Officers, medical staff, and interpreters are a few of the high-value targets that enemy forces focus on first while in a war zone. But the enemy also has their crosshairs on another professional that’s excellent at sniffing out homemade bombs: military working dogs.
Over 1,600 dogs train and serve alongside our brave troops, adept at hunting down the nasty ingredients used to produce those dangerous IEDs. Despite the serious nature of their mission, military working dogs are the subject of some of the funniest memes ever created.
“I walked over to the NCO of my starting lane for land navigation and I asked him, ‘Hey sergeant, do you want me to line up behind you?'” said DeMarsico as he recalled the first time he participated in Expert Field Medical Badge qualification testing. “He said, ‘I need your name and roster number.’ I did not think anything of it at the time so I went out and found all four of my points. When I came back he told me I was going to be an administrative ‘no-go’ for the lane because I spoke to him.”
Recently promoted U.S. Army Spc. Thomas DeMarsico, a combat medic assigned to Headquarters and Headquarters Company, 2nd Battalion, 4th Infantry Regiment, 3rd Brigade Combat Team, 10th Mountain Division at Fort Polk, first attempted to earn the Expert Field Medical Badge at Fort Bliss, Texas. The 1st Brigade Combat Team, 1st Armored Division hosted the special qualification testing in September 2019.
“I attempted to rebut the decision with the board because AR 350-10 says you cannot talk to other candidates during land nav, not the cadre,” DeMarsico said. “The board denied my rebuttal. That was it; they just dropped me. I was super crushed after that. I decided at that moment I was done with EFMB and the Army.”
Similar to the expert infantry badge, the EFMB is not an easy badge to earn. Combat medics wanting to earn the coveted badge must be physically and mentally prepared to undergo rigorous testing after being recommended by their unit commanders.
Fort Polk’s 3rd BCT, 10th Mtn Div medics on temporary duty in the Fort Bliss area were invited to participate in EFMB qualification testing. When DeMarsico found out he had the opportunity to attend the testing he immediately volunteered.
U.S. Army Pvt. 1st Class Thomas F. DeMarsico, a combat medic assigned to headquarters and headquarters company, 2nd Infantry Battalion, 4th Infantry Regiment, 3rd Brigade Combat Team, 10th Mountain Divsion at Fort Polk, Louisiana, poses with his new expert field medical badge in El Paso, Texas, Oct. 6, 2019.
(Photo by Sgt. Ashley Morris)
“I always take every opportunity that comes my way,” DeMarsico said. “I know that EFMB really sets you apart from your peers.”
EFMB candidates must successfully receive a “go” on all five sections of EFMB testing: The Army Physical Fitness Test, a written test, land navigation, combat testing lanes and a 12-mile forced march.
Candidates must receive a score of 80% or higher in each event of the APFT and be in compliance with Army height and weight standards. The only re-testable section is the written test in which candidates must successfully answer 60 out of 80 questions.
On the second day of testing soldiers must receive a “go” for both day and night land navigation. During the combat testing lanes medics must complete 43 tasks correctly: 10 tactical combat casualty care tasks, 10 evacuation tasks, 13 warrior skills tasks and five communication tasks.
After learning that his leadership tried to get him readmitted to the Fort Bliss qualification, DeMarsico realized that accepting defeat was not an option.
“I felt so much better knowing that they had my back,” Demarisco said. “They were willing to send us again so I was willing to try again.”
DeMarsico was afforded the opportunity to test again, this time at Fort Hood, Texas. DeMarsico, along with three other medics from 2nd Bn, 4th Inf Reg,were sent to Fort Hood to attend EFMB qualification hosted by 1st Medical Brigade. Standardization of the combat testing lanes began Sept. 23, 2019, with testing beginning Sept. 28, 2019, and ending with the forced march on Oct. 4, 2019.
One hundred and fifty-five soldiers started the event. DeMarsico was one of six medics that successfully earned the EFMB. He was the only junior enlisted to successfully complete the qualification.
DeMarsico attributed his success to lane standardization he received at Fort Bliss.
“We tried to train up for the Bliss EFMB but it was hard to tell exactly how the lanes would be run,” DeMarsico said. “After seeing the lanes at Bliss we knew how to study. I knew what I needed to work on. It helped me a lot.”
Although DeMarsico said he felt confident about the combat testing lanes, there was another area where he did not feel as confident. A self-proclaimed land navigation expert, DeMarsico admitted the night land navigation course was tough.
U.S. Army Pvt. 1st Class Thomas F. DeMarsico, a combat medic assigned to headquarters and headquarters company, 2nd Infantry Battalion, 4th Infantry Regiment, 3rd Brigade Combat Team, 10th Mountain Divsion at Fort Polk, Louisiana, checks to make sure his compass is calibrated prior to the start of land navigation testing for the expert field medical badge on Fort Bliss, Texas, Sep. 6, 2019.
