Smoking cigarettes has been a popular pastime among troops since the very first line formed at the armory. Everybody, both civilian and service member alike, has their reason for smoking, but one thing is consistent between the two crowds — flipping one cigarette upside down and saving it for last.
This last cigarette is referred to as the “lucky cigarette” and it’s considered bad luck to smoke it before the others in the pack. People all over the internet have speculated at the origin of this superstition, but it’s very likely that it all started with troops in WWII — and the Lucky Strike brand cigarettes they used to get in their rations.
So, if you’ve ever wondered why your veteran friend saves a single, specific cig for last, here are the best explanations we’ve found:
(U.S. Marine Corps)
World War II
In WWII, troops would get Lucky Strike cigarettes in their rations and each cigarette was stamped with the brand’s logo. It’s believed that those fighting either in Europe or the Pacific would flip every cigarette in the pack except for one. That way, when a troop sparked one, they’d burn the stamp first (this was before the days of filtered cigarettes).
That way, if a troop had to drop the cigarette for any reason, the enemy couldn’t quickly determine the country of origin — any identifying mark was quickly turned to ash. The last cigarette was the only exception — and if you survived long enough to smoke it, you were considered lucky.
U.S. Marine Corps LVTP-5 amphibious tractors transport 3rd Marine Division troops in Vietnam, 1966.
(U.S. Marine Corps)
Some swear that this tradition comes from the Vietnam War.
By this point, filtered cigarettes were becoming the norm, so you could only smoke ’em one way. Still, the tradition remained largely intact. Instead of flipping every cigarette on end, troops would invert a single one and, just as before, if you lived long enough to smoke it, you were a lucky joe.
Hopefully you can quit when you get out.
In either case, having a “lucky cigarette” in your pack has since become a universal superstition.
Whether you’re in the military or not, flipping that one cigarette is considered good luck, even when your life isn’t in immediate danger.
As the cyber realm evolves, effects from cyberattacks are moving from the digital world to the physical one.
Just three years ago, nearly 225,000 energy customers in Ukraine woke to a powerless city after regional electrical companies were hacked and shut down by malicious Russian cyber actors. In 2018, the city of Atlanta had to suspend many of its services while ransomware ran rampant through government computers.
To ready the Air Force’s Cyber Protection Teams, which defend priority Department of Defense networks and systems against such malicious cyber-physical acts, the 90th Cyberspace Operations Squadron has developed an innovative new training tool.
“‘Bricks in the Loop’ helps cyber airmen conceptualize and understand the relationship between the network and physical domains in operational technology infrastructures,” said Christopher De La Rosa, 90th COS cyber modeling and simulation environments lead. “Significant differences exist between information technology and OT networks, necessitating different approaches to training our airmen in IT and OT cyber defense.”
In other words, BIL links cyber (IT) and physical (OT) resources to afford airmen the opportunity to see how a cyber action can effect a physical asset. Unfortunately, any cyber-physical training option using life-size training assets would be too costly to create, so current options are predominantly virtual-based, according to De La Rosa.
The “Bricks in the Loop” cyber-physical training platform at Joint Base San Antonio-Lackland, Texas, helps 90th Cyberspace Operations Squadron members ready the Air Force’s Cyber Protection Teams.
(U.S. Air Force photo by Tech. Sgt. R.J. Biermann)
To remedy this, his team created a scaled, physical training environment made of toy, plastic bricks purchased off-the-shelf. They combined this with an IT network built from open source or low-cost, and easy-to-use software options. The build cost less than ,000 and took only four months.
The “loop” serves as a simulated Air Force installation with assets such as a fire station, police station, airport, airport passenger terminal, jets, tanker trucks, and other vehicles. Many of these elements can purposefully be hacked and made to light up, move forward or backward, spin, alarm or stop working all together, all to alert the trainee a cyber action has taken place. The toy bricks are built on 15×15 inch tiles so they can be easily transported and re-built to support on-demand training or to model service-level exercises.
“The look and functionality of the environment allows the trainee to easily translate the model to critical missions on most bases, and the potential damage that could occur from a malicious cyber-physical attack on those missions,” De La Rosa said. “There are many more scenarios relevant to Air Force bases that, if disrupted, may have a critical impact on assigned missions.”
The “Bricks in the Loop” cyber-physical training platform at Joint Base San Antonio-Lackland, Texas, helps 90th Cyberspace Operations Squadron members ready the Air Force’s Cyber Protection Teams.
(U.S. Air Force photo by Tech. Sgt. R.J. Biermann)
In the future, the team hopes to include additional assets that will lend to more training scenarios, including fuel operations, security, water filtration, and fire alarm and suppression systems. The team is also seeking to incorporate a remote access and control feature providing trainees the opportunity to connect from anywhere.
Training cyber airmen isn’t new to the 90th COS. In the last two years alone, the squadron has developed 110 cyber capabilities comprising real-time operations and innovation efforts, CMF support efforts, and additional supporting capabilities and enabling efforts, including BIL.
As AFCYBER airmen continue to deliver full-spectrum global cyberspace capabilities and outcomes to the Air Force, joint force and nation, so will the 90th COS in its endeavor to keep them proficiently trained and ready.
The job title “military linguist” sounds pretty impressive, right? It should, since linguists work around the world to translate highly classified documents and connect with troops and allied forces.
You don’t have to know anything but English to go into that career, either. That’s where the Defense Language Institute Foreign Language Center comes in. It’s one of the world’s foremost language schools that can make you fluent quickly, whether you’re learning Arabic, Farsi, Pashto or Mandarin Chinese.
The DLIFLC teaches 17 foreign languages in Monterey, California. Most enlisted students take its immersion courses to go into military intelligence jobs, while federal employees from other agencies, such as the FBI and National Security Agency, also go there.
It’s no cake walk
The courses are intense. They’re six to seven hours a day (NOT including homework), five days a week, and they last for 64 weeks over three semesters.
“Usually starting from the second month of their study, the teachers – we already use almost all of the target language in the classroom,” said Zhenshuai Liu, one of the DLI’s many native Chinese-language instructors.
Utah Army National Guard Pfc. Logan Jensen and Air Force Airman 1st Class Joseph Rutledge are two of the school’s current students. Both loved language and culture going into it, but neither knew a word of Mandarin. Rutledge said he was nearly panicked when his class began having days without using any English.
(Army photo by Patrick Bray)
“You definitely realize how much you do and don’t know all at the same time,” he said. “They do it in such a way that it’s manageable … but you’re definitely out of your comfort zone.”
Air Force Tech Sgt. Benjamin Walton, the school’s chief military language instructor, knows all about that. Walton was a DLI student a decade ago. He was trained in Chinese, too.
“It kicked my butt, but I was able to survive it,” he said. “None of the students are prepared for the amounts of information and the pace of the course and what they’re going to have to go through when they come here.”
That’s not a knock on the students, though, who are very bright.
“Students who coasted through high school and those who even may have coasted through college – they really didn’t have to study much,” Walton said. “They all come here … and think they’re going to jump into this and ace it, despite our repeated warnings.”
(Army photo by Patrick Bray)
But they’re still fast learners. Liu said DLI students only need about one week to learn basic syllables and phonetic sequences to the level of greeting people.
“In a civilian school, this can usually take one semester,” Liu said.
Jensen and Rutledge were about a third of the way through the course when we spoke, and they were learning 25-30 words a day, as well as how to distinguish them – an often confusing task.
“A lot of them sound alike. So, you could say one thing, and depending on the context or tone you say it in, it could have up to five different meanings,” said Jensen, who spent the first few months drinking a lot of coffee and doing pushups to stay awake. “You’re spending so much brain power just trying to understand what you need to do.”
The keys to learning
Liu said the key is to link your interests with the language so you can stay motivated and keep up with the pace. The school incorporates extracurricular activities such as cooking days, storytelling of legendary warriors and heroes, and there are immersion trips to places like a local Chinese market to get the students to appreciate the culture.
(Army photo by Patrick Bray)
“You have to be interested in it in order for it to be successful,” Rutledge said.
And that’s not guaranteed. In general, the success rate for students at DLI is 75 percent. Some can’t keep up academically, while others fail out due to disciplinary reasons. Walton said the students who make it to the end of the Chinese course have one of the highest passing rates – 95 percent – which makes students’ “ah-ha moments” so satisfying.
