
The Pentagon said that the attack wounded only one SDF soldier. Days later, a U.S. jet destroyed a Russian-made T-72 battle tank that had fired on U.S. and SDF forces, the Pentagon told Business Insider.
The commandant of the Marine Corps wants the service to come up with a strategy to give Marines more time at home between deployments before the end of the year and get new aircraft cranking off production lines ahead of schedule.
Those are two of the 25 time-sensitive tasks for service commanders published Tuesday alongside Gen. Robert Neller’s second major message to the force. In the task list, he calls on Marine Corps leadership to invest in people, build up readiness, and take training into the future.
Neller’s checklist tasks Marine Corps Forces Command and Manpower and Reserve Affairs with developing a plan to give Marines on average more than twice as much time at home than they spend deployed.
Increasing “dwell time,” as it’s called, from the current 1:2 ratio has long been cited by Marine Corps commanders as a goal at odds with the service’s high deployment tempo and ongoing force reductions. As leaders await approval of a defense budget measure that would modestly increase the size of the force for the first time in years, Neller’s order is a signal that times may be changing.
“The optimal deployment-to-dwell ratio will not be the same for all elements of the [Marine air-ground task force] and we must strike the right balance between risk-to-force, risk-to- mission, and risk-to-institution,” Neller cautioned in the document. “Potential factors to consider among others: increasing the end strength of the force, growing key Military Occupational Specialties (MOSs), and decreasing in Global Force Management (GFM) demands.”
Another goal dependent on budget decisions is the plan to accelerate aviation recovery for the service, which has seen aircraft readiness rates and pilots’ flight hours plummet and then begin to recover in the last two years.
In an interview this month in his office at the Pentagon, Neller said the Corps would try to buy new aircraft faster, including F-35B Joint Strike Fighters, to replace aging legacy platforms, and petition Congress to fully fund the service’s flight hour program and spare parts requirements so aviation readiness as a whole will improve.
“We’re going to be in a position where we’re fielding new aircraft and sustaining legacy aircraft for a number of years and it would be nice if the [operational] tempo would go down, but I don’t see that happening either. So we’ve got to do this all on the fly,” Neller said. “We’ve got to improve our readiness and continue to meet our requirements.”
Whether or not the extra money rolls in within future defense budgets, Neller is asking aviation leaders to come up with more efficient ways to accelerate the recovery plan.
He’s also calling for better training for aviation maintenance Marines, citing recent readiness reviews that highlighted a lack of training and standardization in these fields. By improving and standardizing the training pipeline for specialized aviation maintainers, he wrote, “We can improve overall readiness and performance of Marine Aviation.”
In parallel, Neller wants commanders to develop a comprehensive plan by the end of the year to modernize the Marine Corps ground combat element, allowing infantry Marines to fight with similar technological and training advantages to their aviation counterparts.
He reiterated his desire to get quadcopter drones fielded to each Marine rifle squad “immediately,” and said he wanted to see ground Marines take advantage of the 5th-generation platforms, sensors and networks that the F-35 Joint Strike Fighter will bring to the force.
Neller endorsed a growing trend in the Marine Corps to tailor equipment and gear to the specific needs of the ground combat Marine.
“While every Marine is a rifleman, not all Marines serve in or alongside ground combat units like the infantry as they actively locate, close with, and destroy enemies by fire and maneuver,” Neller wrote. “Their mission and risks are unique. From clothing and equipment to training, nutrition, and fitness, we must look at and develop the [ground combat element’s] capabilities differently than the rest of the MAGTF.”
The Make the Connection team is looking for Veterans who want to share their stories about seeking support for mental health challenges and take part in a national mental health campaign.
The same obstacles that may at first seem insurmountable to an individual are much less daunting when faced by a team. More than 500 Veterans and military family members have already stepped up to be that team for their brothers and sisters by sharing their stories in videos on MakeTheConnection.net, a mental health website from the U.S. Department of Veterans Affairs. Make the Connection helps Veterans and their loved ones realize that reaching out for support and seeking mental health treatment is a sign of strength, and thousands of Veterans have found help to overcome their challenges.