(Photo by Sgt. Ashley Morris)
The first time DeMarsico went through EFMB testing he was only able to complete day land navigation. With limited experience in navigating in the dark and a difference in terrain, DeMarsico was only able to find three out of the four points. Even though it was not a perfect score, it was enough for him to advance to the combat testing lanes. Out of the 155 that begin EFMB testing, only 19 medics passed land navigation testing.
During the final event of EFMB, nine soldiers started the forced march but only six finished within the required three hour time limit. DeMarsico came in first place. For most soldiers, coming in first during a timed 12-mile ruck march would feel like the crowning achievement. For DeMarsico, he felt frustration.
“My time was two hours and 56 seconds!” DeMarsico said. “Me and this major were in the lead the entire time, far ahead of everyone else. At the 11th mile marker point, the private giving directions told us to go down the wrong road. The major went a mile down that road with me trailing behind him. Luckily he had a GPS watch that told him he had hit 12 miles. He turned around, grabbed me and we went back to the 11-mile point. The private could not tell us the correct way to go. I walked into traffic and flagged down a car and asked him for directions to Cooper Field. The car drove slowly in front of us with the hazard lights and we followed him. Once I saw the finish line I sprinted to the end and came in first.”
Although he was unhappy with his finish time for the 12-mile ruck march, DeMarsico said he was thankful he was able to pass all five events of EFMB testing. He said becoming a part of the 3% of medics who earn the EFMB is just the beginning. He hopes to attend Airborne and Ranger schools in the near future. Ultimately he would like to attend the United States Military Academy at West Point and become a commissioned officer.
“West Point is my main goal,” DeMarsico said. “I want to become an officer. I feel like if I can earn my EFMB then nothing is impossible. I devote my spare time to achieving my professional goals so I am always looking for ways to improve myself.”
Hungry for more training, DeMarsico is preparing to attend the advanced combat life saver course on Fort Bliss.
“You have to want it,” said DeMarsico when asked if he had any advice for soldiers attending future EFMB testing. “Many of the people that I saw did not have the drive that is required to pass. You have to be physically and mentally prepared. The EFMB website has so much information to help you study so you have to develop a way that will help you memorize information the easiest.”
DeMarsico encourages all soldiers to keep trying no matter how many times they have to retest.
“I was proud to represent the brigade, 10th Mountain, 2-4 Infantry and my recon platoon,” DeMarsico said. “I showed that it is not impossible for a junior enlisted to have a shot an EFMB. It does not matter who you are; you can do it. At the end of the day it all comes down to how hard you are willing to fight for it.”
It’s been six years since 1st Lt. Kimberly Colby, a Marine stationed at Camp Pendleton, made her first visit to a dying veteran as part of the Honor Salute program.
It still sticks out in her mind.
He was a Marine infantryman during Vietnam and had earned the Purple Heart while overseas. He was dying of colon cancer.
During the visit, she and a fellow comrade, both in their service blues, saluted the Marine and thanked him for his service.
“He was stoic throughout the ceremony despite being in immense pain,” Colby said.
When she was about to leave he said, “You know what? That’s the first time I have ever been thanked for my service.”
At the time, Colby was a cadet (midshipman) in the Naval Academy and was one of the first volunteers to sign up as a project leader with Honor Salute, then known as Final Salute. The program began in 2010 at Hospice of the Chesapeake in Pasadena, Md., for young military members at the beginning of their careers to pay tribute to veterans at the end of their lives.
“The program struck a chord with me,” said Colby, whose father and grandfather were in the military. Her grandfather was in the Army Air Corps during World War II, and her father served in the Marine Corps during the post-Vietnam era.
Now after being stationed at Camp Pendleton, Colby has become instrumental in honoring San Diego-area veterans as a volunteer with the Escondido-based Elizabeth Hospice and the Carlsbad-based Hospice of the North Coast.
Colby has visited veterans at their homes and in senior living communities across the county and has spearheaded efforts to recruit fellow Marines as volunteers at the nonprofit hospices.
The hospices conduct pinning ceremonies throughout the year to recognize aging veterans and thank them for their military service. Ceremonies are held in dining halls of area senior living communities and at bedside for hospice patients. The ceremony includes a “Final Salute” where an active-duty service member salutes the veteran.
Since 2012, The Elizabeth Hospice has recognized more than 2,300 veterans.
Colby and the other Marines from Camp Pendleton who participate in the ceremonies spend time talking with the veterans. Some patients are able to share stories and some put on their old uniforms for the occasion, while others depend on family members to share the memories.
“It is especially meaningful for those who were never welcomed home or thanked for their service,” said the hospice’s veterans specialist Lisa Marcolongo, whose husband served in the Marine Corps.
“Kimberly’s smile lights up a room as she shakes the hand of a veteran,” Marcolongo said.
For Colby, the best part are the stories and instant camaraderie that can be built. The hardest part is saying goodbye to the veteran and his family and friends.
“Honoring veterans is something I consider a sacred obligation for those of us who wear the cloth of our nation,” Colby said.