“To actually be able to get through to somebody – that’s the reason why we [instructors] came back here … to try to impart our wisdom to the students now,” Walton said.
Most of the students who do succeed reach the college level of understanding within a year and a half, which requires a lot of studying. Some students listen to the language in the shower, while others review flashcards whenever they have the chance. Liu calls them “super students.”
“They don’t only take care of their study, they actually have military duty after class hours. They have to go to training and pass all the tests,” he said.
If the students do well, they get the chance to go to Taiwan or mainland China to do a month of immersive language study.
(Army photo by Patrick Bray)
Jensen and Rutledge still have a way to go before they finish the course. But they’re getting there.
“In some ways, the grammar is similar, even sometimes easier,” Rutledge said. “Sometimes you can express rather complex ideas in very few words or written characters.”
One thing’s for sure: it takes a lot of focus, especially as a military student.
“If you slip up on a test or opt to go out and have drinks with friends instead of study, that can really come back to bite you,” Rutledge said, who will be a cryptologic language analyst when he’s finished at DLI. He isn’t sure if he’ll stay in the military long term, but either way, he’d like to be a translator or do international business, both of which will make the course worth it.
The DLI’s headquarters is in California, but it has the ability to instruct another 65 languages through its Washington, D.C., branch. There are also several language training detachments at sites in the U.S., Europe, Hawaii and Korea.
James Bond has fallen and it looks like his final mission has been put on hold. But for how long?
On May 14, 2019,Variety reported that 007 actor Daniel Craig reportedly “slipped and fell quite awkwardly,” which resulted in a twisted ankle and led to him being “flown to the U.S. for X-rays.” This report comes from unnamed sources at The Sun, meaning, for now, the top-secret allies of James Bond (or anyone from EON productions) have not confirmed this is real.
According to the report, Craig was filming the final scenes of the new film in Jamaica, and subsequent scenes, thought to be shot at Pinewood Studios in London have been suspended. Should Bond fans worry? Will the movie ever be completed?
In all likelihood, Daniel Craig will bounce back and the movie will still come out on time. After all, Harrison Ford broke his leg in 2014, and The Force Awakens still came out on time in 2015. We’re not saying who is tougher — Daniel Craig or Harrison Ford — but if Han Solo can deal with a broken leg, then James Bond can get over a twisted ankle.
That said, here’s hoping Craig makes a swift recovery, if only so he can get back to his dad duties as well as his secret agent work, too.
Bond 25 doesn’t have a title yet is and is scheduled to be out sometime in February 2020.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
Emergency stroke care for veterans continues to improve thanks to the expansion of VA’s National Telestroke Program, one of the first nationwide telestroke programs in the world.
The program was launched in 2017 to improve veteran access to stroke specialists.
“In just two short years, the VA National Telestroke Program has grown to provide acute stroke services in over 30 VA medical centers from coast to coast,” said Dr. Glenn Graham, VHA Deputy National Director of Neurology. “We’ve built an extraordinary team of over 20 stroke neurologists across the United States, united in their passion to improve the care of veterans in the first hours after stroke.
“We’ve developed new technological tools dedicated to the task, such as the Code Stroke mobile app, and have improved the consistency and quality of stroke care in VHA nationally.”
Stroke is the fifth leading cause of death in the United States and the leading cause of serious long-term disability. When it comes to stroke, time is brain! During a stroke, 1.9 million brain cells die every minute. Delaying treatment one-hour ages the brain 10 years.
Telestroke go-live training at the Las Vegas VA Medical Center.
Treatment of stroke with a clot-busting drug reverses the effects of a stroke and reduces long-term disability. Having a stroke neurologist readily available to guide treatment improves outcomes for stroke patients. However, emergency access to a stroke neurologist 24/7/365 is often limited. Telestroke solves this problem by using technology to bring a stroke neurologist to a patient’s bedside anywhere in the country in seconds.
In minutes, stroke victim talking to neurologist via video
The VA program uses an innovative approach to providing services by using low-cost, highly-reliable commercial technology: iPads. When a patient has stroke symptoms, the telestroke neurologist initiates a FaceTime video call to the iPad at the patient’s bedside and has a live conversation with the patient, caregiver, and on-site providers. The neurologist examines the patient, reviews the medical record, and guides treatment.
In the first two years of operation, the program has conducted over 1,000 emergency consults and feedback has been overwhelmingly positive. “Specialty doctors, really good ones, are not able to be in every place at every time. We had a way to connect the doctor with me when I needed it,” said one veteran.
The program has attracted stroke neurologists from around the country. “It’s the ability to serve veterans in a new way and to serve veterans that otherwise wouldn’t get that care, bringing a new service to those areas. It’s been really gratifying,” said a VA telestroke neurologist.
VA doctor survives stroke with help of VA Telestroke program he helped put in place.
The reach of the program will extend beyond VA with the upcoming worldwide release of the Code Stroke App. The VA-developed app scheduled for release this summer will be free to users worldwide. The app is designed to be used during a stroke code to reduce time-to-treatment by providing real-time information to all team members regardless of location.
“The Code Stroke app focuses on accelerating the episode of acute care by organizing and managing the repetitive aspects of care while providing decision support, structured interaction between neurologist and ICU/ER staff, and automatic documentation,” said William Cerniuk, Director of VA’s Mobile Program.
Need for quick expert decision is critical
“While our initial focus was on small, rural VA medical centers with little or no specialty care in neurology, it is clear that even large, urban VA hospitals can benefit from participating in the VA Telestroke Program,” said Dr. Graham. “This is really no surprise, as with the increase in stroke treatment options, the need for expert decision making at the bedside and without delay is greater than ever. I can imagine a time when all VAs not having a resident or attending neurologists in the hospital at all times will use telestroke to fill these gaps. There is much exciting room for growth, and much important work to be done.”
Call 9-1-1 right away if you or someone you are with shows any signs of a stroke, such as the abrupt onset of weakness, numbness, vision loss, difficulty speaking or understanding, or loss of coordination. Act FAST!
This article originally appeared on VAntage Point. Follow @DeptVetAffairs on Twitter.
President Donald Trump appears to have confirmed ending a CIA program to arm and train rebels battling the government of President Bashar al-Assad.
In a post on Twitter criticizing a Washington Post report, the president said late July 14, ” The Amazon Washington Post fabricated the facts on my ending massive, dangerous, and wasteful payments to Syrian rebels fighting Assad.”
Trump didn’t specify what was wrong with report by the newspaper, which is owned by Amazon founder Jeffrey P. Bezos.
The Washington Post had reported Trump decided to end the aid almost a month ago after meeting with CIA Director Mike Pompeo and National Security Adviser H.R. McMaster in the Oval Office. It was before the G20 Summit in Germany when met on July 7 with Russian President Vladimir Putin.
The Russian government, which backs the Assad regime, has opposed the program, which was begun by President Barack Obama in 2013.
Officials said the CIA program will likely be phased out “over a period of months.” US ally Jordan, which has hosted training sites for the Syrian rebels, backs the move, according to the newspaper report.
The White House did not dispute the story last week.
A spokesman for the CIA declined to comment on Trump’s tweet.
On July 21, the leader of US special forces appeared to confirm the end of the program.
“At least from what I know about that program and the decision to end it, absolutely not a sop to the Russians,” Army Gen. Raymond Thomas said at a national security forum in Colorado. “It was, I think, based on an assessment of the nature of the program, what we’re trying to accomplish, the viability going forward.”
He said it was a “tough, tough decision.”
“It is so much more complex than even I can describe, that’s not necessarily an organization that I’ve been affiliated with but a sister, parallel activity that had a tough, and some would argue, impossible mission based on the approach we took.”
After his speech, he told reporters he hadn’t confirmed anything and was referring only to “public reporting.”
Gen. Arnold W. Bunch Jr. is the commander of Air Force Materiel Command, headquartered at Wright-Patterson Air Force Base, Ohio. He handles installation and mission support, discovery and development, test and evaluation, life cycle management services and sustainment of every major Air Force weapon system. The command employs approximately 80,000 people and manages $60 billion of budget authority.