The Make the Connection team will be conducting more on-camera interviews in Tucson, Arizona on Friday, April 20 and Saturday, April 21 and is looking for Veterans who want to share their stories about seeking help and overcoming mental health and other challenges. Veterans who participate in the video shoot will receive a stipend to offset their expenses for time and travel. When the videos are posted on the Make the Connection website, only the first names of participants are used.
Since its launch six years ago, the Make the Connection campaign has spread positive stories about Veteran mental health via Facebook, Instagram, and YouTube. Veterans featured on the website and in social media have served in every branch of the armed forces and in every U.S. conflict since WWII through today’s current military engagements. They also represent the full diversity of the military community. Each Veteran has coped with conditions such as addiction, anxiety, depression, serious mental illness, PTSD, and the effects of military sexual trauma and traumatic brain injury.
Veterans who want to tell their stories to help fellow Veterans should email their name, phone number, and email address to email@example.com or call our outreach team directly at 1-520-222-7518 by Friday, April 13th in order to be considered.
Former Army Ranger and West Point grad Matthew ‘Griff’ Griffin isn’t your average vet entrepreneur. He came up with the notion of building something of value when he was serving in Afghanistan during the early phases of the war, way before there was much of a logistics footprint in place. He saw that the Afghan people were in need of more than protection from the Taliban. They needed basic goods and services.
“I saw Afghanistan as a place to leverage the power of small business owners making a difference,” Griff said. “The region could benefit from more micro loans and fewer armored vehicles.”
When Griff left active duty he returned to Kabul doing some clinic work, but beyond that he wanted to find a way to assist with the country’s stability by creating a manufacturing base, starting with a single factory he stumbled across on the east side of the capital. The factory had the infrastructure; it was just a matter of what to manufacture.
As he was leaving the factory he found a flip flop on the floor — it was unique and a little funky, the kind of design Griff thought might resonate with fashion-minded millennials. He held it up and asked the factory manager if he could make them, and the Afghan local said sure. Combat Flip Flops was born.
Griff and his brother procured the materials from a far eastern supplier and got everything set up, but they’d no sooner returned to the U.S. than they were informed that the factory was shutting down — a casualty of the volatile socio-economic climate of Afghanistan. But the brothers were undeterred, plus they had a lot of money wrapped up in the materials sitting in the factory in Kabul.
Without any U.S. military assistance — the most effective way to operate, according to Griff — they went back in on a private spec ops mission of sorts, one designed to salvage what they could from their investment and work that had been accomplished already.
“We rented a ‘Bongo’ truck and packed the inventory of flip flops into bags designed to hold opium,” Griff said. “We were riding around the streets of Kabul trying to look inconspicuous, two white guys sitting on a pile of opium bags.”
They stored the 2,000-some pairs of flip flops in a warehouse on the outskirts of Kabul, and as they did a closer inspection of their wares they realized that the quality was such that they couldn’t be sold. They wound up giving all of them away to needy Afghans, which was better than nothing but not up to the standards of Griff’s vision.
They found another factory, and once again secured a supplier (and paid for it using Griff’s credit card), and this time failure came even faster and the factory closed down before any materials for the order of 4,000 pairs had been shipped. It was time for a more dramatic pivot in the business plan.
“We wound up taking the guerrilla manufacturing route and assembling the sandals in my garage in Washington state,” Griff said.
The company’s potential big break came in the form of a phone call from one of the producers at ABC’s “Shark Tank” TV show. Griff and a couple of his co-workers will appear on the episode scheduled to air on February 5. (Check your local listings.)
“We’re stoked to bring the Combat Flip Flops mission to the tank,” Griff’ said. “Every Shark has the ability to expand the mission, inspire new recruits to join the Unarmed Forces, and manufacture peace through trade. Over the past few years, we’ve survived deadly encounters to create an opportunity like this. Attack Dogs. Raging Bulls. If we need to jump in the water with Sharks, then it’s time to grab the mask and fins.”