Colby’s advice for current service members: “Go out of your way to honor veterans. It is within our lifetime that we will lose all WWII and Korean War veterans. Their stories and sacrifices should be honored.”
The Elizabeth Hospice is looking for veterans and active-duty service members to participate in its veteran pinning ceremonies.
After all, he created one of the premier purveyors of patriotic apparel, standing tall in an extremely crowded field. Alarik and his team didn’t stop at clothing design, however.
Alarik ventured directly into another competitive field: the tactical monthly subscription box sector. His offering: Alpha Outpost.
Now, we’re not sure how familiar you are with the bizarre and extensive youTube subculture of subscription box unboxing videos, but believe us when we tell you, folks out there are effing intense about the quality, uniqueness, and overall wow-factor of the various, competing tactical gift boxes they receive in the mail every month. Suffice to say, the average subscription box customer is a difficult dude to please.
Alpha Outpost must be doing something right. They made over $8 million dollars in revenue in their first year of operation.
The skills Alarik acquired and the systems he perfected through the hard years of launching Grunt Style certainly account for some of Alpha Outpost’s success. But a greater share is surely due to the sheer thoughtfulness evident in each of their monthly offerings.
Every month’s box has a theme and that theme poses a problem. The tools in the box make up part of the solution. The other part comes as a result of the skills you build by putting those tools to use as you work through specific challenges Alpha Outpost poses.
They’re not just sending you gear. They’re trying to make you better.
Knowing Alarik’s trajectory, it makes perfect sense that self-improvement lies at the heart of any gift you receive from his his company.
As the CEO of two multi-million dollar, veteran-oriented companies, Alarik views kicking ass as a skill that anyone with the right tools can build. In his view, military experience isn’t a magic bullet for veteran success, but it provides a damn fine head start.
Check out the full Cigars and Sea Stories interview with Daniel Alarik and tell us you can’t think of someone who’d love to get a new box of ass-kicking tools every month from Alpha Outpost.
The 2017 We Are The Mighty Holiday Gift Guide is sponsored by Propper, a tactical apparel and gear company dedicated to equipping those who commit their lives to serving others. All views are our own.
Speaking of Propper, they’re giving away twelve tactical packs filled with gear from our Holiday Gift Guide. Click this link to enter.
Units from the USS Harry S. Truman carrier strike group returned home to Norfolk, Virginia, in July 2018, only three months after deploying.
The Truman’s time at sea was only about half as long as typical deployments, and the early return reflects the Pentagon’s shift toward “dynamic force employment,” a concept touted by Defense Secretary Jim Mattis as a way to make the military more responsive to emerging threats.
“The National Defense Strategy directs us to be operationally unpredictable while remaining strategically predictable,” US Navy Fleet Forces Commander Adm. Christopher Grady said a release announcing the return to port, which he said was “a direct reflection of the dynamic force employment concept and the inherent maneuverability and flexibility of the US Navy.”
Grady said the carrier group “had an incredibly successful three months in the US 6th Fleet area of responsibility,” an area that stretches from pole to pole between the mid-Atlantic and the Indian Ocean.
The Russian Yasen-class nuclear attack submarine Severodvinsk
However, the Truman and its accompanying vessels finished their time at sea much closer to home — in the western Atlantic closer to Canada than to Europe, according to USNI News.
The cruiser Normandy and destroyers Forrest Sherman and Arleigh Burke are set to return to Norfolk in July 2018, while the destroyers Bulkeley and Farragut remain at sea, a Navy official told The Virginian-Pilot. An official with Fleet Forces Command did not return a request seeking details about what operations these ships have been performing. But anti-submarine operations have become a bigger priority for the US and its allies.
The Truman’s anti-submarine capabilities are limited to the helicopters it carries, but the strike group did deploy in early 2018 with more destroyers than usual.
Those ships are outfitted with sophisticated anti-submarine-warfare assets that aren’t typically used in the Atlantic, Bryan Clark, a senior fellow at the Center for Strategic and Budgetary Assessments and a former submariner, told USNI News in June 2018. Operating in the Atlantic would give carrier strike groups opportunities to carry out high-end exercises with partner forces, he said.
An MH-60S Sea Hawk helicopter from the “Dragon Slayers” of Helicopter Sea Combat Squadron 11 alongside the aircraft carrier USS Harry S. Truman.
(US Navy photo by Mass Comm. Specialist 2nd Class Scott Swofford)
The North Atlantic become an area of renewed focus for NATO in recent years. Alliance officials have said Russian submarine activity in the area is at levels not seen since the Cold War (though intelligence reports from the era suggest that activity is far from Cold War peaks).
“The Russians are closing the gap,” Magnus Nordenman, director of the Transatlantic Security Initiative at the Atlantic Council, said in early 2018. “And they have departed from their traditional sort of approach — with lots of mass and lots of submarines but of sort of varying quality — and they are taking a page from our playbook, which is go for quality instead.”
