Nowadays, people may not remember much about H. Ross Perot outside of his boisterous personality, his third-party Presidential run, or maybe even just comedian Dana Carvey’s spot-on impression of the Texas billionaire. Perot was a naval officer and eight-year veteran whose work ethic and subsequent success is the very ideal vets strive to achieve. He not only helped himself, he helped others achieve their potential.
The onetime Eagle Scout even demonstrated his love for country after leaving the military, by remembering POWs, supporting American troops by opposing a war, and taking care of the Americans who worked for him. His Presidential run was just the most visible part of the former Midshipman’s life.
As far as Dana Carvey’s impression goes, Perot loved it.
“The number one rule in leadership is to always be accountable for what you do,” Perot famously said in the middle of the 1992 Presidential Debate. “When you make a mistake, step up to the plate and say you made a mistake. That’s leadership, folks.”
Perot knew a thing or two about leadership. He joined the Navy via the Naval Academy at Annapolis, becoming the class President for the Academy’s 1953 class. It was there he helped establish the Academy’s honor concept, a code of conduct that forbids Midshipmen from lying, cheating, or stealing. He graduated from the USNA a distinguished graduate, forever changing the experiences of Midshipmen at the Academy.
“I had never seen the ocean, and I had never seen a ship — but I knew that I wanted to go to the Naval Academy,” he reportedly said of his appointment to Annapolis.
But his determination didn’t end with his service. Like most of us, Perot transitioned into civilian life and found the standards much lower than he was used to. In his first post-military job as a salesman for IBM, he filled his entire annual quota in two weeks. He would eventually go on to found his own information technology company, Electronic Data Systems, the one that would make him a billionaire. Within a week of going public, he increased the EDS stock price tenfold. It was the fastest fortune ever made by any Texan.
When called upon to serve his country as a civilian, he did so, traveling to Laos in 1969 to investigate the conditions of American POWs held by the North. Perot was apparently appalled, as he tried to organize a relief airlift that rubbed the Cold War superpowers the wrong way. He also took care of his people, as many veterans instinctively do, even when he was at the top. When two of his employees were taken captive by Iranians in 1979, he organized and paid for the rescue operation that freed the two hostages.
It was with this life of service, hard work, and success that Perot was able to take the fight to two entrenched parties represented by longtime politicians, and change the American political scene forever. For all the jokes made about his demeanor, Perot earned nearly 20 percent of the popular vote, a return that forced President Bill Clinton to reconsider his economic policies and end his term with a budget surplus – a practically unthinkable feat in today’s politics.
In 1949, Chinese Communists under Mao Zedong finally managed to chase the Chinese Nationalists off the mainland and to Taiwan, where they remain to this day. After 70 years of communism and varying degrees of personal and economic freedom for the Chinese people, the Chinese are finally able to call Chinese Communism something of a success – and China doubled down on the formula, celebrating its platinum jubilee with a military parade, unlike anything it threw before.
Communists love a parade. Dictators do too. Few events are more associated with Communist dictatorships than a good ol’ fashioned parade of ground troops, tanks, and maybe some nuclear missiles. This trait was on full display in China on Oct. 1, 2019, as Chinese President Xi Jinping watched the armed forces of the People’s Republic of China goose step their way into the world headlines on China’s 70th birthday.
The Chinese President was dressed for the occasion, wearing the distinctive “Mao Suit,” popularized by the Chairman and founder of the PRC, a simple button-down tunic with baggy pants. The suit is a functional form of dress, encouraged by Mao for citizens of all social strata to wear. It soon became a symbol of Chinese communism. He spent part of the parade in a limousine, shouting encouragement at Chinese soldiers, who shouted catchphrases back at the leader.
A float featuring China’s national emblem travels past Tian’anmen Gate during a parade marking the 70th anniversary of the founding of the People’s Republic of China, on its National Day in Beijing, China Oct. 1, 2019.
The parade itself was a showcase of Chinese capabilities, engineered to remind the world just what China’s capabilities are. Along with the standard presence of Chinese-built tanks, missiles, and even drones, the parade included China’s homebuilt DF-41 intercontinental ballistic missile, a first for any Chinese parade. The ICBM is the world’s longest-range nuclear missile, capable of reaching the United States in 30 minutes with six to ten warheads per missile.
Also on display for the first time was China’s JL-2 submarine-launched ballistic missile, which is not capable of reaching the United States from Chinese waters, but provides China with its own complete nuclear triad. The two missiles are the most powerful weapons in the PRC’s arsenal. Also marching in the parade were 15,000 Chinese communist troops and 70 floats describing the history of China and the different cultural parts of the country.
Notably missing from the parade were any of the billion-plus average Chinese citizens who were shut out of the parade. Despite the celebrations, China isn’t the unified bastion of communism it appears to be, as it faces opposition in areas nominally under its control, including the Muslim Xinjiang Province, as well as Tibet and Hong Kong, where the Communist leadership is facing a mountain of protests to Beijing’s rule.
As the Marine Corps continues its quest to get more capability from long-range precision fires, it’s asking industry for proposals on a portable system that can fire high-tech attack and reconnaissance drones on the go.
The service released a request for proposals April 23, 2018, describing a futuristic system unlike any of its existing precision-fires programs.