AFMC delivers war-winning expeditionary capabilities to the warfighter through development and transition of technology, professional acquisition management, exacting test and evaluation and world-class sustainment of all Air Force weapon systems.
There are eight AFMC host bases: Arnold AFB, Tennessee; Edwards AFB, California; Eglin AFB, Florida; Hanscom AFB, Massachusetts; Hill AFB, Utah; Robins AFB, Georgia; Tinker AFB, Oklahoma and Wright-Patterson AFB, Ohio. In addition, the command operates associate units on several non-AFMC bases.
During an interview with Airman magazine, Bunch discussed AFMC’s mission and responsibilities and the roles of science, technology and innovation in increasing Air Force readiness.
Airman magazine: Air Force Materiel Command is a large and diverse command which a lot of Airmen may not understand. Can you talk about the mission of the command?
Gen. Bunch: I would say we are the most diverse (major command) that there is in the Air Force. When you consider the demographics, we are very diverse. AFMC has huge mission diversity as well. What I want to tell the Airmen is, we touch everything that they touch on a day-to-day basis. When a system comes into the Air Force, we do a lot of the (science and technology) research upfront and early. That work is done through the research lab. We do a lot of the acquisition planning either through the Nuclear Weapons Center or through the Life Cycle Management Center and that starts the acquisition process. We test systems and we do all the activities to get it into the Air Force. Then we sustain the system for the long term through the sustainment center, all the way to the point that we get rid of it or retire it and put it at (Aerospace Maintenance and Regeneration Group) in some cases.
So, from the beginning all the way to the end of any system we have within the Air Force, AFMC plays a key role. Underlying all that and at the foundation is the work the Air Force Installation and Mission Support Center.
The AFIMSC takes care of all facilities modernization and restoration. They also take care of contracting, security forces, housing privatization, dormitories and military construction. They take care of these things on our installations day-to-day to make sure that our facilities are up to date so that we can project power anywhere in the world.
So our mission diversity ranges from every mission system across the Air Force that we create, develop, test and maintain from the very beginning of the program all the way to the very end of a program’s life to support for the nuclear enterprise, and installation and mission support.. AFMC is involved in all of it, so it’s a very diverse mission.
Gen. Arnold Bunch Jr., Commander, Air Force Materiel Command, talks with members of the 412th Medical Group during his visit to Edwards Air Force Base, California, Oct. 18.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: You talk about the importance of AFMC people. What is AFMC doing to attract top talent, develop and keep the workforce?
Gen. Bunch: Our Airmen, and when I use Airmen, I’m talking about military and civilian. I don’t distinguish within this command. We, more than any other command with (more than) 60,000 civilians, we are Airmen all focused on the Air Force mission. They are our most valuable resource and they are what make this organization tick. They’re the ones that get it done every day and execute their wartime mission each day.
We are trying to speed up the process of bringing the right people in and who we can recruit. We’ve actually taken some steps to speed that process up, to make it go quicker. We’re also doing some unique things where we’re doing job fairs to try to get at the right people. We’re using acquisition workforce development funds to pay off student loans to attract high quality, high caliber people in the skill sets we need. And what I’ve asked the team to start looking at is how do we communicate this so that we can keep people?
We had a lady who worked in the Air Force Test Center in May who retired after 68 years of service. We have 21 or 22 year-old young men and women coming in and I’ve got folks that have worked in the organization for 68 years. How you communicate across that diverse spectrum and how you motivate them all to keep going forward and how do you reward and award. Those are the things that we’re asking our people to take a look at and to help us drive our retention numbers the way we need them to go.
Since October of last year, we’ve seen about an 11% drop in the time to hire civilians. We’re not where we want to be, we’ve got to get better, but it’s a step in the right direction and something that I feel comfortable saying to the workforce. We know we’ve got to do better and we’re working at it.
Congress has been very helpful by giving us some additional authorities and we’re utilizing those authorities to try to go faster.
Air Force Chief of Staff Gen. David L. Goldfein congratulates Gen. Arnold W. Bunch, Jr. after assuming command of Air Force Materiel Command commander, shake hands during an assumption of command ceremony inside the National Museum of the United States Air Force, Wright-Patterson Air Force Base, Ohio, May 31, 2019.
(U.S. Air Force photo by Wesley Farnsworth)
Airman magazine: The (Former Secretary of the Air Force Heather Wilson) and Air Force Chief of Staff Gen. David Goldfein) have called out the “Air Force We Need.” Can you please describe the “AFMC We Need” initiative? What are some focus areas and objectives?
Gen. Bunch: We have the National Defense Strategy that came out that everyone’s focused on and (the Air Force) came out with the “Air Force We Need.” When I came into the job, what I wanted to do was define what do we, as AFMC, need to be to support the National Defense Strategy and to support where the chief and secretary want to go with the “Air Force We Need.”
I didn’t have any preconceived ideas of what we wanted it to be. I wanted to tap into our most valuable resource, our Airmen. They’re the ones that are executing the mission each day. So we wanted to, as Gen. Goldfein says, “squint with our ears” and listen to our men and women about what’s impeding their ability to get the mission done and what do they think it means to speed things up, go at the speed of relevance. So, we formed a team. We sent them out. They did a lot of surveys. We got a lot of results back in and a lot of great ideas that we’re now trying to review and see how we want to implement the suggestions or what we can put in place to move forward.
One of the books I’ve read about leadership is “Primal Leadership.” In the book there is a quote about, “None of us is as smart as all of us.” So, what I wanted to do was capture the essence of what the men and women believe in the organization and then glean through those comments to figure out what we need to get after. So we’re excited about going forward.
Airman magazine: The “AFMC We Need” addressed broad areas across the command. What are some of the challenges identified?
Gen. Bunch: We did do some external interviews and I would say they’re kind of consistent. One of the things is we’ve got to do a better job of communicating our impact and what our mission is. Some of our folks didn’t understand what we do, internally and externally, so we’ve got to do a better job at communicating some of that. A couple other challenges identified were facilities, infrastructure and information technology.
We’re telling people they’re coming to work in this remarkable organization, but they’re having tremendous impacts on a day-to-day basis with how our information technology systems work and it’s causing limitations. So those will be some of the initial challenges that we are going to focus on.
Another challenge we are going to focus on and we are starting to take some actions in is leadership training. Our people want their supervisors to be better leaders.
Last month, we had a senior leader conference where we talked about that with all our center and installation commanders. One of the things we’re trying to find out is who are the “no” people. The goal is to stop some of those noes and see what we can do to get to “yes” to move forward as an organization so we’re better prepared to support the future.
One of the installation commanders gave me a sign and I’ve got it in the office. I asked everybody at the senior leader conference to sign it. It says, “Find out where no lives and kill it.”
Capt. Joshua Lee talks with Gen. Arnold Bunch, Air Force Materiel Command commander, about unmanned aerial systems Oct. 15 at Eglin Air Force Base, Fla. The commander visited Air Force Research Lab Munitions Directorate’s newest networking test and design facility during an early stop on his two-day tour of the base.
(U.S. Air Force photo by Samuel King Jr.)
Airman magazine: You have stated the AFMC has to be better at anticipating Air Force needs. How will AFMC do this?
Gen. Bunch: We have to think forward. We have to think about the future. We can’t get caught up in what is Air Combat Command or Air Mobility Command or Global Strike Command asking for today. We need to focus our science and technology to go forward. (The Air Force) put out the Science and Technology 2030 strategy. We’re building an implementation plan to get after that. How do we create a competitive environment with what we’re doing within the research laboratory so that we are pushing ourselves and we’re scanning that horizon for what’s out there for the future. That’s one way that we can do that.
We also need to capitalize on a lot of what’s going on with commercial industry to get innovative ideas from outside that we may not have thought of. So we’re supporting the pitch days that (Dr. Will Roper, assistant secretary of the Air Force for Acquisitions, Technology and Logistics) implemented in small business innovative research.
We’re supporting the stand-up of consortiums so that we can get good ideas in and see what people can do. So, there are a lot of activities we as AFMC need to work on. We need to continue to look at industry strategies for how they’re doing business and how they develop software. We need to look at how can we do those things in a more responsive manner and change how we hire the workforce and how we recruit and retain them.
