That said, drones rely on one of two things: They need to be flown by a pilot who knows where the drone is in relation to its destination (or target), or they need to know how they will get to Point A from Point B. Usually, this is done via the Global Positioning System, or GPS. But what if GPS is not an option?
That situation may not be far-fetched. GPS jammers are available – even though they are illegal – and last year, the military tested a GPS jammer at China Lake. Without reliable GPS, not only could the drones be in trouble, but some of their weapons, like the GBU-38 Joint Direct Attack Munition, a 500-pound bomb guided by GPS, could be useless. There are also places where GPS doesn’t work, like inside buildings or underground.
The Defense Advanced Research Projects Agency, though, has been on the case. In Florida, DARPA ran a number of tests involving small quadcopter drones that don’t rely on GPS. Instead, these drones, part of the Fast Lightweight Autonomy (FLA) program, carried out a number of tests over four days.
The UAVs, going at speeds of up to 45 miles per hour, ran through a number of obstacle courses set in various environments, including a warehouse and a forest. These DARPA tests were part of Phase I.
Check out the video below to see some highlights from the tests!
James H. Anderson, the assistant secretary of defense for strategy, plans, and capabilities, spoke about the 2019 Missile Defense Review at the Brookings Institution in Washington, Jan. 29, 2019. He noted that the strategy covers the Defense Department’s three lines of effort: lethality, partnership and reform.
Here are his main points:
China and Russia are developing advanced cruise missiles and hypersonic weapons that can potentially overcome United States defenses. North Korea has tested intercontinental ballistic missiles that are capable of reaching the U.S. and could be armed with nuclear warheads. And, Iran’s space program could accelerate development of an ICBM system that might be able to reach the U.S.
2019 missile defense review goal
Diplomacy and deterrence are the primary strategies to protect the nation, deployed forces and U.S. allies from missile attacks. Should that fail, the U.S. is developing a layered missile defense system as well as offensive capability.
The ballistic missile submarine USS Tennessee gold crew returns to its home port at Naval Submarine Base Kings Bay, Ga., Jan. 11, 2019, following a strategic deterrence patrol.
(Photo by Bryan Tomforde)
• Upgrade existing radars and sensors
• Increase the number of ground-based interceptors by 20 to 64, along with developing a new kill vehicle for the GBI
• Develop small, high-energy lasers that can be fitted on unmanned aerial systems
• Arm F-35 Lightning II aircraft with tracking capabilities and possible missile intercept at the early boost stage
• Increase the Navy’s fleet of Aegis-equipped destroyers from 38 to 60
• Improve space-based sensors to detect and track missiles
• Conduct a feasibility study of space-based missile intercept capability
• Conduct a Standard Missile-3 Block IIA test against ICBMs by 2020
• Leverage the SM-6 for both defensive and strike operations.
A Standard Missile 3 Block IIA launches from the Aegis Ashore Missile Defense Test Complex at the Pacific Missile Range Facility in Kauai, Hawaii, Dec. 10, 2018, during a test to intercept an intermediate-range ballistic missile target in space.
(Photo by Ryan Keith)
To address regional threats and protect partners, Anderson said the U.S. will deploy additional terminal high altitude area defense, Patriot and Aegis Ashore platforms.
In turn, partner nations are building up their air and missile defenses, with the possibility of integrating them with U.S. systems. For example, he noted that NATO has an operational Aegis Ashore site in Romania. A second site, to be operational in about a year, is being built in Poland, which will house SM-3 Block IIA missiles. Denmark and the Netherlands have sea-based radar systems that can locate missiles.
DOD must adopt processes and cultures that enable development and procurement of missile defense systems in a streamlined and cost-effective manner, Anderson said.
“We must not fear test failure, but learn from it and rapidly adjust,” he said.
Jim Nabors made good on his last name when he brought Gomer Pyle to “The Andy Griffith Show.” His big-hearted, ever-cheery gas-pump jockey was a neighborly fit in the easygoing town of Mayberry.
But when Gomer enlisted in the Marines for five TV seasons, he truly blossomed. So did the actor who portrayed him.
Nabors, who died Nov. 30 at 87, made Pvt. Gomer Pyle a perfect foil for the immovable object of Marines boot camp: Grinning, gentle Gomer was the irresistible force.
On Gomer Pyle, U.S.M.C., a spin-off from The Andy Griffith Show that premiered in 1964, Gomer arrived in the fictional Camp Henderson with a happy attitude and eager innocence that flew in the face of everything he found awaiting him there, especially irascible Sgt. Vince Carter, played by Frank Sutton.
It’s a measure of Nabors’ skill in inhabiting the anything-but-militaristic Gomer that this character was widely beloved, and the show a Top 10 hit, during an era when the Vietnam War was dividing America. His trademark “Shazam,” ″Gollllll-lee,” and “Surprise, surprise, surprise” were parroted by millions.
But Nabors had another character to offer his fans: himself, a booming baritone. In appearances on TV variety programs, he stunned viewers with the contrast between his twangy, homespun humor (“The tornado was so bad a hen laid the same egg twice”) and his full-throated vocals.