The theoretical weapons system, which the Corps is simply calling Organic Precision Fire, needs to be capable of providing fire support at distances of up to 60 kilometers, or more than 37 miles, according to the RFP document.
This range would exceed that of the M777 155mm howitzer, which can fire Excalibur rounds up to 40 kilometers, or around 25 miles.
(Photo by Gertrud Zach)
The system, which ideally would be light enough for just one Marine to carry, would launch loitering munitions from a canister or tube no larger than 10 inches across and eight feet long. The projectile would be able to loiter for up to two hours, according to the solicitation, while gathering data and acquiring a target
Loitering munitions, known informally as suicide or kamikaze drones, are unmanned aerial vehicles, typically containing warheads, designed to hover or loiter rather than traveling straight to a target. They’re becoming increasingly common on the battlefield.
The California-based company AeroVironment’s Switchblade loitering munition is now in use by the Marine Corps and Army. It is described as small enough to fit inside a Marine’s ALICE pack. The Blackwing UAV, also made by AeroVironment, is tube-launched, but designed to perform intelligence, surveillance and reconnaissance, rather than to attack.
The Marines want whoever can make the system they seek to give it the ability to communicate securely with a ground control system at a distance of up to 60 kilometers. It should also be advanced enough to perform positive identification on a target, and engage and attack a range of targets including personnel, vehicles and facilities.
Companies have until May 18, 2018, to submit proposals to the Marine Corps on such a system.
Service leaders have publicly said they’re planning to make big investments in the field of long-range precision fires as they prepare for future conflicts.
The commanding general of Marine Corps Combat Development Command, Lt. Gen. Robert Walsh, told Military.com in December 2017, that the service was making decisions to divest of certain less successful weapons systems in order to shift more resources to developing these capabilities. The service had already done so, he said, with its 120mm towed mortar system, the Expeditionary Fire Support System.
“We made that decision to divest of it, and we’re going to move that money into some other area, probably into the precision fires area,” Walsh told Military.com. “So programs that we see as not as viable, this [program objective memorandum] development that we’re doing right now is to really look at those areas critically and see what can we divest of to free money up to modernize.”
This article originally appeared on Military.com. Follow @military.com on Twitter.
Senior Army and Pentagon strategists and planners are considering ways to fire existing weapons platforms in new ways around the globe – including the possible placement of mobile artillery units in areas of the South China Sea to, if necessary, function as air-defense weapons to knock incoming rockets and cruise missiles out of the sky.
Alongside the South China Sea, more mobile artillery weapons used for air defense could also prove useful in areas such as the Middle East and Eastern Europe, officials said. Having mobile counter-air weapons such as the M109 Paladin, able to fire 155m precision rounds on-the-move, could prove to be an effective air-defense deterrent against Russian missiles, aircraft and rockets in Eastern Europe, a senior Army official told Scout Warrior.
Regarding the South China Sea, the U.S. has a nuanced or complicated relationship with China involving both rivalry and cooperation; the recent Chinese move to put surface-to-air missiles on claimed territory in the South China Sea has escalated tensions and led Pentagon planners to consider various options.
Officials are clear to emphasize that no decisions have been made along these lines, yet it is one of the things being considered. Pentagon officials have opposed further militarization of the area and emphasized that the territorial disputes in the South China Sea need to be resolved peacefully and diplomatically.
At the same time, Pentagon officials have publicly stated the U.S. will continue “freedom of navigation” exercises wherein Navy ships sail within 12 miles of territory claimed by the Chinese – and tensions are clearly on the rise. In addition to these activities, it is entirely possible the U.S. could also find ways to deploy more offensive and defensive weapons to the region.
Naturally, a move of this kind would need to involve close coordination with U.S. allies in the region, as the U.S. claims no territory in the South China Sea. However, this would involve the deployment of a weapons system which has historically been used for offensive attacks on land. The effort could use an M777 Howitzer or Paladin, weapons able to fire 155m rounds.
Photo: US Army Spc. Gregory Gieske
“We could use existing Howitzers and that type of munition (155m shells) to knock out incoming threats when people try to hit us from the air at long ranges using rockets and cruise missiles,” a senior Army official said.
Howitzers or Paladins could be used as a mobile, direct countermeasures to incoming rockets, he said. A key advantage to using a Paladin is that it is a mobile platform which could adjust to moving or fast-changing approaching enemy fire.
“A Howitzer can go where it has to go. It is a way of changing an offensive weapon and using it in dual capacity,” the official explained. “This opens the door to opportunities and options we have not had before with mobile defensive platforms and offensive capabilities.
Mobile air defenses such as an Army M777 or Paladin Howitzer weapon could use precision rounds and advancing fire-control technology to destroy threatening air assets such as enemy aircraft, drones or incoming artillery fire.
They would bring a mobile tactical advantage to existing Army air defenses such as the Patriot and Theater High Altitude Area Defense, or THAAD, which primarily function as fixed-defense locations, the senior Army officials said.
The M777 artillery weapon, often used over the years in Iraq and Afghanistan, can fire the precision GPS-guided Excalibur artillery round able to destroy targets within one meter from up to 30-kilometers or more away. Naturally, given this technology, it could potentially be applied as an air-defense weapon as well.
Using a Howitzer or Paladin could also decrease expenses, officials said.