We’ve got to get a more operational tie and more linkage with what we’re doing across AFMC, and with the other major commands. How are they employing some of their aircraft? How are they doing their communication? What do we need to do? What can we glean from within to find answers? We need to make our ties stronger.
Air Force Vice Chief of Staff Gen. Stephen W. Wilson, left, and Dr. William Roper, assistant secretary of the Air Force for Acquisition, Technology and Logistics, center, discuss the April 20 TechStars Autonomous Technology Accelerator for the Air Force Demo Day at the Westin Hotel in Boston with John Beatty, right, executive director of the Massachusetts Military Task Force. Ten startup companies pitched their ideas to potential investors and Air Force senior leaders during the event, which is a partnership between Techstars and AFWERX.
(U.S. Air Force photo by Linda LaBonte Britt)
Airman magazine: How is AFMC utilizing partnerships with commercial tech companies and academia to have a better understanding and mine those advanced capabilities that may be on the horizon?
Gen. Bunch: So there are a couple of different areas that I’ll focus on. We’re working right now and we’ve got some good partnerships with Delta, Tech Ops, and Georgia Tech Research Institute on what we’re doing for condition based maintenance. We’re looking at what the commercial industry is applying in managing their large fleets of aircraft. Also what can we do with machine learning or artificial intelligence so that we can be more predictive for when some of our systems may be going to fail and help us keep the supply lines primed with repair parts. To me, we have great partnerships with a lot of great ideas that we can employ and we’re working down that path together, so that’s good.
We’ve got to get rapid. That’s all part of the Rapid Sustainment Office that we stood up with Lt. Gen. Robert McMurry as the program executive officer. The RSO team is looking at condition based maintenance, additive manufacturing or 3D printing and are there technologies out there we can use and capitalize on. We’re starting to make grounds in those areas. So those are a few of the ideas that are coming from the commercial end that we can utilize.
Airman magazine: You’ve said our peer adversaries are developing new capabilities modernizing existing capabilities, eroding our tech advantage. Please describe how AFMC is responding to the need for speed?
Gen. Bunch: There are a lot of different things we can do to get at that need for speed. But what we also want to make sure of is while we’re speeding, we’re doing it with discipline. We need to go fast, but we also need to put the disciplines in place so that we’re thinking our way through some of those systems and some of the decisions we’re making so that we are looking long term as well as immediate. We’re looking at, can I get a technology to the field faster? That means a viable product that we would evolve over time versus going for the solution that would take 10 years and a lot more effort. Can I give you something that gets me on that path in two years that you would be able to utilize in the field and be able to move out with.
So that’s one area that we’re looking at. Can I turn things faster and build over time? Another one that we’re continuing to focus on is open mission systems. If we can get open mission systems architecture into our weapons systems and into our designs, we can then bring in new technologies as technology evolves or the threat changes, because those are two things that are never going to slow down. They’re going to change. But by having open mission system architecture, we can piecemeal in parts over time as the technology and the threat changes so that we can adapt more quickly. We shouldn’t have to test systems as long. We should be able to be cyber secure. Those are a couple examples of things that we can immediately get after.
A good example of that is R-EGI, our Resilient Embedded GPS/Inertial Navigation System. That’s a program that we’re running out of the Life Cycle Management Center and it’s to get after having a resilient position navigation and timing solution over time. If that becomes threatened, what we have is an enhanced GPS/INS, most folks know. We fly it in all of our aircraft. It’s common with us, the Navy, the Army; it’s in all platforms. It’s something that’s almost universal. What we’re doing in this effort is trying to build open mission system architecture design so if I needed to inject new software or I needed to add a new component, I could evolve that over time as the threat changes and we could be more resilient.
Another good example is we’re using and trying to push to digital engineering and a digital enterprise. Right now, the ground based strategic deterrent team is doing a good job with some model-based systems engineering. We want to digitize and become a more digital enterprise with what we’re doing within AFMC. In digital we can change things in a more rapid manner and do things on a computer and look at options and look into digital areas before we ever start doing some of the other advances. It should eliminate some of our trial and error.
The Air Force Research Laboratory’s AgilePod is shown mounted on the wing of the Textron Aviation Defense’s Scorpion Light Attack/ISR jet. The AgilePod is an Air Force-trademarked, multi-intelligence reconfigurable pod that enables flight-line operators to customize sensor packages based on specific mission needs. A fit check in late December 2017 provided an opportunity to demonstrate the ability of the pod to rapidly integrate onto a new platform with short notice, highlighting the benefits of Sensor Open Systems Architecture.
(U.S. Air Force photo by David Dixon)
Airman magazine: In fall of 2017, the secretary challenged us to develop a new Air Force ST Strategy for 2030. That document is now published. From your perspective, what are a few of the key takeaways?
Gen. Bunch: Really, it’s about competition and how do I create competition within what we do, within our research laboratory and our ST so that we’re continuing to push the bounds. I think that’s one of the key ingredients. How do we as an enterprise capitalize on the various basic research activities that may be out there so that we’re pushing the envelope and we’re looking at things and going, “That has great promise, I need to continue to work in that area.” Or, “That’s not making the progress I need. I need to off ramp that and I need to go another way.” So I think that one is really important.
The other one is we have science and technology dollars and how do I, over time, take those and shrink the investments so that they’re more focused in game changer technologies that I’m going to put out in the field. How do we capitalize on that knowledge base and how do we drive to where we’re transitioning game-changing technologies and we’re getting them into the field and capitalizing on that transition. I think those are two of the key things that we’re really looking at.
Airman magazine: How are AFMC and AFRL going to support the execution of the strategy?
Gen. Bunch: So there are a lot of activities already underway. Right now, we’re working with AFWIC, Air Force Warfighting Integration Capability, and we’re working with Dr. Roper’s team to come up with an implementation strategy. So that’s in the works. We are also trying to make some changes so that we can handle our money with a little more flexibility, so that we can shift and put our focus where the dollars need to be for those bigger projects.
So we’ve got a great partnership right now. The team is working with me on a regular basis. Our team’s trying to set in place processes to review where our tech focus areas are so we can make the right investments. They’re looking at what we want to do in basic research. They’re looking at what we want to do at the next level and then what we’re doing in our advanced research, where we’re getting to the prototyping and how do we focus.
A Republic of Singapore air force F-16 Fighting Falcon fighter aircraft tactical aircraft maintainer assigned to the 425th Fighter Squadron, Luke Air Force Base, Arizona, performs a launch inspection June 10, 2019, on the flightline at Tyndall Air Force Base, Florida. The 425th FS is at Tyndall to take part in a Combat Archer exercise.
(U.S. Air Force photo by Airman 1st Class Bailee A. Darbasie)
Airman magazine: Is the Tyndall AFB rebuild an opportunity to take the Base of the Future off the drawing board and make Tyndall a proof of concept for new tech?
Gen. Bunch: We are looking at new technology for Tyndall. Tyndall, as devastating as that was, thank goodness we had a great team doing a lot of great work so that the damages were material damages to things that we can replace and it wasn’t to our Airmen and their families. That’s our number one focus, their safety. But now as we recover, we do have an opportunity to look at what would we want the base to look like for the future. How would we want the information technology system set up so that it’s more efficient? How would we set in the power lines? How would we build the buildings? We are looking at Tyndall as an example of what we may be able to do for the future.
We’ve actually had AFWERX bring in some outside companies to come in and pitch their ideas. So we’re trying to move as quickly as we can to get everything moving forward, to get the mission back to normalcy. We’re also looking at what would we do different now that we can make changes and we can look at the mission from a different perspective. How would we make it better when we rebuild it? How is it more resilient? How do we have a better information technology network? How do we design everything–from are we going to put anything above ground or are we going to put it all underground now that we have the time to be able to do that so that it’s safer and more secure and less likely to be damaged in the future. Those are all things that we’re looking at as we go forward.
Airman magazine: How does AFMC support the Air Force as a hub for innovation?
Gen. Bunch: Innovation’s been a foundation of what we’ve been as an Air Force from the very beginning. And it’s interesting, we have more than 80,000 people within AFMC and you ask them all what innovation means, you’d probably get 80,000-plus different definitions. And I’m good with that. Innovation can mean some groundbreaking revolutionary thing that we’ve never done or it could mean changing a process so that we can go faster because we’ve employed what the Sustainment Center uses which is the ‘art of the possible.’