He was a double threat, as he demonstrated for two seasons starting in 1969 on “The Jim Nabors Hour,” a variety series where he joshed with guest stars, did sketches with Sutton and fellow Gomer veteran Ronnie Schell, and sang country and opera.
Offstage and off-camera, Nabors retained some of the awed innocence of Gomer. At the height of his fame in 1969, he admitted, “I still find it difficult to believe this kind of acceptance. I still don’t trust it.”
After his variety show, Nabors continued earning high salaries in Las Vegas showrooms and in concert theaters across the country. He recorded more than two dozen albums and sang with the Dallas and St. Louis symphony orchestras.
During the 1970s, he moved to Hawaii, buying a 500-acre macadamia ranch. He still did occasional TV work, and in the late 1970s, he appeared 10 months annually at Hilton hotels in Hawaii. The pace gave him an ulcer.
“I was completely burned out,” he later recalled. “I’d had it with the bright lights.”
In the early 1980s, his longtime friendship with Burt Reynolds led to roles in “Stroker Ace,” ″Cannonball II,” and “The Best Little Whorehouse in Texas.”
He returned to concert and nightclub performances in 1985, though at a less intensive pace. Among his regular gigs was singing “Back Home Again in Indiana” at the Indianapolis 500 each year, which he first did in 1972. That first time, he wrote the lyrics on his hand so he wouldn’t forget.
“I’ve never thought of (the audience reaction) as relating to me,” Nabors said. “It is applauding for the tradition of the race and the excitement.”
Illness forced him to cancel his appearance in 2007, the first one he had missed in more than 20 years. But he was back performing at Indy in 2008, saying, “It’s always the main part of my year. It just thrills you to your bones.”
In 1991, Nabors was thrilled to get a star on Hollywood’s Walk of Fame. He was joined for the ceremony by pals Carol Burnett, Loni Anderson, Phyllis Diller, and Florence Henderson. His reaction? “Gollllll-lee!”
Nabors, who had undergone a liver transplant in 1994 after contracting hepatitis B, died at his home in Hawaii after his health had declined for the past year, said his husband, Stan Cadwallader, who was by his side.
“Everybody knows he was a wonderful man. And that’s all we can say about him. He’s going to be dearly missed,” Cadwallader said.
The couple married in early 2013 in Washington state, where gay marriage had recently been made legal. Nabors’ friends had known for years that he was gay, but he had never said anything to the media.
“It’s pretty obvious that we had no rights as a couple, yet when you’ve been together 38 years, I think something’s got to happen there, you’ve got to solidify something,” Nabors told Hawaii News Now at the time. “And at my age, it’s probably the best thing to do.”
An authentic, small-town, Southern boy, he was born James Thurston Nabors in Sylacauga, Alabama, in 1930, the son of a police officer. Boyhood attacks of asthma required long periods of rest, during which he learned to entertain his playmates with vocal tricks.
After graduating from the University of Alabama, he worked in New York City for a time, and later, in Chattanooga, Tennessee, where he was an assistant film editor and occasional singer at a TV station.
He moved on to Hollywood with hopes of using his voice. While cutting film at NBC in the daytime, he sang at night at a Santa Monica club.
“I was up there on the stage the night that Andy Griffith came in,” Nabors recalled in 1965. “He said to me afterward, ‘You know somethin,’ boy? You’re good. I’m going to bring my manager around to see you.'”
Nabors soon landed a guest shot on Griffith’s sitcom as Gomer Pyle. That grew into a regular role as Gomer proved a kindred spirit with other Mayberry locals. By then, he had proved he was also a kindred spirit with millions of viewers.
Palestinian militants on the Gaza Strip launched at least 150 rockets at Israel overnight, and Israel retaliated by pounding the region with deadly airstrikes.
The Israel Defense Forces said mounting violence began Aug. 8 after militants shot at an IDF vehicle in the Gaza Strip. In response, Israel responded with tank fire.
In the hours following the exchange, sirens sounded across southern Israel in communities that surround the Gaza Strip, including Sderot. Israel deployed its Iron Dome system and intercepted 25 launches, though several civilians were injured by shrapnel.
Israel’s rescue service Magen David Adom said three Israelis, including two men ages 34 and 20, were taken to a hospital for treatment.
In another round of escalation, Israel responded to rocket fire by striking what it said were Hamas militant targets in Gaza. By early Aug. 9, the IDF said it struck more than 140 targets.
A 30-year-old Hamas affiliate was killed in the strikes, the Gaza Health Ministry spokesman Ashraf al-Qedra said. A 23-year-old pregnant woman and her 18-month old child were also killed in the strikes, according to the ministry. At least eight other civilians in Gaza were also injured, the ministry said.
The IDF said it fired at a vehicle used to launch rockets at Israeli territory.
Israel and militants in Gaza have exchanged frequent fire in recent months. In May, more than 100 rockets were launched from Gaza in the worst escalation since 2014, when Israeli troops invaded Gaza.