“We’ve all seen and heard Shark Tank success stories,” Donald Lee, Combat Flip Flops’ CMO and co-founder, added. “We set our minds to getting on the show and in true Ranger fashion, we accomplished the objective. We hope this is the catalyst our company needs to provide large scale, peaceful, sustainable change in areas of conflict.”
In 2015, Combat Flip Flops’ sales increased 150 percent over the previous year. In keeping with Griff’s original corporate vision, the company donated funds for schools to educate Afghan girls and cleared 1,533 square meters of land mines in Laos, which keeps the local population — especially children — safer.
Griff has leveraged his service academy pedigree and military experience in incredibly productive ways. His entrepreneurial sense and — even more importantly — his worldview defies most veteran stereotypes and associated bogus narratives. His outlook and drive are distinctly that of the Post 9-11 warfighter — “the next greatest generation.”
Combat Flip Flop’s mission statement captures it:
To create peaceful, forward-thinking opportunities for self-determined entrepreneurs affected by conflict. Our willingness to take bold risks, community connection, and distinct designs communicate, “Business, Not Bullets”– flipping the view on how wars are won. Through persistence, respect, and creativity, we empower the mindful consumer to manufacture peace through trade.
An Italian woman was in a severe car collision in Niger and staff at the local hospital realized they couldn’t treat the woman properly with the equipment they had on hand. What followed was an 18-hour odyssey that relied on medical staff from six countries and U.S. Special Operations Command Forward, a pop-up blood bank, and a doctor translating medical jargon between four languages.
It all started when an Italian woman and her male passenger were driving near Nigerien Air Base 101 in Niamey, capital of Niger. The ensuing wreck injured them both. Nigerien ambulance services moved them to the local hospital where doctors made the call that the woman needed to go to a more advanced facility.
The hospital said the woman had a liver bleed, a life-threatening condition that requires surgery. The case was referred to Italian military doctors nearby who asked the American surgeons of SOCFWD — North And West Africa for help. The ground surgical team quickly discovered that the liver bleed wasn’t the only problem.
Three doctors, U.S. Air Force Capts. Melanie Gates, left, Nick McKenzie, and Richard Thorsted, all with Special Operations Command Forward — Northwest Africa ground surgical team, gather for a photo at Nigerien Air Base 101, Niamey, Niger, on June 21, 2018. The doctors were all involved in an emergency surgery which successfully saved the life of an injured Italian woman.
(U.S. Air Force)
“Upon reviewing the CT scans, there was also evidence of free air in the abdomen, concerning for a small bowel injury,” U.S. Air Force Capt. Melanie Gates, GST emergency medical physician, told an Air Force journalist. “When the patient arrived, her skin was white and she was in serious pain with minimal responsiveness. Her vitals were much worse than previously reported.”
“First thoughts upon seeing patient … she wasn’t doing well,” said U.S. Air Force Capt. Richard Thorsted, GST anesthesiologist. “She arrived to us in critical condition with a high fever.”
Italian military members, left (sand-colored uniforms), Special Operations Command Forward Northwest Africa ground surgical team members, middle (in civilian clothes), and members from the 768th EABS, right (in multi camo-patterned uniforms) gather for a photo at Nigerien Air Base 101, Niamey, Niger, on June 4, 2018. A multinational team of medical practitioners on the base saved the life of an Italian civilian injured outside by patching together a team of doctors and other medical personnel from six nations and multiple military branches.
(U.S. Air Force)
The doctors initiated two important actions as they prepared to conduct the surgery; coordination for an airlift to take the patient to Senegal once the surgery was finished, and the collection of A-positive blood to keep the patient going during surgery and airlift.
Both requests would require more work and luck than expected.
First, the major stakeholders needed to ensure the aeromedical evacuation took place included French personnel who controlled a lot of the coordination in the area, Senegalese personnel who would receive the patient into their care, Germans who would conduct the evacuation if civilian personnel could not, Americans who were performing the first surgery, and Nigerians who had originally secured the patient and whose country was hosting her first surgery.