“Can a munition itself be cheaper so we are not making million dollar missiles to shoot down $100,000 dollar incoming weapons,” The Army official said.
While Pentagon officials did not formally confirm the prospect of working with allies to place weapons, such as Howitzers, in the South China Sea, they did say the U.S. was stepping up its coordination with allies in the region.
“We continue work with our partners and allies to develop their maritime security capabilities,” Cmdr. Bill Urban, Pentagon spokesman, told Scout Warrior.
Strategic Capabilities Office
The potential use of existing weapons in new ways is entirely consistent with an existing Pentagon office which was, for the first time, recently announced publically. It is called the Strategic Capabilities Office, or SCO, stood up to look at integrating innovating technologies with existing weapons platforms – or simply adapting or modifying existing weapons for a wider range of applications.
“I created the SCO in 2012 when I was deputy secretary of defense to help us to re-imagine existing DOD and intelligence community and commercial systems by giving them new roles and game-changing capabilities to confound potential enemies — the emphasis here was on rapidity of fielding, not 10 and 15-year programs. Getting stuff in the field quickly,” Carter said.
Senior Army officials say the SCO office is a key part of what provides the conceptual framework for the ongoing considerations of placing new weaponry in different locations throughout the Pacific theater. An Army consideration to place Paladin artillery weapons in the South China Sea would be one example of how to execute this strategic framework.
In fact, the Pentagon is vigorously stepping up its support to allies in the Pacific theater. A 2016 defense law, called the Southeast Asia Maritme Security Initiative, provides new funding to authorize a Department of Defense effort to train, equip, and provide other support to the Philippines, Vietnam, Indonesia, Malaysia, and Thailand, Urban explained.
“The Secretary (Secretary of Defense Ashton Carter) has committed $425M over Fiscal Years 2016-2020 for MSI (Maritime Security Initiative), with an initial investment of $50M available in fiscal year 2016 toward this effort,” Urban said.
Army Rebalance to the Pacific
While the Army is naturally immersed in activities with NATO to deter Russian movements in Eastern Europe and maintaining missions in Iraq and Afghanistan – the service has not forsaken its commitment to pursuing a substantial Army component to the Pentagon’s Pacific rebalance.
Among other things, this involves stepped up military-to-military activities with allies in the region, coordinating with other leaders and land armies, and efforts to move or re-posture some weapons in the area.”The re-balance to the Pacific is more than military, it is an economic question. the Army has its hands full with the Middle East and with Europe and is dealing with a resurgent problem in Europe and North Africa,” an Army official said. “We have been able to cycle multiple units through different countries,” the senior official said.
Also, the pentagon has made the Commander of Army Pacific a 4-star General, a move which enables him to have direct one-to-one correspondence with his Chinese counterpart and other leaders in the region, he added.
As of several years ago, the Army had 18,500 Soldier stationed in Korea, 2,400 in Japan, 2,000 in Guam, 480 in the Philippines, 22,300 in Hawaii and 13,500 in Alaska. The service continues to support the national defense strategy by strengthening partnerships with existing allies in the region and conduction numerous joint exercises, service officials said.
“The ground element of the Pacific rebalance is important to ensure the stability in the region,” senior officials have said. Many of the world’s largest ground armies are based in the Pacific.
Also, in recent years Army documents have emphasized the need for the service to increase fire power in the Pacific to increased fielding of THAAD, Patriot and the Army Tactical Missile System, or ATACMS in the Pacific region. ATACMS is a technology which delivers precision fires against stationary or slow-moving targets at ranges up to 300 km., Army officials have said. In 2013, the Army did deploy THAAD missile systems to Guam.
Army officials have also called for the development of a land-based anti-ship ballistic missile, directed energy capability, and additional land-based anti-ship fires capabilities such as the Guided Multiple Launch Rocket System.
Army officials have also said man support a potential adaptation of the RGM-84 Harpoon and calls for the development of boost-glide entry warheads able to deploy “to hold adversary shipping at risk all without ever striking targets inland.
Boost-glide weapons use rocket-boosted payload delivery vehicles that glide at hypersonic speeds in the atmosphere. An increase in the Army’s investment in boost-glide technology now could fast track the Army’s impact in the Air-Sea Battle fight in the near term, Army papers have stated.
For combat medics, success is all about keeping up with formations and providing expert and timely medical care at the point of injury. So it makes sense that their competitions for top bragging rights include everything from administering medical aid and triage to land navigation and calling for fire.
In fact, an Army-wide Best Medic competition is held annually and has evolved out of the Best Ranger competition. This contest pits 34 two-person teams against one another in a 72-hour competition. During this three-day event, docs are challenged by events like rifle ranges, stress shoots, obstacle courses, a 12-mile ruck march, an urban assault lane, and combat medic lanes.
U.S. Army Spc. Charles Hines from Charlie Company, 725th Brigade Support Battalion (Airborne), fires an M4 during a stress shoot at Joint Base Elmendorf-Richardson, Alaska, July 25, 2018.
(U.S. Air Force photo by Jamal Wilson)
The medics in the competition are always tested on some sort of basic soldiering skills — rifle marksmanship usually makes the list. In this photo from a competition in Alaska, we get a look at medics competing in stress shoots.