I’m good with all of it. What we have to create, and I think we are doing a better job of it, is an environment where a good idea can come in. What I want to make sure, as the commander, is that our people understand I’m willing to let them try things. And I’m not talking crazy risks, but if they want to try a new idea or process, I’m okay with that. If it works, that’s great and if it doesn’t work, then we’ll learn from it and we’ll move on. So innovation can take many, many forms. I want people to come in with their good ideas and I want to capitalize on their innovative spirit. That is what we as an Air Force were founded upon.
We also tie in with AFWERX; the Pitch Days to me are innovative. We’re going to be doing an AFMC internal pitch day where we can pitch our own good ideas, not just try to capitalize on what industry does or what venture capitalists are doing. So we’re trying to actually harness those good ideas to go forward.
Dr. Will Roper, Assistant Secretary of the Air Force for Acquisition, Technology and Logistics, welcomed event attendees during the Air Force Space Pitch Day, Nov. 5, 2019, San Francisco, Calif. Air Force Space Pitch Day is a two-day event demonstrating the department’s willingness and ability to work with non-traditional start-ups.
(U.S. Air Force photo by Van De Ha)
Airman magazine: With declining mission capable rates and an aging fleet with an average 28 years of service, what do these numbers mean and do MCRs equate to Air Force readiness rates?
Gen. Bunch: So readiness depends on where you sit as to what you believe the right metric is. The one we’re driving right now, we’re trying to increase, is aircraft availability. That’s one that we’re really focused on with our legacy fleets. And there are multiple factors that play into that. One of the things that we’re finding is, we have, in some cases, a shrinking industrial base. And that’s one that we’ve got to focus on to help grow that industrial base.
What we want to do is make sure that the people who are operating the systems have as much up time as they can so they’re as ready as possible to do their mission. That takes research. How would I go do this? It could take reverse engineering. How do I reverse engineer this component that there’s no longer a vendor for and create it? So we either build it ourselves or we put the drawings out to get it manufactured.
The fact we are flying aircraft as old as they are with the mission capable rates that we have today is because of the Airmen working in the Sustainment Center and the focus of our maintainers out on the line who can keep these legacy aircraft up and running.
At an average age of 28 years, the fact that we keep mobility aircraft taking off and landing, delivering supplies and equipment every two minutes is amazing work by a lot of different people. We’re ready, but we’ve got to continue to try to up that game and continue to try to improve.
An F-16 jet engine in max power during a test in the 576th Aircraft Maintenance Squadron’s hush house engine facility at Hill Air Force Base, Utah, June 5, 2019. The shop is responsible for performing organizational level maintenance on more than 200 engines per year. The shop’s maintenance tasks include engine inspections, external engine component removal and replacement, repairs, and troubleshooting during flight line and test cell operations.
(U.S. Air Force photo by Alex R. Lloyd)
Airman magazine: Can you identify some of the success stories throughout AFMC in new technologies like additive manufacturing, 3D printing and data analytics to improve readiness and decrease maintenance downtimes?
Gen. Bunch: We had a meeting last month where we were looking at engines. I’ll just use that as one example. We started looking at the performance of the engines over time and as we reviewed data and did the analytics, we started doing scheduled replacements of engines. So we could pull them off at the time that was of our choosing versus downtime required because the engine went too far.
What this allows us to do is control when we do maintenance. It allows us to prime the pump in the supply system so we get the right parts at the right time. That’s just one example that I can say from a data analytics perspective where we are really already seeing some great progress. We’re using condition based maintenance and algorithms right now with the C-5 Galaxy. We’re doing it in some cases in the B-1 bomber and we’re looking at growing it into the KC-135 fleet. So we’re trying to take some of those lessons learned in technologies and capabilities that others are using and apply it into our inventory and we’re starting to see some benefits.
We really want to get to the point if we’re going to send an aircraft down range and it’s going to have something fail in five days and the deployment is for 10 days, let’s fix it before we deploy it. If we can get to that point, we’ll really increase our aircraft availability and our ability to generate sorties and improve the mission dramatically.
On additive manufacturing, that one’s one that’s more challenging. A lot of people look at 3D printing as that’s really something easy to do. When you start talking about airworthiness that becomes a little more challenging. There are components we can build that are not airworthy components, and we’ve already got approval to do those parts. We have innovation centers at each of our three logistics complexes and they can do some of those. We save money and get the mission done in a timelier manner.
So we’re demonstrating some of those. It’ll take more time to get to where we can do a lot of airworthy parts. We’re working on that. We must get the engineers involved and get them the analysis.
We are seeing a lot of ground being made in additive manufacturing and in condition based maintenance. And then the other one, we’re taking technologies like cold spray, which is a repair technique, and we’re actually employing that in some of our depots so that we can minimize the downtime.
Airmen from the 90th Missile Maintenance Squadron prepare a reentry system for removal from a launch facility, Feb. 2, 2018, in the F. E. Warren Air Force Base missile complex. The 90th MMXS is the only squadron on F. E. Warren allowed to transport warheads from the missile complex back to base. Missile maintenance teams perform periodic maintenance to maintain the on-alert status for launch facilities, ensuring the success of the nuclear deterrence mission.
(U.S. Air Force photo by Airman 1st Class Braydon Williams)
Airman magazine: Would you talk about AFMC’s support to the nuclear enterprise from both a sustainment and modernization perspective?
Gen. Bunch: Maj. Gen. Shaun Morris is our Air Force Nuclear Weapons Center (AFNWC) commander and his team is doing an outstanding job making sure that our nuclear deterrent is solid and that there is never a question that if they are called are they going to be able to respond. And that goes across the full spectrum.
The Minuteman-III program was built many, many years ago with a short lifespan; well we’re still maintaining them. We’re going to be maintaining them until the 2030 timeframe. We’ve stood up depot maintenance now on our Minuteman-III system, which was never intended to have a depot capability, but we’re doing that so we can sustain it and ensure that it’s reliable if ever called upon to do its mission.
AFNWC is on the front edge of making sure that our nuclear deterrent is really a nuclear deterrent and it’s credible and it’s safe and secure and it can answer the nation’s call.
The other part of the nuclear mission is the air leg; we have to make sure that we’re doing what we need to sustain our bomber force. AFMC is key in making sure that the force is supportable, sustainable, with upgrades where needed, while making sure all the activity we’re doing in the depot is supporting the mission.
Airman magazine: Could you talk about agile software development and the way we buy and develop software and how does this relate to Agile DevOps and cyber protection for all of our weapon systems?
Gen. Bunch: Software is everywhere. We’re going to have to change our mindset about software. The way that industry does it is they’ll modify and continue to push updates on a more regular basis. I don’t ever think we’ll get to the point we’re doing what industry does with our systems, but we have to get into a more Agile mindset. That’s a challenge for a lot of the way we’ve done business. It’s not just that you have to bring in coders and create an environment where they can develop Agile methods, that’s part of it, but you also have to change the culture of the men and women that are working on this because it’s not the way they’ve historically done it.
You’re developing. You’re testing. You’re fielding. You’re correcting deficiencies and it goes on and on. That is a culture change for AFMC and the men and women that are doing the acquisition. It’s also a culture change for all of the test community and anybody involved. It’s a culture change with how you handle your dollars. One of the things that I’ve been a proponent of is the need for money that has not binned by a specific definition of sustainment, development, or production. If you’re really doing Agile or secure DevOps, those money lines are blurry. We need colorless money so that we’re not hindered by some of the rule sets on how the money gets moved around.
So it’s a big change. We’ve got to be able to change that culture. The other thing is you have to be able to attract and recruit software developers. We have to capitalize on that skill set. And a lot of what we’re doing right now, we’re actually bringing in Airmen who just have a propensity and a love for doing software development and we’re putting them to work and they love it. We also have to capitalize on our own capabilities along the way, but it’s one that we’ll have to re-look at how we bring in manpower.