Following May’s rocket attacks, Israel and Gaza reached an uneasy cease-fire mediated by Egypt, though rocket launches and airstrike retaliation has continued.
Both sides have said they are working toward a cease-fire agreement, though continued rocket fire may dampen efforts. As of Aug. 9, sirens continued to sound in Israeli border communities.
Israeli Prime Minister Benjamin Netanyahu canceled a trip to Colombia to meet with security officials for cease-fire negotiations. Israel, however, appears to be learning more toward a quid pro quo agreement with Hamas instead of a comprehensive cease-fire, as past resolutions have often crumbled.
According to Haaretz, an Israeli official source said last week that cease-fire talks would not succeed unless the bodies of slain Israeli soldiers and two Israeli civilians being held captive in Gaza were returned.
A Hamas official told the Turkish news agency Anadolu on Aug. 7 that the two sides were expected to sign an agreement by late August that would reportedly lift restrictions on the entry of goods into the Gaza Strip in exchange for a five-year cease-fire and the return of the Israeli captives.
Israel’s defense chief said last month that Gaza’s only commercial border crossing, Keren Shalom, would reopen if calm persisted. The border had been closed in response to damage caused by incendiary balloons launched into Israeli territory.
The Hamas deputy chief Khalil Al-Hayya told Al Jazeera TV on Aug. 8 that talks mediated by the UN and Egypt to bring calm to the region were in “advanced stages.” according to Reuters.
“We can say that actions led by the United Nations and Egypt are in advanced stages and we hope it could yield some good from them,” he said. “What is required is for calm to be restored along the border between us and the Zionist enemy.”
Neither the UN nor Egypt has publicly discussed its plans for a renewed Gaza cease-fire, but they said it would bring economic relief to Gaza’s 2 million residents experiencing shortages under crippling blockades.
Jason Greenblatt, a US envoy who has been involved in peace negotiations between Israel and the Palestinians, pointed a finger squarely at Hamas for the escalation of violence.
The Islamic militant group Hamas has controlled the Gaza Strip since Israel disengaged from the region in 2005. Since then, the group has fought three wars with Israel, most recently in 2014, resulting in deaths and injuries of thousands of civilians and leaving much of Gaza is ruin.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
In a unanimous vote, the U.S. House of Representatives passed a bill that would allow WWII-era Women’s Airforce Service Pilots (WASPs) to be interred at Arlington National Cemetery. The bill was sponsored by Rep. Martha McSally (R-Az.), a former A-10 pilot who flew missions over Iraq.
“The WASPs opened the door for people like me being able to serve,” McSally said.
The women were denied burial rights when the Army reinterpreted a bill from the 1970’s. The decision excluded the WASPs, who ferried combat aircraft and trained male pilots from 1942-1944. The female WWII pilots were not considered active duty troops under the reinterpretation despite having since received the Congressional Gold Medal, as well as benefits under the VA system.
Space at Arlington is becoming increasingly scarce as time goes by. The acting Secretary of the Army Patrick Murphy insists only Congress can change the internment rules. The bill now goes to the Senate, where similar bills have been introduced.
During an interview with with Fox News Channel host Chris Wallace, Putin was asked about whether he had any “qualms” about civilians being killed in Russian bombings in both Aleppo and Ghouta.
“You know, when there is a warfare going on — and this is the worst thing that can happen for the humankind — victims are inevitable,” Putin told Wallace.
“And there will always be a question of who’s to blame,” he added, before shifting responsibility to terror groups in the region, like ISIS and Jabhat al-Nusra, for “destabilizing” the country’s political situation.
Syrian President Bashar al-Assad and Russian President Vladimir Putin
Russia has supported the Assad regime in Syria since it formally entered the country’s civil war in 2015.
Putin also tried to deflect the issue of casualties by talking about the Syrian city of Raqqa, where Amnesty International says US-led coalition airstrikes killed and injured thousands of civilians in 2017 and left the city in ruins.
On July 16, 2018, President Donald Trump met with Putin in Helsinki and discussed a number of issues including the humanitarian situation in Syria.
“Cooperation between our two countries has the potential to save hundreds of thousands of lives,” Trump said.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
For ground troops, the improvised explosive device threat is considered one of the deadliest defensive components ever to hit the battlefield. Enemy forces have placed countless IEDs anywhere, including alleyways, open terrain landscapes, and along transportation routes.
With all the different mine-defeating technologies allied forces have available, many homemade explosives still manage to still go undetected at times.
Enter the Assault Breacher Vehicle.
Crammed with 7,000 pounds of explosives, this mode of transportation can destroy nearly any hazard the enemy might plant.
The ABV uses its weaponry to destroy a preselected area of enemy terrain within seconds — much faster than foot patrol.
“The ABV can clear a route faster than dismounted patrols because it doesn’t actually have to find the IED,” Lance Cpl. Jonathan Murray stated.