U.S. Army Pfc. Joshua Rowe from Charlie Company, 725th Brigade Support Battalion (Airborne), jumps up from pushups during a stress shoot July 25, 2018, at Joint Base Elmendorf-Richardson, Alaska.
(U.S. Air Force photo by Jamal Wilson)
Stress shoots are events wherein a shooter’s body is put under duress by physical exercise — in this case, push-ups — before having to fire their weapons as accurately as possible. The event tests a competitor’s ability to perform as they would in combat where moving around in armor causes accuracy-reducing fatigue.
Spc. Aaron Tolson of 1st Battalion, 508th Parachute Infantry Regiment, administers an IV to a simulated casualty during a best medic competition in Fort Bragg, N.C., July 26, 2018.
(U.S. Army photo by Spc. John Lytle)
Of course, Best Medic competitions still center around medical knowledge and the ability to assess, treat, and transport casualties.
Pvt. Joshua Rowe from Charlie Company, 725th Brigade Support Battalion (Airborne), administers a nasopharyngeal airway intervention on a dummy patient July 24, 2018 at Joint Base Elmendorf-Richardson, Alaska.
(U.S. Air Force photo by Jamal Wilson)
The simulated patients are presented with injuries and illnesses common on battlefields as well as injuries that are challenging to diagnose and treat, pushing medics’ skills to the limit.
Spc. Steven Gildersleeve from Charlie Company, 725th Brigade Support Battalion (Airborne), pulls the quick-release cord from body armor on a simulated casualty July 24, 2018 at Joint Base Elmendorf-Richardson, Alaska.
(U.S. Air Force photo by Jamal Wilson)
Casualties are often covered in protective gear as they would be in a real fight. This can include everything from MOPP gear, used in chemical, biological, and nuclear environments, to body armors and helmets used nearly everywhere, both in training and combat.
An Army medic from Charlie Company, 725th Brigade Support Battalion (Airborne), decontaminates himself during a best medic competition July 26, 2018 at Joint Base Elmendorf-Richardson, Alaska.
(U.S. Air Force photo by Jamal Wilson)
Of course, if you’re testing medics on how to treat patients in a chemical environment, you also have to test their ability to operate in a chemical environment. This means medics must not just ensuring the medic takes the right steps to protect their patient, but they must also make sure to protect themselves properly.
An Army medic from Charlie Company, 725th Brigade Support Battalion (Airborne), configures a radio during a best medic competition July 26, 2018 at Joint Base Elmendorf-Richardson, Alaska.
(U.S. Air Force photo by Jamal Wilson)
Other tasks that medics are tested on include radio communications. After all, their patients can’t make it off of the battlefield in a timely manner, let alone within the “Golden Hour” that’s critical to saving lives in combat, if the medics and battlefield leaders can’t get the radios up and call for medevac and fire support.
Staff Sgt. Miguel Matias assigned to 5th Squadron, 73rd Calvary Regiment, completes the monkey bars during a best medic competition at Fort Bragg, N.C., July 25, 2018.
(U.S. Army photo by Spc. John Lytle)
Similarly, the medics have to prove that they can get to the fight and move around on the battlefield like the soldiers they support. To test this, medics are put through a number of obstacles.
Cpt. Brian Calandra, physical therapist with 15th Brigade Support Battalion, does the low crawl during the obstacle course portion of the 8th Army Best Medic Competition 27-29 September at Camp Casey, South Korea.
(U.S. Army photo by Sgt. Patrick Eakin)
These obstacle courses can include everything commonly tested during basic training, airborne, and air assault schools, as well hazards from other military competitions, like Best Ranger.
Staff Sgt. Miguel Matias assigned to 5th Squadron, 73rd Calvary Regiment, climbs over an obstacle during a best medic competition at Fort Bragg, N.C., July 25, 2018.
(U.S. Army photo by Spc. John Lytle)
Even better, obstacle courses can be combined with medical training to create the medical equivalent of a stress shoot. Medics capable of serving patients while under fire on the battlefield should be able to treat patients immediately after completing obstacles.
Spc. Juan Villegas, a combat medic with 1st Squadron, 8th Cavalry Regiment, goes through the log jump portion of the obstacle course during the 8th Army Best Medic Competition 27-29 September at Camp Casey, South Korea.
(U.S. Army photo by Sgt. Patrick Eakin)
And, of course, the photos look cool. It’s way easier to recruit prospective soldiers into the medical fields when they think they’ll look like a computer wallpaper every once in a while as they do their jobs.
In what should not be a surprise to anyone familiar with the current state of Washington, the three service secretaries complained Oct. 24 about how hard it was to get anything done because of the cumbersome Pentagon bureaucracy and Congress’ inability to approve a spending budget on time.
In a forum sponsored by the Center for a New American Security in D.C., Air Force Sec. Deborah Lee James said she had been surprised by “how difficult it is to get anything done in Washington, how difficult it is to move your agenda.”
James specifically mentioned the political stalemate in the Congress and “the need to get back to compromise.”
Navy Sec. Ray Mabus said his biggest surprise and frustration was “how slowly the bureaucracy moves, particularly DoD-wide.” If you want to do something, he said, the response is “we have to study this, or you have to do it DoD-wide” instead of letting the individual services act.
Army Sec. Eric Fanning said he was surprised by “how much time that would be spent on the budget every year,” because “we don’t have any stability” in the congressional budget process.