Pilot Training Next instructor, U.S. Air Force Capt. Orion Kellogg, discuses a future PTN version 3 student’s virtual reality flight with members of NASA as part of a collaborative research agreement between Air Education and Training Command and NASA October 22, 2019, at Joint Base San Antonio-Randolph, TX. The goal of the agreement is to help both AETC and NASA collect physiological and cognitive data and leverage each organization’s knowledge and skills to maximize learning potential for individual students.
(U.S. Air Force photo by Sean M. Worrell)
Airman magazine: With the advancements in AI/VR, how do you see the Air Force further capitalizing on technology to equip Airmen with quality training through simulation scenarios?
Gen. Bunch: AI and VR, those are big areas that we’re going to continue to look at. The best example right now is one that our Air Education and Training Command started with Pilot Training Next. What they’re really doing is they’re capitalizing off of the gaming industry and artificial intelligence to understand and to personalize the training they’re doing for each individual student.
The way they’re building Pilot Training Next allows the student pilots to learn in a simulated immersive AI and VR environment with an individualized training methodology, which really speeds up the learning process.
I think you’re going to see more growing in that area. We’re looking at trying to apply that for maintenance. We’re also looking at other avenues to try to capitalize so we’re better able to train the workforce in a timelier manner.
Airman magazine: You have a lot of experience in your resume in the test community. How do you see the community evolving for the speed of relevancy?
Gen. Bunch: So there are a lot of initiatives here. One of the things we did in my previous job was take the test community leadership to Silicon Valley to expose them to how commercial industry tests software. The goal was to figure out what can we change within our initiatives to be able to test software more quickly to support Agile development ops, secure DevOps and to push things out into the field faster.
That’s now something we’re working on. We’re changing our philosophy. We’re working with the operational test community to set that up. Another area that we’re looking at is how do we combine more developmental tests and operational tests earlier in the process? Gen. Mike Holmes [Commander, Air Combat Command] and I have kicked off an initiative to look at that. We’re looking at how we could combine our developmental tests and our operational tests so that we’re getting more data quicker. We can streamline the amount of testing. We can save costs. We can get things into the field more readily.
There are a lot of great strides going on at the Air Force Test Center with Maj. Gen. Chris Azzano about how do we test things in a more rapid manner. He’s asking the questions: How do we not over test? How do we use digital enterprise, model-based systems engineering? How can we utilize that digital enterprise to get after some of that testing so that we don’t have to do everything in open air and repeat things?
The worst answer you can give me is, “Gen. Bunch, we got to test this much because that’s how we’ve always done it.” That is not a good answer. So anybody out there, that’s not a good answer to give me. There are certain things we’ve got to go test. We want to make sure that it’s safe for the Airmen we’re putting in harm’s way. We want to make sure that they have a good product. But we are making a lot of strides at relooking at how we do our test enterprise.
Staff Sgt. Ruth Elliot, 412th Medical Group, takes a selfie with Gen. Arnold Bunch, Commander, Air Force Materiel Command, at Edwards Air Force Base, California, Oct. 18. Elliot was a presented a commander’s coin by the AFMC commander.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: What has been some of the most rewarding part of your career?
Gen. Bunch: From what I’ve done in the military, I go back to all I’ve ever really wanted to be was a commander and work for Airmen. I firmly believe in servant leadership and that the commander works for everybody in the organization. Right now I work for more than 80,000 men and women within AFMC, the Airmen making the mission happen every day and doing all the hard work. Getting to talk with them, getting to watch them grow and feeding off of their energy is the most rewarding thing I get to do every day.
If you listen to some of our young Airmen when they talk about the great things they’re doing or you watch them respond in a time of crisis with what they do, if that doesn’t put a smile on your face and make it great to put the uniform on every day then you probably got a problem and it may be time for you to go find something else to do.
To me, just the interactions with the our people and watching our Airmen succeed and watching them do the mission every day with the passion they do is just remarkable for me.
Airman magazine: What would you like to say directly to the Airmen of AFMC?
Gen. Bunch: So for the Airmen of AFMC, thanks for what you do each and every day, your wartime mission makes us successful. Remember that what we’re doing is critical to the war fighter and remember that we are the most important major command within the Air Force. If we’re going to achieve the National Defense Strategy and if we’re going to drive to the Air Force We Need, we’re the ones that have to succeed. If we don’t succeed then the Air Force can’t succeed. Remember, the programs and systems we’re working to sustain and test is to make sure America’s most valued treasure, our sons and daughters we send into harm’s way, have the technological advantage they need to do their mission supporting our nation’s defense and to come home safely.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
Even though the five-star general rank essentially died in 1981 with Omar Bradley, the idea of a five-star general rising above all others to command so much of the American and allied militaries is remarkably heroic.
The five-star general officer was born in WWII because American generals and admirals were often placed above allied officers of a higher rank. Someone elevated to that position could never retire and was considered an active-duty officer for the rest of their life.
That’s a lot of trust. The list of the 9 officers we deemed worthy of the honor rightly reads like a “who’s who” of U.S. military history.
1. Fleet Admiral William D. Leahy
Leahy was the first officer to make the rank. He was the senior officer in the U.S. Navy and the senior-most officer in the U.S. military. He retired in 1939 but was recalled to active duty as the Chief of Staff to President Roosevelt and then Truman until 1949. During the latter years of his career, he reported only to the President.
2. General of the Army George Marshall
George Marshall was a major planner of the U.S. Army’s training for World War I and one of Gen. John J. Pershing’s aides-de-camp. He would need those planning skills when World War II broke out, as he oversaw the expansion of the U.S. Armed Forces and the coordination of U.S. efforts in the European Theater. After the war it was Marshall who helped rebuild Western Europe with an economic plan that came to be named after the man himself.
3. Fleet Admiral Ernest King
King was the Commander in Chief of U.S. Naval Forces (the U.S. now only uses the term “Commander-In-Chief” to refer to the President) and the Chief of Naval Operations. Though he never commanded a ship or fleet during a war, as the Navy representative of the Joint Chiefs, he helped plan and coordinate Naval Operations during WWII.
4. General of the Army Douglas MacArthur
MacArthur graduated from West Point in 1903, fought in the occupation of Veracruz, World War I, and resisted the Japanese invasion of the Philippines for six months during WWII. MacArthur, despite having to retreat to Australia, oversaw the defeat of the Japanese in the Pacific and accepted their surrender less than four years later.
He would also orchestrate the occupation and rehabilitation of Japan, and the American counterattack during the early months of the Korean War.
5. Fleet Admiral Chester Nimitz
Nimitz was the Navy’s leading authority on submarine warfare at the outbreak of World War II. He would rise to be Commander-in-Chief of the Navy’s Pacific Fleet and eventually take control of all U.S. forces in the Pacific Theater. He served the Navy on Active Duty in an unofficial capacity until his death in 1966.
6. General of the Army Dwight D. Eisenhower
“Hitler! Macho Man Dwight Eisenhower coming for youuuuuu OHHHHH YEAHHHHHHH.”
Ike never saw combat as a soldier, but his planning skills were essential as Supreme Allied Commander of all allied expeditionary forces in Europe during World War II. He planned and executed the invasion of North Africa in 1943, and of course the D-Day invasion of France in 1944. After the war, Eisenhower was the first Supreme Allied Commander of NATO and was elected President in 1952.
7. General of the Army and Air Force Henry H. Arnold
“Hap” Arnold is the only officer ever to hold two five-star ranks in multiple branches and is the only person to ever to be General of the Air Force.
Before WWII, Arnold was the Chief of the Air Corps and became commander of the U.S. Army Air Forces when war broke out. He was one of the first military pilots ever, being trained by the freaking Wright Brothers themselves.
If Billy Mitchell is the Father of the Air Force, Hap Arnold helped raise it — he took a small organization and turned it into the world’s largest and most powerful air force during the WWII years.
8. Fleet Admiral William Halsey, Jr.
“Bull” Halsey started World War II harassing Japanese fleet movements in the Pacific in his flagship, the Enterprise. He was later made commander of all U.S. forces in the South Pacific and commander of the Navy’s third fleet. Halsey earned his status after the war ended but took the Navy on a goodwill cruise of friendly countries
9. General of the Army Omar Bradley
As mentioned, Omar Bradley was the last surviving five-star general, dying in 1981. He fought alongside the U.S. Army’s greatest all under the command of Dwight Eisenhower. He excelled during the D-Day landings and subsequent European campaigns. He eventually commanded 1.3 million fighting men as they invaded fortress Europe — the largest assembly of U.S. troops under a single commander.