The vehicle is tailor-made to find and destroy IEDs that protect the enemy’s stronghold. Along with its superior armor, the ABV fires a mine-clearing line charge known as an MICLIC.
The MICLIC is as a 350-foot-long “sausage link” that contains nearly one-ton of C-4 explosives that can clear a surface area of a football field in a single blast. Once a MICLIC is fired off by the operator, they will send out an electrical charge that will completely detonate the line and everything in its path.
The massive explosion that follows will set off any IED with the surrounding sector 45-feet wide, making it safer for troops and local nationals to walk. As the ABV maneuvers through the enemies’ backyard, the vehicle can also detonate the IEDs with a plow system mounted in the front.
The plow has the ability to dig up the lethal mines before our brave service members have a chance to step on it — saving lives.
Check out American Heroes Channel‘s video below to watch this beast of a vehicle clear a massive area of IED threats.
With everyone hating on some ignorant teacher for sh*t-talking the troops or an Airman for making a horrible rant video, can’t we all just band back together and hate on the real enemy? Tom Brady. So we’ll mock him. Because he can take it.
13. There’s always one in every unit.
12. We’re also experts at drinking until 0500, sneaking guests past the gate in car trunks, and putting bullets in things.
The Vatican Swiss Guard is primarily regarded as a tourist attraction, but they are actually descended from a famous military tradition and their duties are anything but just ceremonial.
Composed of a company of former Swiss military, the Swiss Guard are responsible for the protection of the Pope and perform many ceremonial functions as well. Though best known for their colorful uniforms and halberds, plainclothes Guardsmen also serve as bodyguards for the Pope and security for the Vatican.
Entrance requirements for the Guard is strict. Potential Guardsmen must be Catholic males, of Swiss nationality, and have completed Swiss military training. Their service records have to be spotless, and they must be at least 5′ 9″ tall and be between 19 and 30 years of age. Though the Guard has considered opening up positions for women, for now it’s exclusively male.
The Guard’s history stretches back to the Middle Ages. Swiss mercenaries, or Reislaufer, were among the most feared fighting forces of the late Middle Ages and Renaissance. Switzerland was an overpopulated and poor country, and its independent cantons would contract out its militia to other countries as a means of support.
Gaining their reputation with spectacular victories over their Austrian Habsburg overlords in the 13th century, the Swiss were famed for their skill in using pikes and halberds in deep column attacks. Their general refusal to take prisoners only added to their ferocious repute, and they became the most prized mercenaries in Europe.
Noted for their loyalty, Swiss mercenaries served as the bodyguard contingent for many European monarchs such as the French throne. During the storming of the Louis XVI’s palace during the French Revolution, his Swiss Guard refused to surrender despite being hopelessly outnumbered and running low on ammunition. It took a note from the king himself for them to lay down their arms, and their spirited defense so enraged the revolutionaries hundreds of them were summarily executed.
Swiss mercenaries had been serving the Papal States for centuries, but it wasn’t until 1506 that a permanent Guard of 150 men under the direct control of the Pope was formed, at the suggestion of the Swiss bishop Matthaus Schiner. When mutinous unpaid troops from the Holy Roman Empire sacked Rome in 1527, the Swiss Guard proved their bravery by losing most of their number defending Pope Clement VII. Out of 189 men, only 42 survived, but they bought time for the Pope to escape through a secret tunnel ahead of marauding enemy soldiers hoping to hold him for ransom.
When German forces occupied Rome during World War II, the Guard took up defensive positions and prepared to fight to the death, but Adolf Hitler chose not to attack the Vatican.
The Guard gradually morphed into a mostly ceremonial unit during the later 20th century, but this changed with the assassination attempt on Pope John Paul II in 1981. Mehmet Agca, a Turkish national believed to have been backed by the KGB, shot the Pope four times as he entered St. Peters Square, nearly killing him. The Guard has since refocused as personal protection, with the pope’s security detail beefed up and armed with light automatic weapons.
In 2006, the Guard celebrated its 500th anniversary by marching a contingent of former Guardsmen from Bellinzona in southern Switzerland to Rome, in emulation of the first Guards journey in 1505-06. Since Switzerland banned mercenaries in 1874 with the sole exception of the Vatican, this unit is the last remaining example of a storied line of soldiers.
Army chaplains and their assistants provide spiritual support to soldiers, both in a deployed environment and back at home. They are part of a support network for soldiers going through a hard time or just needing someone to share their thoughts or concerns.
Army Master Sgt. Samuel W. Gilpin presents a quilt to Spc. Zowie Sprague during a battlefield circulation visit in Taji, Iraq, Feb. 14, 2017. The quilt was hand-made by a family from a small town in Texas. (U.S. Army photo by Sgt. Cesar E. Leon)
The Army’s Chaplain Corps provides counseling for soldiers in times of crisis, such as extreme stress, grief, or psychological trauma. Army chaplains are teamed-up with an enlisted soldier known as a chaplain assistant.
Together, they form what is known as a Unit Ministry Team.
“Chaplains have to be extra resilient and take time for self-care,” said Army Maj. James S. Kim, the chaplain for the 369th Sustainment Brigade.