All three of the secretaries said they were trying to take steps within their service to bypass the ponderous procurement process, with James and Fanning citing the rapid capabilities offices their services have established to get gear fielded quicker — even if it wasn’t “a 100 percent solution.”
The procurement system is set up to seek the ultimate solution, which is a problem because the adversary moves quicker, Fanning said.
Mabus endorsed that view and said the Navy has “been doing pilot programs,” to move prospective systems out to the fleet instead of following the lengthy process for a program of record. The idea, he said, “is to get something out faster,” and possibly to “fail faster.”
He cited the Navy’s deployment of an experimental laser defensive weapon system on the USS Ponce in the Persian Gulf, which is influencing decisions on follow-on weapons.
James said the advice she would offer her successor in the next administration would be to spend less time on review and oversight on smaller programs so the acquisition specialists could have more time for the biggest programs.
The three secretaries, who would be expected to leave office when a new president and defense secretary take over next year, said they are involved in a detailed process run by Defense Sec. Ash Carter’s office to prepare briefing papers on programs, budget and personnel issues for their successors.
The secretaries were introduced by Michele Flournoy, CEO of CNAS, who is widely rumored to be the next defense secretary if Hillary Clinton becomes president.
The three officials insisted that their services were ready to fight the current battles against violent extremists, such as ISIL, but said they were concerned about their ability to prepare those forces for a future fight against a high-end adversary due to the uncertain and constrained defense budgets, the intense pace of operations and reductions in their force levels.
Among the emerging threats they were trying to prepare for, the secretaries cited cyber attacks from high-end rivals such as Russia, and armed unmanned aerial vehicles, which already are showing up in Iraq.
James noted the explosive loaded UAV that killed three Kurdish Peshmerga fighters in Iraq recently. And she said the Air Force detected an “unmanned system in the vicinity” of its deployed forces and “was able to bring it down with electronic means” rather than shooting it down. She declined to say how that was done.
Asked if they would be able to conduct a “no-fly zone” over rebel-held areas of Syria, which some have advocated, James said, “we know how to do this,” but it would require money, people and resources that would have to come from other commitments.
But because the Air Force would be supported by the Navy and perhaps coalition partners, “I have to believe we would figure out how to do it,” she said
The US Army’s highly secretive counterterrorist unit, 1st Special Forces Operational Detachment Delta, is without a doubt among the best counterterrorism units in the world. But it wasn’t the first.
While Delta is extremely well known, if only by its name, it wasn’t actually the first American counterterrorist force in existence. That honor goes to a different unit — now long lost to history — known as “Blue Light.”
Colonel Charlie Beckwith, a former Green Beret and the brains behind 1st SFOD-D, discussed the parallel history of Blue Light in his co-written book, “Delta Force.” Beckwith, after serving an exchange tour with the British Special Air Service, returned to the US with an idea for a dedicated counterterrorist unit, similar to the SAS.
With terrorism on the rise throughout the 1970s, it became imperative for the US military to create a force that would deal with terror threats with precision and extreme effectiveness.
The firebrand colonel would go on to outline his concept to the Pentagon, particularly Army generals and fellow colonels with enough sway to allocate funding for such a unit. Beckwith encountered resistance — especially from “old guard” officers who disagreed with allowing Delta to exist on its own with its own funding.
Rather, they felt that Delta needed to remain within an already established pecking order in the asymmetric warfare community — the US Army’s Special Forces.
Despite its official title, Delta Force had absolutely nothing to do with Army Special Forces Operational Detachments, also known as “A-Teams.” The title was just another vaguely-misleading cover for the unit’s real purpose.
Delta, instead, would have a direct line through the Department of Defense to the president’s office, circumventing Special Forces altogether. Further incensing the brass was the fact that Delta would be given free rein to recruit whoever interested them, including experienced Green Berets from the groups.
Inner-Army politicking quickly led to Special Forces brass deciding it would create a counterterrorist unit of its own, ostensibly as an interim solution while Delta was getting up to speed, but with the inward hopes of it being a more permanent fixture.
The new unit — Blue Light — was staffed with commandos brought in directly from 5th Special Forces Group’s 2nd Battalion into a subordinate unit. There, they would be trained in an array of skills necessary for counterterrorist mission and be readied for real-world operations. Colonel Bob “Black Gloves” Mountel would be responsible for helming the new unit in its infancy.
Blue Light would only be equivalent to a company-sized element of troops, but would still draw its funding from Special Forces, and would push its members through further airborne and dive training, weapons courses and more.
It was assumed that because Green Berets were already highly-trained for asymmetric warfare, they would be ready to fight far quicker than Delta.
In the meanwhile, Beckwith and his cadre got to work designing and training the founding members of Delta Force, still very aware of the potential for Blue Light to completely take over their mission and tank 1st SFOD-D before it could even get off the ground.
Blue Light was beefed up with the presence of veteran operatives with significant combat experience under their belts, including Joseph Cincotti, a Vietnam-era Green Beret who would later go on to head up the John F. Kennedy Special Warfare Center and School, and who was responsible for creating the curriculum all Special Forces candidates undergo today.