The US and its allies have put more energy and resources into anti-submarine warfare. That includes a new focus on the Cold War maritime surveillance network that covered the sea between Greenland, Iceland, and the UK — known as the GIUK Gap. The US Navy has spent several million dollars refurbishing Naval Air Station Keflavik in Iceland to handle the advanced P-8A Poseidon patrol aircraft, though the Navy has said those upgrades don’t necessarily mean a permanent presence will be reestablished there.
Nevertheless, focusing on the GIUK Gap may fall short of the challenge NATO now faces.
For much of the Cold War, the Soviet navy lacked land-attack cruise missiles and would have had to leave its “bastion” in the Barents Sea in order to engage NATO forces, which made the GIUK Gap an important choke point at that time, according to Steven Wills, a military historian and former US Navy surface-warfare officer.
But with the development of sub-launched missiles — especially the modern Kaliber cruise missile — “Today’s Russian Navy can remain within its Barents bastion and still launch accurate attacks against ships in the Norwegian Sea and NATO land targets without leaving these protected waters,” Wills argues in an article for the Center for International Maritime Security, a professional military journal focused on naval strategy.
NATO should adopt a deterrent posture like that of the Cold War, Wills says, “but the locus of the action is much further north than Iceland.”
NATO’s decision to reestablish an Atlantic Command, to be based in Norfolk, is a welcome one, Wills writes, but that headquarters should focus on air and port facilities around the Norwegian and Greenland seas, even forward-deploying to oversee activity there. Surface vessels may need to partner with unmanned assets to cover a greater area as sea ice recedes.
Russia’s Northern Fleet is based on the Kola Peninsula on the Barents Sea, and a more active NATO naval presence in the area would almost certainly draw protests from Moscow, which has accused the alliance of trying to box in it and its allies in Europe. But a presence in the northern seas is necessary, according to Wills.
“The real ‘Gap’ where NATO must focus its deterrent action is the Greenland, Svalbard, North Cape line at the northern limit of the Norwegian and and Greenland Seas,” he writes. “It is again time to consider deterrent action and potential naval warfare in the ‘High North.'”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
On April 7, 2021, Team Rubicon CEO and Marine Corps veteran Jake Wood announced his decision to hand over the reins of leadership to Team Rubicon’s Chief Operating Officer, Art delaCruz. Despite the palpable ripple of shock felt by those outside the organization, it was always the plan.
Wood was candid in sharing he’d been thinking about this transition for years. “It’s not because I don’t enjoy it anymore but it’s just an exhausting job. You are responding to catastrophes 365 days a year and it wears on you,” he explained.
Ten years ago Wood lost one of his closest friends and original Team Rubicon partners, Clay Hunt, to suicide. The loss pushed Wood to go “all in” on the organization. Wood said he finds it “almost poetic” that after a decade of leading, he announced his transition of leaving on the anniversary of Clay’s funeral. “It’s just a good time to do it. We’ve had a tremendous amount of success and I am really proud of what we’ve accomplished,” Wood said.
The rise of Team Rubicon and its disaster relief support has been extraordinary throughout the past decade. But it was the global pandemic which truly demonstrated the vital impact and importance of the organization to communities across the world. Their leadership role in the fight against COVID-19 changed the landscape of disaster response and despite having its most successful year yet, Wood is more than ready to hand it all over to delaCruz.
DelaCruz came onboard as the COO in 2016 and was instrumental in scaling the work Team Rubicon has been able to accomplish. A retired Navy veteran and former TOPGUN instructor, his experience and skill set on the executive team was transformative, Wood said. Wood is confident the organization will flourish under delaCruz’s leadership.
“I made the decision back in December to step down as CEO while I was on paternity leave…I spent a lot of time reflecting during those six weeks off,” Wood shared. His youngest daughter was born with a serious heart condition, creating immense worry for both parents. The time of reflection with his family solidified his decision to transition out, he said.
His family is excited for the new role and future ahead, now that they too have gotten over the initial shock, according to Wood. “Being a Team Rubicon spouse is a lot like being a military spouse, you’re signed up too, because the job comes home with you,” he explained. “She’s been an amazing partner for me along the journey. She’s supported me and stuck by me during hard times. I think she’s also ready for a change and we are both excited to plot what’s next.”
Although Wood has no concrete plans yet, he jokingly said he definitely wasn’t ready to write another book. Now on a corporate board and exploring options, he remains excited for the future, whatever it holds. “I think by the time the official transition happens in June I’ll have settled on what the next thing is,” he said. “I love being an entrepreneur — it’s awesome. Greatest challenge ever and definitely the hardest thing I’ve ever done.”
It isn’t completely goodbye, either. You’ll still find Wood working hard to ensure Team Rubicon continues to serve communities across the globe for centuries to come. This time as its Executive Chairman of the Board of Directors. “I’m excited to have a role that still has me meaningfully involved in the organization…I know how hard it is to be at the top and I hope to continue to support Art as he needs it and be a thought partner for him,” he explained.