“Caregiver” is a term that can be given to chaplains and their assistants within the military. On a day-to-day basis, ministers may deal with many grief counseling cases and always have to remember the importance of self-care.
“I have learned from my past deployment, that when I am assisting people with their issues, there is only so much I can help with,” Kim said. “At the end of the day, I have to be able to unravel everything I heard from the day and be able to get my own counseling.”
UMT’s are empathetic to soldiers’ personal problems, such as substance abuse, relationship issues and post-traumatic stress disorder. If they are not conscious of the psychological toll their empathy can take on them, they run the risk of suffering from what is known as compassion fatigue.
UMT’s need to find ways to cope and release the weight they take on from providing moral support to their soldiers.
“It is important to understand your limitations, what you can and can’t do, but most importantly finding that time to connect to your faith,” said Army Master Sgt. Samuel W. Gilpin, the chaplain assistant for the 1st Sustainment Command UMT.
The Army Chaplain Corps provides responsive religious support to the unit in both deployed and garrison environments. The support provided can include religious education, clergy counsel, worship services, and faith group expression.
Chaplains have been an integral part of the armed forces since 1775, when the Continental Congress officially made chaplains a part of the Army.
Chaplains serve commanders by offering insight into the impacts of religion when developing strategy, campaign plans, and conducting operations.
They also provide soldiers an outlet for spiritual practice and provide counseling and moral support for soldiers in need.
During World War I, steel for building ships was in short supply.
While American President Woodrow Wilson was determined to keep the U.S. out of the war, he didn’t want America’s Merchant Marine to be left unbuilt. So he approved the construction of 24 ships made from concrete to the tune of $50 million ($11.4 billion adjusted for inflation) to help build American shipping capacity.
Concrete, while cheap and readily available, is expensive to build and operate when it comes to ships. They need thick hulls, which means less room for cargo. Only 12 were ever built and by the time they were ready, the Great War was over.
A website dedicated to this “experiment in ship building,” ConcreteShips.org, keeps track of what happened to these 12 innovations.
The Atlantus was a steamer that was sold as a ferry landing ship. Before she could ever be used for that, she broke free during a storm and grounded near Cape May, New Jersey, in 1926.
She’s been falling apart ever since but what’s left can still be seen from shore.
SS Cape Fear
A good example of the drawbacks of using concrete for shipbuilding, the Cape Fear ran into a cargo ship in Rhode Island, shattered, and then sank with 19 crewmen lost.
The Cuyamaca was stripped down in New Orleans after she was built. She was then converted into an oil barge. Like other concrete ships hauling oil in the Gulf of Mexico, not much is known about her final resting place.
Artificial structures sunk in coastal areas protect the coasts from negative effects due to weather and the spread of sediment. The Dinsmore is living on in this regard. She was sunk to be a breakwater in the Gulf of Mexico.
The Latham also became an oil barge, storing oil pumped in the Gulf of Mexico. While transporting oil pipes, she hit a jetty and nearly sank. She’s now floating around the Gulf somewhere, storing oil.
Moffitt is another oil barge off the coast of New Orleans.
SS Palo Alto
This ship was turned into a dance club and restaurant in California. It featured an arcade and a swimming pool before the company that ran the place collapsed in the Great Depression.
When a storm cracked her across the middle, the Palo Alto became a fishing pier.
Now in British Columbia, Canada, the Peralta spent time as a floating fish cannery and is now a floating breakwater. She’s the only one of the 12 still afloat.
The Peralta is also the largest concrete ship still afloat anywhere in the world. She protects the log storage pond of a Canadian paper company.
After hitting an underwater ledge, Polias shattered and sank off the coast of Maine. Fourteen crewmen died trying to abandon ship.
A 1924 hurricane further shattered her wreck. What remains is off the coast of Port Clyde, Maine.
SS San Pasqual
When the San Pasqual ran aground off Cuba, no one was inclined to dig her out. She stayed there and became a depot ship and then a prison. Now, she’s a 10 room hotel.
Originally sold for scrap, Sapona was converted into an offshore liquor warehouse during Prohibition. She was grounded off the coast of Bimini, an island of the Bahamas, during a hurricane. The stern broke off, destroying the rum running owner’s stock and leaving him penniless.
The Army Air Forces and Navy used Sapona for target practice during WWII.
Called the “Flagship of Texas,” the Selma was an oil tanker that hit a jetty off the coast of Tampico, Florida. The government sent Selma to Galveston for repairs, but the shipwrights had no experience with concrete. She was taken to Pelican Island, Texa in 1922, where she sits today.
The Texas Army named her its flagship 70 years later.
Nick Palmisciano commands an empire of apparel sales, MMA sponsorships, digital content, and social media mastery as the Founder and President of Ranger Up. Started in 2006, the company is on track this year to hit $10 million in revenue, and that’s due in large part to the former Army officer’s ability to overcome significant challenges.