In their book, “Special Forces: A Guided Tour of US Army Special Forces,” authors Tom Clancy and John Gresham claim that Blue Light was somewhat handicapped from the start. While Delta was designed to operate in every conceivable environment, using a multitude of mission-relevant skills, Blue Light was, in reality, only prepared for a few contingencies.
Little by little, Delta Force took shape at Fort Bragg, NC, and by the end of the 1970s, Delta was ready for action. Bragg was also the home of Blue Light, and the rivalry between the two counterterrorist units was palpable. Former operator Eric Haney discusses the animosity between Blue Light and the 1st SFOD-D in his book, “Inside Delta Force.”
When Delta was declared fully operational, Blue Light faded into the shadows, eventually being disbanded in 1978. Its former members were either transferred to other units within the Army’s various Special Forces groups, or decided to retire altogether.
Beckwith, not willing to let an opportunity pass, extended invites to Blue Light commandos to try out for Delta Force, and at least four of the former counterterrorist unit’s operatives successfully passed selection and the arduous Operator Training Course to become Delta Force operators.
Former Blue Light officers would later play a part in planning Operation Eagle Claw, the failed mission to rescue American hostages in Iran in 1980.
Modern wars are defined by a number of technologies like guided missiles, helicopters, and submarines.
Except all three of those military technologies have been in service for hundreds of years. Here’s the story behind 5 modern weapons that have been in service for hundreds of years.
The ink had barely dried on the U.S. Declaration of Independence when an American launched the first submarine attack in history. Ezra Lee piloted the submarine, dubbed the Turtle, against the HMS Eagle but failed to sink it.
The Turtle was sent against a number of other ships but never claimed a kill before sinking in 1776.
Once the Kettering reached it’s target, its wings would fall off, the engine would stop, and the craft would fall to the ground with a 180-pound explosive. But the missile had a lot issues and the war ended before it saw combat.
Before women were allowed to join the military, Cathay Williams decided that she wouldn’t let her gender, or the color of her skin, get in the way of her ambitions. She became the first known African American woman in American history to join the armed forces by disguising herself as a man.
Williams was born into slavery in the year 1842 in Independence, Mo. She was a house slave for William Johnson, a planter in Jefferson City, Mo. During the beginning of the Civil War, Williams was claimed to have been “freed” by Union soldiers, but was forced to work for the Federal Army as a paid cook and laundress.
During her time serving in the Federal Army, she gained an insight into military life by answering directly to two Union Generals, one of whom was General Philip Sheridan. After the war ended, Williams did not have the means of supporting herself, but she wasn’t about to let her newly garnered freedom get snuffed out like a flame.
In November 1866, Williams disguised herself as a man and enlisted in the U.S. Army as William Cathay. Full-on medical exams weren’t mandatory at the time, and Williams was able to pas a quick, general health check before filing in among the ranks.
She was found fit for duty and assigned to the 38th U.S. Infantry, Company A, an all-black regiment in St. Louis, Mo. which, eventually, became a part of the renowned Buffalo Soldiers. Apparently, the only two people knew her secret — a friend and a cousin — both of whom served alongside her in the same regiment. They never divulged her charade.
Williams traveled with her regiment and helped protect miners and immigrants from Apache attacks at Fort Cummings, Mo. Unfortunately, military service took its toll on Williams. She was in and out of the hospital for most of her service due to neuralgia (pain caused by a pinched nerve). Surprisingly, it was six months after her first hospitalization when they found out that she was a woman.
After the truth was revealed, Williams was discharged from the Army honorably on October 14, 1868. Little of her life is known after she was discharged, except for her attempts to get a pension for the disabilities that she incurred from military service.
Sadly, Williams never received compensation for her medical issues. The Pension Bureau claimed her illnesses were pre-existing and, because she was a woman, her service was not considered legal, disqualifying her from pension pay.
She may not have intended to become a prominent figure in history, but one thing is for sure, Cathay Williams will forever be regarded as the first and only female Buffalo Soldier to have served in the U.S. Army.
On Friday, August 24, the illustrious Chesty XIV retired from the Marine Corps after five years of service as a ceremonial animal. While Chesty XIV is an illustrious Marine veteran, some aren’t sure if he quite measures up to his namesake, Lt. Gen. Lewis B. “Chesty” Puller, a hero of World War II and Korea who led the 1st Marine Regiment during the breakout from the Chosin Reservoir.
So, which is the real “Chesty,” the true hero of the Marine Corps? We find out in five easy steps:
1. Body composition
Chesty Puller was famous for his stature and ramrod posture. A physically imposing man, he inspired the loyalty and rallied the spirits of thousands of Marines over his nearly four decades of service. He also had two feet.
Chesty XIV has four feet, approximately twice as many as Chesty Puller.
Chesty Puller received five Navy Crosses for heroics performed during things like leading national guardsman in Haiti and Nicaragua through devastating ambushes deep in the jungle and personally leading the naval artillery to rescue his Marines under fire during a Japanese ambush on Guadalcanal.
Chesty XIV, meanwhile, is a dog assigned to ceremonial duties who once wore a drill instructor’s hat.
3. Time in service
Chesty XIV served for five years. The general guideline for dog years is that one human year equals seven dog years, meaning the Chesty XIV would be credited with a joint-aching 35 years. That’s a long time to march with Marines in (modified) dress blues.