With zero regrets, Wood said he’s confident that leadership will be in the best possible hands and he can’t wait to tackle his new adventures this summer. “The one thing I always told our staff is that I would not cling on to this job simply because I’m a founder,” he said with a laugh. “I always said that I would walk away when the time was right. The time is right.”
Paratroopers are a force to be reckoned with. They can slip far behind enemy lines and wreak havoc against an enemy’s support units, making life easier for those in the main assault and striking fear into those who assumed they were safely behind defenses. What’s worse (for the enemy), after the initial airborne assault, you’re left with the famous “little groups of paratroopers” — small pockets of young men brave enough to jump out of an airplane, all armed to the teeth, ready to defend themselves, and devoid of supervision.
But for as daring and lethal as paratroopers are, they’re still, essentially, light infantry once they hit the ground. Light infantry can do a lot of things, but when they’re tasked with hitting prepared positions or facing off against enemy tanks, they tend to take heavy casualties.
So, how do you reinforce troops that drop from the sky? You drop armor out of the sky, too.
The BMD-1 was the Soviets’ answer to the question of bringing armored support to their paratroopers.
In 1965, the Russians began designing an infantry fighting vehicle that could be air-dropped. Eventually, this came to be known as the BMD-1. BMD stands for Boyevaya Mashina Desanta or, in English, “airborne combat vehicle.”
The BMD-1 packs some impressive firepower: it uses the same turret as the BMP-1, packing a 73mm gun, a launcher for the AT-3 Sagger missile, a coaxial 7.62mm machine gun, and a bow-mounted 7.62mm machine gun. This vehicle has a crew of two and carries five infantry. It has a top speed of 40 miles per hour and can go a little over 370 miles on a tank of gas.
The BMD-1 was widely exported. Saddam Hussein’s regime was one of the purchasers.
(USMC photo by LCPL Andrew P. Roufs)
Unlike its American contemporary, the M551 Sheridan, a vehicle designed to support American paratroopers in similar ways, the BMD was exported to a number of Soviet clients. The BMD saw action in the Angolan Civil War, the Soviet invasion of Afghanistan, the Iran-Iraq War, Desert Storm, and fought in the Second Chechen War and the 2008 Russo-Georgian War.
Learn more about this 7.5-ton hunk of metal that’s designed to be dropped from the sky in the video below!
For the defenders of a remote outpost in Afghanistan’s Nurestan Province, Oct. 3. 2009 was “A Day for Heroes.” Combat Outpost (COP) Keating was relentlessly attacked by 400 Taliban fighters and protected by 53 soldiers from Bravo Troop, 3rd Squadron, 61st Cavalry Regiment, 4th Infantry Division.
For 12 hours, Bravo Troop fought to keep the enemy from overrunning the base. The bloody fighting cost both sides dearly.
In the end, an estimated 200 Taliban fighters died trying to destroy the base. In all, eight American soldiers were killed and 27 were wounded. The defenders of COP Keating were awarded 27 Purple Hearts, 37 Army Commendation Medals for valor, 3 Bronze Stars, 18 Bronze Stars for valor, 7 Silver Stars, and 2 Distinguished Service Crosses. Staff Sgt. Justin Gallegos and 1st Lt. Andrew Bundermann’s Silver Stars were later upgraded to Distinguished Service Crosses. Staff Sgt. Clinton “Clint” Romesha and Spc.Ty Carter received the Medal of Honor for their actions that day.
The battle is the subject of the new movie, The Outpost, directed by Rod Lurie and starring Scott Eastwood, Caleb Landry Jones and Orlando Bloom, now in theaters and on demand. The film is based on CNN correspondent Jake Tapper’s book about the Battle of Kamdesh, “The Outpost: An Untold Story of American Valor.”
COP Keating was not a place the soldiers should have been in the first place. Their limited reach and manpower turned their counterinsurgency mission into a constant need to defend the base itself, according to the Army’s after-action report on the battle.
To make matters worse, defending that base was a nightmare. Positioned at “the bottom of a bowl,” it was surrounded by high mountains, ceding the high ground to the enemy. It made the base an “attractive target,” according to reports. The Taliban attacked COP Keating 47 times during the soldiers’ five-month deployment there.
Combat Outpost Keating from up high
(U.S. Army photo by 1st Lt. Brad Larson)
But they weren’t just randomly attacking the COP. Taliban fighters were probing the base, gathering information on key areas, and learning the soldiers’ defensive tactics in preparation for a larger strike.
Worse still, there was not much help that could come to their rescue in case of an attack. Intelligence, surveillance, and reconnaissance (ISR) assets were being used in the search for a missing soldier elsewhere. Other forces that could have been used to reinforce the defenders or speed up the closure of the base were being used on a mission for Afghan President Hamid Karzai. The soldiers soon became accustomed to the probing attacks.