Palmisciano founded the company while pursuing his M.B.A. at Duke University, after he started printing funny military-themed t-shirts for ROTC students there. Now nine years later, it’s a business that continues to grow.
WATM spoke in depth with Palmisciano about his business challenges, how he overcame them, his future plans, his heroes, and much more.
We Are The Mighty: When you refused a promotion and went all-in with RangerUp, it was a huge risk. Do you remember what you were you thinking at that moment?
Nick Palmisciano: I was scared, to be honest. I was scared about giving up the security of the whole thing, but I also felt very free for the first time in ages, you know, because I just — I controlled my destiny, you know, and being able to control your destiny is a very American trait and it’s something I didn’t fully appreciate.
Like I thought of myself as an entrepreneur when I was doing it part-time, but you know, when poor performance means you don’t get a paycheck it hits home so much more, and I’m sure you realize that … but you know you feel alive because you kill what you eat, the company grows, you get a paycheck, the company grows, you get to continue paying employees. [If] the company doesn’t grow, it dies, and you fail. So it’s a lot more exciting and a lot more rewarding when you do well and hits a lot more than a normal job when you do poorly.
WATM: Do veterans have an advantage or disadvantage in starting their own businesses?
NP: We have both. So the statistics show that veterans do better than any other population in the country at starting their own businesses and maintaining their own businesses. I think that’s true for a couple of reasons: One, we have endured a lot, and we are used to a situation where at first we are not the best at something, [and] we have to work really hard at it and, over time we get a skill set. Those are incredibly helpful attributes. When you’ve actually done hard things several times, it makes the next hard thing easier to accomplish.
The other thing is that we genuinely like to work in teams and we are happy when other people succeed, but the military is built around [the idea that] you learn something, and then you achieve a level and then you teach other people how to achieve that level and your success is married to their success. That’s not true in the civilian world. People are a lot more self-centered — whether that’s a good thing or a bad thing, they are focused on their own promotion, their own skill sets, their own growth, and they don’t think about the team as much as military people do.
So that’s the upside. The downside is that the military makes things very easy for us, and that’s probably counterintuitive because nobody looks back at their military experience and says “Man that was so easy” but they tell you “If you want to go to this next job, you go to this school. If you want to go to this next job, you need to do these things in the unit. You need to have these jobs.”
There’s a structure to the whole thing. There is no structure in entrepreneurship and when I see people [who] are trying to start business that are really sputtering, a lot of times they’re coming to me, they’re coming to other entrepreneurs and they’re saying that they’re looking for advice, but they’re really looking for me or others to do all of the work for them and they just want to knock down these easily set up targets. And that’s just not the way that entrepreneurship is. You have to go into nebulous situations and figure out a way through and there’s a lot of suffering in there and you might be great for two years and then something else comes in and changes the whole game, and you have to rethink everything that you’re doing.
So there’s good and bad. You know on the whole, I think you’re better off being a veteran, and the statistics show that, than not, but there are things that kind of bite us in the ass too.
WATM: How about in the corporate world?
NP: Um, again, it’s kind of — it’s a two-pronged answer — thinking that you are better than people, or that you are owed something, or that they all suck because they’re civilians, you are setting yourself up for failure. So if you go in with that approach, which a lot of people do, and then complain that no one wants to hire vets, you’re not going to do well, because frankly, nobody wants to be treated like sh-t. No one want to be looked down upon, so if you go in with a negative attitude, then people aren’t going to like you and you’re not going to get hired. If you go in with the same attitude that you had when you went into a new job in the military — “I don’t really know what I’m doing and I have to rely on the people around me to teach me everything I need to know, but be proactive in learning everything that you can,” — you’re going to do extremely well.
Every time I had a new corporate job, I spent most of my time for the first few weeks basically talking to everybody that was in the group — no different than somebody coming into a new unit [and] figuring out how the unit works what the SOP’s were — and then after that after I felt like I had a handle on it. Then I was going to best practices and other organizations, the internet, etc. to figure out how I could improve my job, the organization, and take it to the next level in any number of areas.
That’s the approach that you need to take to figure out what’s going on and then figure out how you can be most valuable and see what you can bring to the table, as opposed to “let me tell everybody here how things should really work, I was in the military.”
So just like anything else, going in humble with the intention of truly being helpful as opposed to trying to rise above other people is going to make you successful.
WATM: How do we get over that “I’m better than you” military mindset?
NP: I try to flip it around for people. You know, when people get out [of the military] and go to college and college students are making gross assumptions about them, you know about how having post-traumatic stress is going to result in them doing something insane, or about killing people or about this, that, or the other thing … all the stereotypes that you hear about college students.
How much does that infuriate them? How much does that make them want to have nothing to do with these people, does that make them feel like they’re a fish out of water in this organization?
Flip it around and treat somebody like that because they don’t have the same experiences that you had, and guess what? You’re the a–hole. You know, so stop being an a–hole.
You go in and you’re walking into their organization. You wouldn’t walk in from basic training, or for that matter, walk in off the street to basic training and [say] “alright check it out drill sergeant, let me tell you how it really is.” Because they’re gonna be like who the f–k do you think you are?