* General of the Armies of the United States John J. Pershing
Pershing was promoted to this rank and title in 1919, though no official rank insignia existed at the time. It was made by Congress to recognize his role in the American entry into World War I in Europe.
* Admiral of the Navy George Dewey
Dewey received the title “Admiral of the Navy” by act of Congress in 1903. Admiral Dewey’s service during the Spanish-American War made him a national hero and celebrity.
* General of the Armies of the United States George Washington
President Gerald Ford promoted Washington to this rank and title — essentially a six-star general — in 1976 to always ensure Washington would be the senior-most officer of any group.
Any advanced technology is almost indistinguishable from magic. Qore Performance, and its innovations to enhance the capability of soldiers, meets the magical criteria. The products of Qore Performance focus on improving the performance of the military’s most important asset: the soldier. Accomplished via a focus on heat management and hydration solutions, Qore products and accessories are adaptable to 99% of the market.
As a veteran with the 75th Ranger Regiment and knowing the never-ending battle with heat management and hydration, I was excited to get my hands on two of their flagship products: IceVents, and the IcePlate.
About Qore Performance
A former officer with the San Diego Sheriff’s Department, Qore Performance co-founder Justin Li was no stranger to working in the heat. Serving in the California desert, with long hours, and wearing lots of protective gear, Justin knew there must be a better way to remain cool and improve endurance. Witnessing the innovation of the ‘cooling glove,’ and combining his knowledge of Tactical Combat Casualty Care (TCCC), Li began early prototyping that set Qore Performance upon a journey that continues today.
Our body is a master at homeostasis; we have a physiological process by which maintains a balance and stable equilibrium between interdependent elements. In other words, when it gets extremely hot outside, our body sweats to cool itself down. That is homeostasis at work. But what happens if our body remains hot for an extended period of time? We deplete our hydration stores and eventually overheat, unable to continue a task.
Excessive heat is an all too common problem for soldiers. The environments where we operate have high temperatures, the clothing and equipment we wear traps heat, and the physical demands of the job produce heat. Heat contributes to increased breathing and heart rate, which leads to dehydration and decreased performance. Beat the heat, and you can increase endurance.
Qore Performance’s fundamental mission is to prevent, and delay, the exhaustion of hydration stores through cooling innovations. Look no further than their hallmark hashtag of #stayfrosty. The problem statement is clear: soldiers are overheating on the battlefield. The solution: cool them down. We look at two examples of how their products accomplish this effort.
When asked how IceVents were created, Li replied, “IceVents were invented on my Honeymoon. I still can’t tell if that makes my wife happy or sad.” Li goes on to describe, “I started dreaming about how poorly designed traditional plate carrier and backpack shoulder pads are. They absorb water/sweat and they trap heat because they use old-school foam. Foam is also not good at distributing load which contributes to fatigue. Anyone who has ever humped a ruck of almost any weight knows this combination of factors sucks.” Li returned from his honeymoon and began prototyping, ultimately creating IceVents.
IceVents are composed of a “proprietary Supracor Stimulite impact-absorbing hexagonal honeycomb thermoplastic elastomer (TPE) technology.” Say that five times fast. This honeycomb looking design provides a unique channel of ventilation. It essentially creates a microclimate, providing space for heat to dissipate.
Initially created as a new technology for load carriage shoulder straps, IceVents can be universally applied to many products. Ear protection headsets, gun belts, tool belts, and even backpacks can all be integrated with IceVents. I put the IceVents in a couple of different carriers I own made by First Spear, and Crye Precision and they worked great. Easy to assemble, and super comfortable on a run or ruck march. Qore Performance has a list of all the compatible carriers on their website.
Qore Performance IceVents are currently being used by some of the West Coast Naval Special Warfare (NSW) groups, AFSOC, MARSOC, 1st Recon, and many other individuals across the country.
If you have worn body armor in a hot environment, you know what a pain cave it can be. IcePlates, and the newest innovation of IcePlate Curve, are an amazing solution for heat management and water storage. IcePlate Curve is essentially a water bottle that can hold approximately 50 ounces of water, weighs less than 1 pound, but in the form factor of a medium-sized ESAPI plate.
The IcePlate is worn close to the body to keep you cool. Every IcePlate is configured with a hose so you can drink the cold water inside, removing the need to carry a cumbersome water carrier on your back. Not only does the cold plate keep you cool, but it eliminates the need to store water elsewhere on your person. It’s just a much more pragmatic and functional design. No longer do you need to carry water bottles or even a Camelbak.
Talking with Li, one of the most interesting applications for the product was with public safety. At a Chick-fil-A store in Scottsdale, AZ, staff would take orders from customers outside in the drive thru. With high temperatures, staff were overheating and becoming exhausted. Thus, a new safety application emerged. Qore Performance outfitted the staff with plates to help keep them cool throughout the day, and the results were amazing. Watch the video HERE. IcePlates have expanded into many commercial customers to include Dutch Bros Coffee, Boeing, Costco, and many more.
IcePlates have tremendous applications in military, law enforcement, and safety applications. If I can’t convince you to wear an IcePlate, just read the dozens of glowing reviews from military, police, and safety officers. If you have ever been overheated wearing body armor, then you need to make this purchase. Stay Frosty.
Civil War POW camps were some of the most terrible, squalid places of the entire war. Massachusetts’ Fort Warren was an exception, however. It was used to house Confederate political prisoners and other high-value persons. Among those held here was Alexander Stephens, the Confederate Vice-President, as well as Confederate diplomats and even the Confederacy’s Postmaster General.
Legend has it that Melanie Lanier, the devoted wife of a captured Confederate troop, discovered his location via a letter he mailed her from the island prison. She immediately moved from Georgia to just outside Boston, Massachusetts, in the first step of an attempt to free her husband from the fortress.
One night, she boarded a boat that would take her to George’s Island – where the infamous prison camp and fortress were located. With the boat, she took a pickaxe, a pistol, and a length of rope in order to free her husband. She sat in the boat just offshore, waiting to hear any kind of signal from her beloved. That’s when she heard a common southern song, the signal that her husband was ready for action. But tragedy would soon strike.
As she and her husband made their way off the island and back to the waiting boat, she was surprised by a Union guard. She was able to subdue the sentry at first, using her pistol. But the guard only went along with the plot for so long. He attempted to overpower the woman and snatch the pistol away. In the scuffle, the gun went off, shooting her husband and killing him. She was overcome by the sentry and captured. Sent to the gallows, she requested to die in women’s clothing. All that could be found for her was a black mourner’s dress.
Melanie Lanier died by hanging not long after the botched escape attempt. Her body is said to be buried on George’s Island with others who died there. But unlike the others, Melanie is said to still be seen around the island at times, still clad in black and mourning her husband.
While many have claimed to see Fort Warren’s “Lady in Black” over the years, some doubt she existed at all. Such an escape attempt would have certainly ended up in Northern newspapers at the time, but no evidence of Lanier could be found. Furthermore, there’s another apocryphal story that could also be just as true. After World War II, the U.S. government was selling off all of its military possessions, and Fort Warren was one of those sales. Some say that in order to keep the historic fort from falling to a developer’s bulldozer, Edward Rowe Snow made up the story of the Lady in Black to make the island seem like much less of a steal.
It was later turned over to the National Parks Service.
The Air Force has designated the GOLauncher1 hypersonic flight research vehicle as X-60A. The vehicle is being developed by Generation Orbit Launch Services, Inc. under contract to the Air Force Research Laboratory, Aerospace Systems Directorate, High Speed Systems Division.
It is an air-dropped liquid rocket, specifically designed for hypersonic flight research to mature technologies including scramjet propulsion, high temperature materials, and autonomous control.
“The X-60A is like a flying wind tunnel to capture data that complements our current ground test capability,” said Col. Colin Tucker, Military Deputy, office of the deputy assistant secretary of the Air Force for science, technology, and engineering. “We’ve long needed this type of test vehicle to better understand how materials and other technologies behave while flying at more than 5 times the speed of sound. It enables faster development of both our current hypersonic weapon rapid prototypes and evolving future systems.”