Until the morning of Oct. 3, 2009, when the base became a Taliban shooting gallery.
Just before 6 a.m. local time, the soldiers woke up to a high volume of fire coming from the surrounding hills. Using the information from their probing attacks, Taliban fighters overran Keating’s 60mm and 120mm mortar support and began to hit COP Keating in force, taking the Army by surprise.
Incoming attacks from the surrounding mountains laid a punishing fire on the base and its defenders, the Taliban were closing in and the Army was losing ground. Soldiers defending the base withdrew into a tighter perimeter and began to call down close-air support from Air Force aircraft and AH-64 Apache helicopters, often inside the base’s original perimeter.
Things looked bleak, but there was still a lot of daylight left.
(Screen Media/’The Outpost’ Film)
By the afternoon, the Bravo Troop was angry and ready to hit back. Inside the TOC, the soldiers listened to the din of battle; explosions, bullet hits, and near-constant shouting from outside. According to Mark Seavey’s account of the battle for the American Legion, Staff Sgt. Clinton “Clint” Romesha suddenly spoke:
“‘Ro’ said in a very stern and demanding voice – just as there was a moment of odd but haunting silence – ‘I’ll tell you what we are going to do. We are going to take this f***ing COP back!'”
After enduring hours of withering fire and fighting off the invaders, the Army began to turn the tide. A quick-reaction force landed three kilometers to relieve the defenders of COP Keating. Even if the base was secured, they still had to focus on bringing the fight to the enemy outside of the valley using air support to neutralize Taliban positions in the nearby hills and villages, including a local police station.
The Taliban lost half of their attacking force and sustained scores of wounded. The base was still in American hands, but it was more clear than ever that it was in an unsustainable situation. Soon after the fight for COP Keating, the base was abandoned and destroyed by American aircraft to keep it from the enemy.
The soldiers from Bravo Troop displayed incredible heroism and valor in the face of an enemy onslaught that could have totally wiped them out and destroyed the base. Every medal citation from the Battle of Kamdesh reads like a Homeric epic.
To learn more about the Battle of Kamdesh or the story behind COP Keating, check out Jake Tapper’s exhaustively detailed book, The Outpost: An Untold Story of American Valor, and catch the new movie, The Outpost, in theaters and on demand now!
The US Navy challenged China’s vast claims to the South China Sea on August 10, Navy officials revealed.
The US Navy conducted the third freedom-of-navigation operation under President Donald Trump in the South China Sea on August 10. The Arleigh Burke-class guided-missile destroyer USS John McCain (DDG-56) sailed within 12 nautical miles of Mischief Reef in the Spratly Island chain, according to Fox News.
A Navy P-8 reconnaissance and surveillance aircraft reportedly flew nearby.
The Arleigh Burke-class guided-missile destroyer USS Dewey sailed past Mischief Reef in late May. The Arleigh Burke-class guided-missile destroyer USS Stethem sailed near Triton Island, part of the Paracel Islands, in July.
Over the past year, China has been increasing its military presence in the South China Sea. China has been constructing military outposts in both the Paracels and the Spratlys and equipping them with armaments to protect its claims to the region, discredited by an international tribunal last year, through force.
China has constructed airstrips and hangars and protected harbors for the air and naval units in the Paracel Islands. The military has even deployed surface-to-air missiles. In the Spratly Islands, China has built airstrips and reinforced hangars, possible missile silos, and point defense systems.
The Chinese military has actually armed all seven of its military outposts in the Spratlys, strengthening its stranglehold on the disputed territories.
While the Trump administration was initially hesitant to rile China, which the president believed was an essential ally in addressing the North Korean nuclear crisis, Beijing’s hesitancy to act on the Korean Peninsula has led the administration to target China’s strategic interests.
After becoming exasperated with evidence of low discipline and sloppy appearances, a two-star general overseeing most East Coast-based ground combat Marines has fired off a policy letter mandating when troops must wake up, clean, and eat each day.
The April 16 policy letter, signed by Maj. Gen. David Furness, commanding general of 2nd Marine Division out of Camp Lejeune, North Carolina, expresses concern that the Marines within the division have let their standards slide.
“In my travels with the Sergeant Major and Command Master Chief throughout the Division spaces, I have noticed a significant decline in the basic discipline of our warriors,” Furness wrote. “Because the 2nd Marine Division has the majority of personnel assigned to Camp Lejeune, we will take ownership of this problem and FIX IT immediately.”
Staff Sgt. Christian Fuentes motivates recruits with Company F, 2nd Recruit Training Battalion, as he moves down the rows during the senior drill instructor inspection at Marine Corps Recruit Depot San Diego, Aug. 23, 2013.
(U.S. Marine Corps photo by Cpl. Benjamin E. Woodle)
2nd Marine Division is one of three active-duty Marine divisions worldwide and is made up of some 20,000 troops.
The division public affairs office confirmed that a policy letter had been disseminated.