It’s no different. It’s no different walking into a company. You can’t walk in one day and tell everybody how it is or how it should be or, the way that it should work or that they’re all wrong, because you don’t know what you’re doing — no matter what experience you have — you don’t know what you’re doing. You don’t know how that organization [operates], what they do on a daily basis, and you don’t know the constraints and you don’t know the personalities involved.
You know if you flip it around, it suddenly sounds ludicrous, right? It’s the same thing.
WATM: What do you think was your biggest challenge with RangerUp, and how did you get through it?
NP: [Sighs] There’s a new one every year, man. Honest to God. There’s a new one every year. You know, the most dramatic challenge I went through [was that] I went through leaving corporate America and literally a month and a half later I was going through a divorce, so I rapidly ran out of personal [funds]. I sold everything that I had, mutual funds and all that stuff, and I was down to $1,300.
And the key there, just like the key has been in every other time that I’ve had a crisis with the company is to focus on one thing at a time every single day and try to improve. You know, whether it’s marketing, whether it’s inventory management, whatever, because if you take a step back and you look at all of it, all the problems and all the challenges, it’s overwhelming.
So, you know, putting it in military terms, right, if you can sit back and say I want to conquer the country of Iraq, that’s an insane task that requires many people thinking and assessing and even then it’s challenging but when you break it down: The first thing I need to do is, I need to take this city, I need to take this block, I need to take this street, [and] it becomes manageable.
So sometimes, especially when everything is sh-tty, and when cash flow’s tight and when you don’t have enough inventory … when sales are down for the month and there’s a new predator or whatever it is. When things are very challenging, you’ve got to narrow them into a list, because otherwise it’s overwhelming.
You put one thing on the list at a time, you do it until it’s done, and you do it so that it’s high quality, and then you do the second thing on the list and when you knock things out like that and you go through the formula of A, B, C, you find yourself in a better position after several miserable weeks.
If you just try to solve it all at once, you get nothing done, you can’t sleep at night, and it doesn’t improve. And so, I went from being a dude that had a lot of money to a dude that had $1,300 to his name and had maxed out credit cards.
But by knocking out one thing at a time, the next month I had $1,350, and the next month I had $1,500, and you know, I’ve taken that approach with everything. So every time something goes wrong, you have to assess, what is it?
Well, this time I have too much inventory in styles that weren’t really selling, how did that happen? So you figure all that out, and what I know is that I need money right now to make a sale on this inventory that isn’t showing, even if I take a loss on it because I need to get cash into the system, then how do I figure out how to do that next time? What led me to this?
So you need to go through the steps and at some point, like right now we have a very fancy inventory management system, we use algorithms to determine that we built based on our analysis and how many of something we should order. But that didn’t happen in a day because we f–ked up, and then we fixed it, and then we f–ked up again and then we fixed it, and as long as you don’t make the same mistakes, over time you start building a business that is very efficient and very sophisticated.
But at the beginning it’s like “hey, how many of these should we order? I don’t know, 100? 150?” And now it’s… I don’t want people rounding because we found two years ago that by rounding up to the nearest 12 shirts, we added $80,000 of inventory, 3 or 4 shirts at a time, and that money needs to be working, not sitting on the shelves.
You see what I’m saying? It all kind of builds.
WATM: I’ll follow up by asking, specifically, because you brought up the thing with $1300, how did you break that up, what was your priority there? It’s daunting, you’re looking at your account and seeing that you only have $1300, and you’ve gotta make money. What were the manageable tasks that you found got you to $1350 in the next month?
NP: The first thing was figuring out where the money was going, [and] where are we spending. One of the the big things back then was we really valued things. We were a smaller company, doing what the other people were doing, and we really valued things like athlete sponsorship and trade shows, and you know all the things that all the other companies are doing that everybody tells you are critical.
[We] just kind of walked through that and asked, is this critical? What does it really cost to do a trade show? What does it really cost to have an athlete? And then you figure out what the value of having these things really is. We almost don’t do any trade shows anymore because the average trade show ended up costing around $27,000 when all is said and done, and you just don’t get that kind of return. It’s just a thing that somebody created that people do, and everyone goes, “oh you’ve gotta be involved in this or else you’re not really in the industry.”
Well that’s not true at all, but that’s what everybody says. And you know, we do sponsor athletes, but we only sponsor our kind of athlete, and we figured out what that meant.
Inventory. It was a big issue back then and I was trying to figure out why sales weren’t growing — why we were very profitable, but we had no cash on hand. So it was a simple Excel spreadsheet where I rank-ordered all of the styles by sales and then to the right I put their inventory value and then I realized that I was getting 80 percent of our sales on about 20 percent of our inventory, and the other 80 percent of our inventory accounted for 20 percent of our sales.
It was embarrassing because I knew this stuff from business school, but it’s completely different when you’re in it, day to day, and you think about things like if I only print this smaller number, it’s gonna cost a dollar something more per shirt and that’s gonna be a ton of money — and it is a ton of money — and it’s not hundreds of thousands of dollars in useless inventory, and there’s no science to that.