Luckily, Italian military doctor Valantina Di Nitto spoke at least three languages and was able to pass critical patient information and medical plans of action between all the stakeholders. She created a road map for medical care, from the surgery in Niger to Senegal and, eventually, to Italy.
At the same time, base personnel needed to immediately procure five units of A-positive blood. Unfortunately, the medical personnel who knew how to draw the blood weren’t yet familiar with the equipment available on the base.
Lt. Col. Justin Tingey, 768th Expeditionary Air Base Squadron flight doctor, and Master Sgt. Melissa Cessna, 768th EABS independent duty medical technician, pose for a photo at Nigerien Air Base 101, Niamey, Niger, on June 21, 2018. The team recently set up a walking blood bank to enable life-saving surgery to an Italian woman who nearly died in a car accident outside the base. The patient is now in good condition and recovering in Italy.
(U.S. Air Force)
In a weird coincidence, U.S. Navy Hospital Corpsman 2nd Class Bryan Killings did know how to use the equipment, and he was passing through the base en route to another destination. He got a text message from his bosses while at dinner.
“My leadership told me they had a patient coming through and they needed me to assist them,” Killings said. “They said they needed A-positive blood.”
Killings rushed to the walking blood bank and trained Army and Air Force personnel on how to use the equipment, then assisted in the collection of blood from five donors.
In the operating theater, a team of Air Force doctors took the blood and got to work. The three doctors, Air Force Capts. Melanie Gates, Nick McKenzie, and Richard Thorsted, were all recent graduates of medical school.
Luckily, after completing their residency programs, all three had undergone special military training before heading to Africa that included clinical scenarios in austere conditions.
“Our training kicked in. We all knew our roles and worked well together,” Gates told Tech Sgt. Nick Wilson. “I believe our training was crucial for our development as a team and ability to handle situations like this.”
In the end, the amalgamation of civilian and military medical personnel pulled it off, and the patient is recovering Naples, Italy. She is currently in good condition.
(H/t to Tech Sgt. Nick Wilson who wrote a three-part series on this story for the Air Force. To learn more, you can read his full articles here, here, and here.)
Hundreds of Marines who gathered here in July 2018 were given a risky mission: to challenge their leaders when they’re doing something that doesn’t make sense.
That will be essential as the Marine Corps prepares to take on future adversaries, Commandant Gen. Robert Neller told attendees here at the third-annual Innovation Symposium.
“We’ve got to go faster; we’ve got to be more willing to take risks,” he said. “The only thing we can’t accept is not being willing to change. We’ve got to change.”
Being innovative in an organization as steeped in tradition as the Marine Corps, which also lives by its rank structure, doesn’t come easy. Leaders might not like what their junior Marines have to say, Neller warned, but the Corps needs people willing to challenge the status quo.
Marines here spent a week doing just that, presenting their ideas in civilian clothes and without much reference to their ranks. The vibe was more TED Talks than your typical military PowerPoint briefs, and the ideas were briefed up to a team of general officers.
Here are five ways some of those rank-and-file leathernecks think they can shake up the service.
A Marine yells orders to his squad members during an Integrated Training Exercise.
(U.S. Marine Corps photo)
1. Empowering the disruptors
Sgt. Ryan Reeder says it’s time for the Marine Corps to go through a culture shift. The infantry assaultman is getting ready to leave the service, and it’s not because his military occupational specialty is being phased out.
“No one incentivizes innovators,” said Reeder, an infantry assaultman who’s been studying computer science and will leave the Marine Corps in late 201 “… I can go get a six-figure job anywhere I want to. I want to stay in the Marine Corps, but innovation isn’t recognized.”
Reeder’s been serving with the Marine Corps Warfighting Laboratory’s noncommissioned officer fellowship program, which allows corporals and sergeants to test concepts and gear before they hit the fleet. NCOs who are willing to speak up offer some vital insight, he said, and leaders should want them to become the next staff NCOs.