Furness wrote that he has seen Marines and sailors with 2nd Marine Division walking around with long hair, “nonexistent or poor shaves,” worn-out boots and inappropriate civilian attire.
“There are weeds growing around our buildings and work spaces and trash everywhere but the dumpsters where it belongs,” he wrote. “These are just a few examples of the lack of discipline seen across the board that will not be tolerated in this Division any longer.”
Recruits of India Company, 3rd Recruit Training Battalion, conduct pull-ups during a physical training event at Marine Corps Recruit Depot San Diego, Dec. 28.
(U.S. Marine Corps photo by Lance Cpl. Angelica I. Annastas)
He detailed a 24-hour “basic daily routine” that he said he expects every single Marine and sailor in the division to follow, beginning with division-wide reveille every morning at 5:30 a.m.
From 5:35 to 6 a.m., troops are expected to conduct hygiene activities and room clean-up, leaving “blinds half-mast,” according to the order. Physical training and barracks common area clean-up will follow from 6 to 8 a.m. Mandatory platoon or company formations and inspections will happen from 8 to 8:15 before the workday begins. Troops are allowed an hour to eat from noon to 1 p.m. and then must wrap up the day with another formation, from 4:30 to 4:45 p.m.
Furness appealed to the troops’ identity as Marines in asking them to embrace the regimented schedule.
Marines with India Company, 3rd Recruit Training Battalion, Marine Corps Recruit Depot Parris Island, wait to march onto Peatross Parade Deck during a graduation ceremony aboard Marine Corps Recruit Depot Parris Island, S.C., April 13, 2012. The graduation ceremony consisted of five platoons from India Company.
(U.S. Marine Corps photo by Lance Cpl. Aneshea Yee)
“Part of what makes us different from our sister services and American society is the regimentation of our daily lives,” he wrote. “Adherence to orders and standards helps foster mutual trust in one another and produces the attention to detail required to be effective when called upon to fight as our nation’s 911 Force.”
First Lt. Thomas Kleiber, a division spokesman, said the letter essentially reinforces practices that are already in place.
“Obviously, the letter is an internal document and commanders reserve the right to direct their units as they see fit,” Kleiber told Military.com. “Commanders have the authority and responsibility to direct their units in the way that it feels appropriate and promotes mission accomplishment. I don’t think this order is unusual in its attempt to accomplish that.”
It’s not immediately clear how the daily routine will apply to Marines who live off-base or outside the barracks, although Furness does note that unit leaders will be able to modify the routine based on obligations. It’s also not fully clear whether the routine applies only to weekdays, although it appears to. What is clear is that there are stiff consequences for Marines who don’t fall in line.
Marines with Marine Rotational Force – Darwin form up around Brig. Gen. John Frewen, 1st Brigade commanding general and senior Australian Defence Force officer for Robertson Barracks, to listen to him speak about expectations with the rotation, April 11.
(US Marine Corps photo by Cpl. Scott Reel/Released)
“Any dissenters can answer to myself, the Division [sergeant major] or the [command master chief] and will be dealt with accordingly. Can each of you live up to the mantra of ‘If I was accused of being a Marine/Sailor today, would there be enough evidence to convict me?'” Furness wrote. “At this time across our force I believe the answer for many is no, and it needs to be corrected immediately.”
While it’s fairly uncommon for a senior military official to get involved in the minutia of troops’ daily routines, it’s not without precedent.
In 2013, Army Command Sgt. Major Dale Perez, the senior enlisted soldier at the Army National Training Center at Fort Irwin, California, fired off a sharply worded Facebook post aimed at troops and family members on base, particularly those who shopped at the commissary, demanding they clean up after themselves.
“Take your garbage and shop off post if you can’t pick up after yourself,” he wrote.
Furness, who took command of 2nd Marine Division last August, is a career infantry officer who joined the Marine Corps in 1987 after graduating from the Virginia Military Institute. He has led Marines on deployments to Iraq and Afghanistan, and his awards include two Bronze Stars with combat distinguishing device, according to his official military biography.
Editor’s Note: This story has been updated with comment from 2nd Marine Division.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Watch the teaser trailer of Hurricane (2019) which tells the story of the Pilots from the Polish 303 Squadron who found themselves fighting for the freedom of their own country in foreign skies. Seen through the eyes of Jan Zumbach, fighter ace and adventurer, it tells how the Poles, driven across Europe by the German war machine, finally made their last stand.
I only don’t understand why they did not keep the name “303 Squadron” instead of renaming it to “Hurricane”. 303 Squadron really identified the courage and efforts made by one of 16 Polish squadrons (during the Battle of the Britain they were one of the two Polish fighter squadrons) who fought for the Royal Air Force and had one of the highest ratio of destroyed enemy aircraft vs. their own losses.
Milo Gibson will be starring as Lt. Johnny Kent, other actors include Iwan Rheon and Stefanie Martini.