Meanwhile, Chesty Puller served for… let’s see… 37 years. Yeah, the human Chesty tried to deploy to World War I, but was assigned to training instead in 1918, then served in Haiti and Nicaragua, then the Pacific Theater of World War II, and, finally, Korea before retiring in 1955 as a two-star general.
4. Battle scars
Chesty XIV has a small black spot under his eye that the Wall Street Journal said looked, “…as if he stepped out of a bar fight while on shore leave.” It’s a cool look.
But, Lt. Gen. Chesty Puller had a Purple Heart and was so well known for standing in the heat of battle and rallying his troops that some Marines claimed his nickname of “Chesty” was in reference to his steel prosthetic chest, which was installed after Haitian rebels hacked away his old bony chest, but still failed to kill the man.
5. Ranks and demotions
Chesty the XIV rose from recruit to sergeant in just five short years, an impressive rise to be sure, but not unheard of. He managed to hold onto his rank despite being physically incapable of properly wearing the rank according to Marine Corps Order 1020.34H.
Chesty Puller, meanwhile, rose all the way to two-star general on active duty and three-star general after retirement. But, he only did this after rising from recruit to corporal to second lieutenant multiple times until finally entering the officer ranks to stay.
Sure, all the demotions for Puller were either due to downsizing or the removal of foreign ranks that he held while leading local national guard forces, but still. Only one of the Chestys was demoted.
Seriously, no one needs a final tally. Lt. Gen. Lewis “Chesty” Puller is deservedly a legend of the Marine Corps who trained and led Marines from World War I to Korea, became one of America’s most decorated heroes, and was a class act that nearly anyone could inspire to, despite the fact that they’d almost certainly fall short of his example.
But Chesty XIV did, and Chesty XV now does, represent the tenacious spirit of Puller himself and the Marine Corps as a whole. Hopefully, Chesty XIV will enjoy his well-deserved retirement, and Chesty XV will bring high morale to the young Americans under his charge.
On March 22, 2019, the crew of the Coast Guard Cutter Tampa (WMEC-902) offloaded approximately 27,000 pounds of cocaine at Base Miami Beach worth an estimated $360 million wholesale seized in international waters in the Eastern Pacific Ocean.
The drugs were interdicted off the coasts of Mexico, Central, and South America and represent 12 separate, suspected drug smuggling vessel interdictions by the U.S. Coast Guard:
The Coast Guard Cutter Dependable (WMEC-626) was responsible for two cases, seizing an estimated 2,926 pounds of cocaine.
The Coast Guard Cutter Tampa (WMEC-902) was responsible for six cases, seizing an estimated 18,239 pounds of cocaine.
The Coast Guard Cutter Venturous (WMEC-625) was responsible for four cases, seizing an estimated 7,218 pounds of cocaine.
“Tampa’s crew is extremely proud of the work they accomplished over the past three months. There are few things more frustrating to our sailors than idle deployments, and none more gratifying than accomplishing a very important mission with impacts that resound across our Nation. For many of the crew, this will be their last deployment on Tampa, and it’s one they will always remember.” said Cmdr. Nicholas Simmons, commanding officer of the Tampa.
The Coast Guard increased U.S. and allied presence in the Eastern Pacific Ocean and Caribbean Basin, which are known drug transit zones off of Central and South America, as part of its Western Hemisphere Strategy. During at-sea interdictions in international waters, a suspect vessel is initially located and tracked by allied, military or law enforcement personnel. The interdictions, including the actual boarding, are led and conducted by U.S. Coast Guardsmen. The law enforcement phase of counter-smuggling operations in the Eastern Pacific is conducted under the authority of the Coast Guard 11th District headquartered in Alameda, California.
Coast Guard Petty Officer 3rd Class Mason R. Cram wraps a palette of cocaine in preparation for a drug offload March 22, 2019, at Coast Guard Base Miami Beach.
(Coast Guard Photo by Petty Officer 3rd Class Brandon Murray)
The cutter Tampa is a 270-foot medium endurance cutter homeported in Portsmouth, Virginia. The cutter Venturous is a 210-foot medium endurance cutter homeported in St. Petersburg, Florida. The cutter Dependable is a 210-foot medium endurance cutter homeported in Virginia Beach, Virginia. LEDET 107 is permanently assigned to the Pacific Area Tactical Law Enforcement Team in San Diego, California.
Coast Guard Vice Adm. Daniel Abel speaks to the press about the Coast Guard Cutter Tampa (WMEC-902) crew’s drug smuggling interdictions and offload, March 22, 2019, at Coast Guard Base Miami Beach.
(Coast Guard Photo by Petty Officer 3rd Class Brandon Murray)
Numerous U.S. agencies from the Departments of Defense, Justice and Homeland Security are involved in the effort to combat transnational organized crime. The Coast Guard, Navy, Customs and Border Protection, FBI, Drug Enforcement Administration, and Immigration and Customs Enforcement along with allied and international partner agencies play a role in counter-drug operations. The cutter Tampa even participated in the first joint boarding in recent memory between the United States and Ecuador. The fight against transnational organized crime networks in the Eastern Pacific and the Caribbean Basin requires unity of effort in all phases from detection, monitoring, and interdictions, to prosecutions by U.S. Attorneys in Florida, California, New York, the Gulf Coast, Puerto Rico, and elsewhere.