“A lot of people don’t like a sergeant coming up here and talking to a star or a colonel like I do,” he said. “But … it’s all about the ideas, not the rank that you wear.”
2. Crowdsourcing ideas
Marines face plenty of problems throughout their careers, and it can be tough to know if a solution already exists. Chief Warrant Officer 4 Sean Flores, a utilities officer with III Marine Expeditionary Force, helped build Phase Zero, a platform where Marines can share their problems and solutions in real-time.
“Maybe you’re trying to deal with countering [unmanned aerial vehicles]. Somebody else might’ve already solved that problem,” Flores said. “So you source it out, and some subject-matter expert might chime in and say, ‘This is how we dealt with it’ or ‘We’re having the same problem, so let’s work on it together and collaborate.’ “
Phase Zero had its soft opening on the marines.mil website in early 2018. Now, Flores said, they’re looking for Marines willing to help edit, code and moderate the site
Marines with Lima Company, 3rd Battalion, 2nd Marine Regiment, 2nd Marine Division, duck down for a deception breach during a company attack as part of Integrated Training Exercise 3-18 at Marine Corps Air Ground Combat Center Twentynine Palms, California, May 10, 2018.
(U.S. Marine Corps photo by Cpl. Antonia E. Mercado)
3. “Flattening the battalion”
In order to prepare for the future, Neller said the Corps can’t just take legacy gear and make it a little bit better. “We’ve got to change the force,” he said.
Two officers with 2nd Battalion, 1st Marines — 1st Lts. Christopher Mershon and Walker Mills — have ideas about what needs to change. They call it “flattening the battalion,” and they say it will move infantry units from the 20th century into the 21st.
Infantry units are set up in a pyramid structure and built for efficiency, Mershon said. Flattening them out by eliminating non-combat command billets would instead optimize them for adaptability. By integrating logistics and intelligence officers and analysts at the company level and sharing information from across the battlespace, Mershon said, it’ll allow commanders to make decisions faster.
“We’re making the correct relationships in our battalion because those relationships with our friends close our decision-making cycle,” he added.
Mills and Mershon also propose removing Marines performing administrative functions from the battalion, such as the headquarters and service or weapons platoon commanders. Those extra personnel could be moved into a training cadre, which Mills said would help relieve some of the strain on company commanders, and provide higher-quality training across the whole unit.
4. Improving training
Over the next decade, the Marine Corps’ maintenance depots will lose about 1,000 years of experience when officers and staff NCOs assigned to them retire. Those on their way out have come up with ways to get their replacements trained up quickly.
“Is the workforce we’re going to hire going to adhere to paper manuals that stack four feet high?” asked Maj. Dan Whitt with the Marine Corps Logistics Command innovation cell. Instead, depot personnel pitched moving toward animated digital manuals that display on a pair of augmented-reality glasses.
“We have 400 pieces of equipment we work on,” Whitt said. “How great would it be to speed up our training requirements?”
Now, other commands, including Training and Education Command, want to see what they can do with augmented-reality manuals. That’s why it’s important for Marines who have innovative ideas that could revolutionize the Corps to share them so they don’t go unheard, Whitt said.
5. Finding the best approach
When Staff Sgt. Alex Long was a lance corporal, he learned about those risks the commandant mentioned about challenging your leaders. When one of Long’s NCOs asked his Marines what they thought about his plan, Long didn’t hold back when he replied that it was stupid.
“That resulted in some quick and effective counseling,” he said. When Long was asked by his sergeant during one of his counseling sessions to define “tact,” he realized his mistake. His leaders weren’t offended by his ideas, but by his approach. He decided to work on his delivery in order to make his voice heard.
“Data has no rank,” said Long, who would go on to win the Marine Corps’ 2016 Innovation Challenge for a lightweight wearable device that allows Marines to communicate and resupply quickly. “You just have to know how to present it.”
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.