Every Air Force and Navy feels the need for speed. It’s just a fact. When trying to scramble your defending aircraft, time is of the essence and speed is a critical element of that. Aircraft developers have come a very long way since the development of the first jet engine in the mid-20th Century. These days, an airframe that can’t cruise at supersonic speeds might as well be a diesel-powered propeller plane.
It was a long and winding road human engineering took to get to the point where fighter aircraft have the radar cross section of bumblebee. Here are the fastest examples currently in service.
The Boeing X-37 is an unmanned space drone operated by the U.S. Air Force and boosted into space by NASA. Its mission is to test reusable space technologies, then come back to Earth. On the way down, the X-37 re-enters Earth’s atmosphere at an average speed of 16 times the speed of sound, but has come back as fast as Mach 25.
The fastest fighter still in service today is the Soviet-built MiG-25. Mikoyan designed this fighter to be a pure interceptor aircraft. As a result, the Foxbat can sustain a cruising speed of Mach 2.8 and kick it into overdrive with a top speed of 3.2 – not a bad technology for an aircraft that first took off in 1964.
Aug. 3 airpower summary: F-15E provides cover for disabled convoy
F-15E Strike Eagle
The F-15 has been flying for more than 30 years and is set to keep going. The reason is just good design, another aircraft initially designed to catch incoming enemies and destroy them. The F-15 can fly at a top speed of 3,017 miles per hour, then stop, hit ground targets, and fade away.
When the Russians needed something that could try to chase down the vaunted SR-71 Blackbird, they called up the MiG-21 and its Kinzhal hypersonic missiles. The only problem is that it doesn’t handle as well as its predecessor, the MiG-25. With a top speed of 2,993 miles per hour, it also isn’t as fast.
The Su-27 is a heavy fighter, designed to be the Soviet Union’s answer to the F-15 program. First flown in 1977, it’s still used by a handful of different countries, and is relied on for its 2,496 miles per hour top speed. The United States even has four SU-27 aircraft it uses to train pilots.
What is now considered the gold standard of endurance competitions started out with an idea from a sailor who was stationed in Hawaii in 1978. That first race had 15 competitors, and among them was John Dunbar, a former Navy SEAL who might have finished first had he had water to hydrate with. Instead, he drank Budweiser. He still finished a strong second.
Spoiler alert: the first winner of the now-legendary race was Naval Reserve Lieutenant Gordon Haller. He was just 34 minutes ahead of Dunbar.
The Ironman Triathlon was the brainchild of Naval Officer John Collins and his wife. While stationed in Hawaii, they and their friends used to talk trash about who was more fit – who was the better swimmer, biker, runner, etc., as some military members are apt to do. Collins decided he would create a competition to make everyone put their money where their mouth is. Knowing about the new triathlons that were gaining popularity in the Mainland United States, the Navy guys decided theirs would be the most fitting test of might and endurance.
On Feb. 18, 1978, 15 people showed up to the shores of Waikiki at 0700 to tackle the first Hawaiian Iron Man Triathlon, looking for the promise Collins wrote out in the first-ever rule book: “Swim 2.4 miles! Run 26¼ miles! Bike 112 miles! Brag the rest of your Life!”
The first Ironman Triathletes enter the ocean for the swim competition.
Back then, there were few monitors for the race as military personnel can usually be trusted to maintain their integrity. But times were different. The toughness of an Ironman Race is well-known today. Then, the competition was unlike anything they could have prepared for, so each participant was expected to have a crew with them to ensure their needs were met as the race progressed. Dunbar ran out of water because his team ran out of water, but he hydrated with beer and finished the race. Other participants weren’t exactly using the scientifically-formulated nutrition of today’s races, either.
One runner ate candy to get the energy he needed. Race founder John Collins actually stopped to eat a bowl of chili as the race’s lore tells us. Another runner got his sugar and caffeine fix from drinking cokes…in an Ironman Triathlon. Imagine seeing that on television today.
The first Ironman Trophy.
In the end, only 12 of the original participants finished the grueling race (no word on whether the Coke drinker made it across the finish line). Finishers received a small trophy consisting of an iron tube formed into the shape of a stick figure with a hexagonal nut for a head – an Iron Man. The next year was even more raucous, with another 15 racers and 12 finishers, but this time the winner was a bar owner from San Diego. Dunbar again finished second, but this time he did it in a Superman costume. Haller finished fourth.
Sadly, this epic origin story ends with a falling out and a legal battle. As Collins’ idea grew into a worldwide phenomenon, he would end up selling it for millions. Due to the wording of the paperwork signed by the original participants, there is a controversy over the original 15 owning a small part of the Ironman event, an interpretation that had been rejected by the courts. They never got a cut of the money from the event, which is now owned by Chinese conglomerate Dalian Wanda Group, who paid 0 million for it in 2015.
The Ironman runs some 260 races in 44 countries, and while they may be an incredible achievement for those who run it, there will never be an Ironman like the ones run by a group of Navy friends in the early years.