(Generation Orbit Launch Services)
AFRL’s motivation for the X-60A program is to increase the frequency of flight testing while lowering the cost of maturing hypersonic technologies in relevant flight conditions. While hypersonic ground test facilities are vital in technology development, those technologies must also be tested with actual hypersonic flight conditions.
Utilizing new space commercial development, licensing, and operations practices, X-60A is envisioned to provide the Air Force, other U.S. Government agencies, and industry with a platform to more rapidly mature technologies.
The X-60A rocket vehicle propulsion system is the Hadley liquid rocket engine, which utilizes liquid oxygen and kerosene propellants. The system is designed to provide affordable and regular access to high dynamic pressure flight conditions between Mach 5 and Mach 8.
This is the first Air Force Small Business Innovative Research program to receive an experimental “X” designation.
Featured image: An artist’s sketch of an X-60A launch.
On Nov. 15th, Mark Esper was confirmed as Secretary of the Army by a seven vote margin in the U.S. Senate. He was President Trump’s third pick for the position after Vincent Viola, founder of Virtu Financial, and Sen. Mark Green were forced to drop out of the confirmation process before hearings began.
Esper rounds out the final Trump service secretary to be approved by the Senate. Heather Wilson was confirmed as Air Force secretary in May while Richard Spencer was confirmed as Navy secretary in August.
Secretary of Defense James Mattis’ go-to man for the U.S. Army has a long Army history that includes active and reserve duty as well as time in the National Guard.
The ‘Left Hook’ of the First Gulf War
Esper’s military career began after he graduated from the United States Military Academy in 1986. He made the West Point Dean’s List and received the MacArthur Award for Leadership. From there, he became an infantry officer in the 101st Airborne Division (Air Assault).
In 1990, he deployed in support of the first Gulf War, where his battalion, the 3-187th Infantry Battalion, played a vital role in General Norman Schwarzkopf’s “Left Hook.” The idea was to avoid the heavily fortified Iraq-Kuwait border by coming in through Saudi Arabia to cut off the Iraqi Army and Republican Guard divisions still stationed in Kuwait. For his actions in Iraq, Esper received the Bronze Star and his Combat Infantryman Badge, among other awards.
Esper then commanded an airborne unit in Europe before becoming an Army Fellow at the Pentagon. In 1995, he graduated from Harvard with a Master’s degree in Public Administration.
Time in Washington
Esper was promoted to lieutenant colonel before retiring through service in the National Guard and Army Reserve. After two years as the Chief of Staff at The Heritage Foundation, Esper became a senior staffer for the Senate Foreign Relations Committee and the Senate Governmental Affairs Committee.
Between 2002 and 2004, Esper was the Bush Administration’s deputy assistant Secretary of Defense for negotiations policy, nonproliferation, and international agreements, where he was awarded the Department of Defense Distinguished Public Service Medal for his work. From 2004 and 2006, he was the Director for National Security Affairs for the U.S. Senate.
He left the military side of Washington to be the executive vice-president of the non-profit trade group Aerospace Industries Association in 2006, but left to be Senator Fred Thompson’s national policy director during his short 2008 presidential campaign.
Time at Raytheon
Esper went on to become the next vice-president of government relations at Raytheon. Raytheon is the world’s largest manufacturer of guided missiles and currently stands as the third largest defense contractor by defense revenue, earning $22.3 billion — with 93 percent coming from government contracts.
As a lobbyist for Raytheon, he was one of The Hill’s top corporate lobbyists for his “influence on major legislation such as the annual defense policy bill” in both 2015 and 2016.
In 2016, he earned $1.52 million at Raytheon, which includes his salary and bonuses, but does not include his stock options and deferred compensation at the company, worth anywhere from $1.5 million to as much as $6 million.
Esper agreed before his confirmation that he would “recuse himself from matters related to Raytheon that may come before him” but the “deferred compensation” after five years mentioned above from Raytheon may still be a conflict of interest.
According to Breaking Defense, he will most likely become “a soft-spoken wingman to the Army Chief of Staff, Gen. Mark Milley.” Esper’s entire career has been defined by quiet and low-key performance so it would make sense that he would continue to serve as a diligent mediator between Defense Secretary Mattis and General Milley.
In his confirmation hearing before the Senate Armed Services Commitee on Nov. 2, Esper reiterated Milley’s readiness first policy. “My first priority will be readiness — ensuring the total Army is prepared to fight across the full spectrum of conflict. With the Army engaged in over 140 countries around the world, to include combat operations in Afghanistan and Iraq, training rotations to Europe to deter Russia, and forward deployed units in the Pacific defending against a bellicose North Korea, readiness must be our top priority.”
One of the most affecting sights witnessed during the reunion of Confederate and Federal veterans at Gettysburg: Old soldiers of the North and South clasped hands in fraternal affection. (Library of Congress)
The American Civil War ended more than 155 years ago, but the country really isn’t all that far removed from that part of its past.
If you need proof of that beyond ongoing racial disparities and questions over the existence of monuments to Civil War leaders, you don’t have to look far. Irene Triplett, the last person to receive a Civil War pension from the Department of Veterans Affairs, died in June 2020. The grandson of John Tyler, the 10th president of the United States, died in October 2020. Unexploded ordnance from the Civil War was still killing people as late as 2008.
Also, people are rioting in the streets and tearing down statues of Civil War generals. (Photo by Wikipedia Editor Mk17b)
But Americans’ personal connection to the Civil War is slowly disappearing. A few of the direct descendants, sons and daughters, of Civil War veterans are still around because they were born when their fathers were in their 70s and 80s.
Two of the last remaining children of Civil War veterans sat down with National Geographic in time for Veterans Day 2014 to share stories told by their fathers. They were in their early 90s at the time of the interviews.
William H. Upham was a private in the 2nd Wisconsin Volunteer Infantry when the North and South first clashed at the Battle of Bull Run. His son, Fred Upham, talked about how his father was wounded in the neck and shoulder during the battle.
“He was captured at that battle and sent to Libby Prison in Richmond,” Upham said in the interview. “The thing that saved his life, I believe, is that, at that point in the war, there was a prisoner exchange. … If he would have been kept in the service, with 50,000-60,000 casualties per battle, he would never have made it to the end.”
Fred Upham died in Colorado in December 2019 at age 97.
Lewis F. Gay, a Confederate soldier from Florida, was also the beneficiary of a prisoner exchange, according to his daughter, then-92-year-old Iris Lee Gay Jordan (who still referred to the war as “The War Between the States”). The young rebel was stationed in the Florida Keys before being captured and held in Delaware.
After his release, he was sent to some of the most critical battles of the late Civil War, fighting at Chickamauga, Atlanta and more. Most of his original company had been killed.
Children of U.S. Civil War Vets Reminisce About Fathers | National Geographic
In explaining her connection to the war, Jordan discussed how her parents met. She was born when her father was 82 and her mother 41. Jordan lived in Florida until her August 2017 death.
“He said he enjoyed me more than he did his others [children], because he was so busy making a living to support them, he didn’t have the time,” she says in the video.
Upham, on the other hand, recalled the two times his father got to meet President Abraham Lincoln. The first time was through an invitation from his senator. The president and the former private talked about his time as a prisoner of the Confederacy and about his wounds.
“Lincoln had known that my father had been severely wounded, ” Upham recalled. “So he asked him to take off his tunic so he could examine the wounds in person. My father said yes … and Lincoln examined the wounds on his neck and head in detail.”
They were terrible, the 16th president told Upham’s father. Lincoln was concerned about the treatment of Union prisoners at Libby Prison, but the soldier told him they weren’t being abused or tortured.
Despite his injuries, William Upham got off relatively easy. The Civil War killed more than 650,000 troops and more than 130,000 civilians. Some estimates place the death toll at more than a million Americans. Yet Upham says his father never held any animosity toward Confederates after the war, despite his captivity and the loss of life. Lewis Gay said the same about the Union.
“If he were here, he’d say the men in North were just like he was,” Jordan said. “They were away from home and families and fighting a war, and there was no animosity on his part at all.”