President-elect Donald Trump has called for the cancellation of the new Air Force One in a tweet, citing the fact that the program would cost $4 billion.
This becomes the latest controversy over the aircraft used to transport the President of the United States, or “POTUS.”
According to a report by Fox Business Network, Trump initially tweeted his intent to cancel the contract, saying, “Boeing is building a brand new 747 Air Force One for future presidents, but costs are out of control, more than $4 billion. Cancel order!” Trump later backed up the tweet in comments outside Trump Tower.
Boeing is building a brand new 747 Air Force One for future presidents, but costs are out of control, more than $4 billion. Cancel order!
The current Air Force One, the VC-25A, is based on the Boeing 747-200 airliner. The VC-25 entered service in 1990 under President George H. W. Bush.
Two VC-25As are in service, with the tail numbers 28000 and 29000. The planes are equipped to serve as airborne command posts, and have a range of 6,800 nautical miles.
The planes can be refueled in flight and also have the AN/ALQ-204 HAVE CHARCOAL infra-red countermeasures system. The previous Air Force One was the VC-137C, based on the Boeing 707.
The new Air Force One is based on the 747-8. While the current Air Force One has received upgrades throughout its life, the 747-200 has largely been retired from commercial aviation fleets.
This has caused the logistical support to become more expensive. The 747-8 also features a longer range (7,700 nautical miles) and will be easier to support.
Trump spokesman Jason Miller told reporters on a conference call, “I think people are really frustrated with some of the big price tags that are coming out from programs even in addition to this one, so we’re going to look for areas where we can keep costs down and look for ways where we can save money.”
In a statement responding to President-elect Trump’s tweet, Boeing said, “We are currently under contract for $170 million to help determine the capabilities of these complex military aircraft that serve the unique requirements of the President of the United States. We look forward to working with the U.S. Air Force on subsequent phases of the program allowing us to deliver the best planes for the President at the best value for the American taxpayer.”
Most people hate meetings –especially with large groups.
Sure, meetings are a great opportunity to get business done in the military, but many of the meetings I have attended and personally ran were squandered opportunities. I hate thinking about the hours of productivity lost sitting in meetings. Sometimes this was because of how they were structured; at other times, the people who called the meeting had no idea what they wanted to get out of it in the first place.
In my experience, most meetings fail because many of the participants don’t come to the meeting prepared, fail to read the room and end up sucking the productivity out of the room before any real work can get done. Yes. I’m pointing fingers, but one of them is pointing toward a mirror.
For me, meetings have been trial and error experiences, and it took me about 16 years before I came to the realization that I’ve been part of the problem. Below are three lessons I’ve learned over the years:
1. Don’t shoot from the hip and have your top lines ready.
I’ve gone to way too many meetings unprepared, not sure of what I wanted to contribute prior to walking into the room. I don’t recommend ever bringing a script, but definitely figure out your topline message ahead of time. Your topline message is the idea that you want the boss or other people in the room to take with them when they walk away from the table. Once you figure this out, write down 3-4 key points that support your message and talk through them.
Even if you have your topline ready and your supporting points in hand, step back and ask, “So what?” If we identify a threat, what are we doing about it? If we identify a risk, how are we mitigating it? By asking, “so what” we not only ensure what we’re communicating is relevant to the listener, and not wasting our time or theirs, but we also ensure that we’re not presenting problems without solutions to our leaders.
2. Don’t go too deep.
I might know 1000 details on the topic I’m briefing in a meeting, but you have to ask yourself: Is it helpful? Maybe not. Therefore, it helps to know what is “above the line” or “below the line” in communication. Above the line is all the information the leader needs to know to make a decision or form a judgment about a topic. Below the line are all the details that aren’t necessary. These two characterizations change as you rise in the organization.
What’s above the line for a battalion commander is (hopefully) different than what’s above the line for a division commander. I’ve lost the attention of many leaders by mixing the two and going into too much detail in meetings, wasting minutes and confusing my messages.
I can’t tell you how many times I failed to pay attention and either covered an issue that was already addressed or tried to push through with my prepared briefing even though I knew time was running out (because the major talking ahead of me wasn’t prepared and went into excruciating detail on his topic).
Nothing will take the energy out of a meeting faster than when someone fails to read the room. Even when I’ve sat there with my notecards and top lines ready to go, I’ve learned that I need to continue to edit based on the atmospherics in the room. Is the boss fidgeting in his chair? Did someone bring up a topic that dampened the mood of everyone else, therefore your good idea will fall on deaf ears? These are a few areas that we need to read when in meetings and adjust accordingly. Maybe my three-minute briefing can be shortened to one minute for the sake of everyone’s sanity.
One last thing. Don’t ever walk away from a meeting without understanding the due-outs and the next steps on the topics discussed. If you do, then the meeting was a waste. If there’s time at the end or before everyone leaves, do a quick check and make sure you heard and understood your obligations.
Meetings don’t have to be wasted time. We all have a responsibility to play a part. We need to come prepared, maybe even rehearse, so we aren’t reading a piece of paper. We need to understand what’s important to the people in the room and not show off our brilliance on a topic. And finally, we need to actually pay attention, read the room and adjust our contribution to the meeting as needed. I will probably never utter the words, “I can’t wait for this meeting,” but at least I can play my part not to make it a wasted opportunity.