It’s hard to balance what’s appropriate. Is it profitability or is it cash flow? You’ve gotta strike a balance, like you’ve gotta hold some inventory or you can’t sell but if you have too much inventory you have nothing available for investment.
So we did a fire sale on that 80 percent of the inventory and much of it we took a loss or did breakeven on, and then all of a sudden we had some cash and we invested that cash into styles that sold, and we were able to then create more styles and started developing styles more routinely.
All of these things were things I was working on over several months and the low point just happened to be at that $1,300 and so I had already been working to solve the problem. And it finally started clicking that following month, like all of a sudden these new styles were coming in, we were selling more, we had a little more cash on hand. I was able to pay myself a little more, and it wasn’t a ton more — like another $100 or $150 a month — but that little amount made all the difference. So you kind of chip away at these small things and they add up to be big things very quickly.
WATM: What are the tools you use on a daily basis to be more productive and get things done?
NP: I’m not a really fancy guy even though I have an appreciation for a lot of these crazy apps out there but really at the end of the day there are three tools that I use all the time.
Excel is the lifeblood of everything I do and I am an Excel ninja. People say that they are an Excel ninja because they can do a couple of basic formulas but there is nothing I cannot do in Excel. Spreadsheets are very complicated you know, drop down menus and like it’s just … [being] able to very quickly look at data and convert that into a few possible directions that you should go and that you should look at, is invaluable. If you’re gonna start your own business and you’re one of those people that’s like “Oh I’m not good at that, or I really don’t know that much about Excel,” take courses, start figuring out how to do analysis, [because] it’s really important.
The second thing is Quickbooks; I don’t care if you’re a brand new business and you only have $400 in sales, start using Quickbooks, start figuring out how all the different sheets work and fit together and constantly be looking at your business to see what’s going on. If you don’t know, then your success is just dumb luck.
You have to know what’s going on in the company. And then the last thing is just that I use the notepad on my iPhone and Tom [Amenta, COO of RangerUp] has Evernote or whatever the hell it’s called, and a few other fancy things but I just use the notepad every day and write down what I have to do on this day, and if I don’t get these things done then I have failed.
Or, at the very least I take it and I move it on to the notes for the next day. But every single day I am trying to knock out certain things. So those are the three very simple tools that I use constantly. You open up my computer and there’s always six or seven Excel sheets open and I get a daily Quickbooks report with a list of various things that are important to me along with a scorecard that the various managers inside the business provide me on a weekly basis and I hold myself accountable with my phone which is always with me.
WATM: I’d be really fascinated to learn what your creative process is like. You guys are churning out videos, blog posts, social media, memes, all kinds of stuff. How do you decide what’s good, who’s coming up with this stuff? Can you take me through what that’s like?
NP: We have a really good creative team and that’s me, Tom Amenta, Jack Mandaville, Patrick Thomas Baker, and all of our designers. It’s just a really good group of people, but it also extends to anybody [who] wants to be involved.
So sometimes we have, I don’t know, three organized meetings about various topics in terms of creativity every week so one is the design process, one is videos, and one might just be general ideas about projects you take on.
But then also there are people like Jack, Pat and I that are literally always thinking about this kind of stuff. Like I’ll wake up in the middle of the night sometimes and jot down some stupid video idea or an article I want to write or whatever, and it hits me and I put it down.
And you know, our whole concept is we want to entertain our friends. That’s the way that we look at our business. How can we entertain, educate, or just generally amuse our friends? If we do that right everything falls into place. And if we don’t do that right, we’re just another t-shirt company.
NP: Range 15 is a post-apocalyptic comedy. Think of it as “The Hangover” after the apocalypse with veterans leading the charge to save the world. And in terms of the plot that’s kind of what I can give up right now.
The main character in this movie is going to be Mat Best. He’s got the high cheek bones and the steely blue eyes so we thought it was a no-brainer, and then the rest of the Ranger Up and Article 15 crew who I’m with, Dakota Meyer, Leroy Petry, Tim Kennedy and we just got a really interesting call that I did not expect from another well-known military celebrity that is interested in being involved.
And he has already had a very popular movie done about him, but he has never done a comedy before, and I think we’re going to be adding his seal to the mix here. But the concept here is that veterans are always portrayed in a certain way in movies, even positive movies. It’s always about sacrifice and suffering and they always end up worse off from their experiences. And that’s really just not the case. I mean it’s the case with some people, sure, but on the whole veterans are the most industrious, fun, can-do people that I’ve ever met and that I think most people will ever meet and so we just wanted to have fun with it.
So for example, we’ve got two Medal of Honor recipients in this thing and they’re poking fun at each other and the service. And they’re in a movie that could be described as one of the most ridiculous movies that you’re ever gonna see anywhere, and they’re doing it because they should be able to do it. Nobody should be able to tell these guys, “you can only do this type of film” or this kind of documentary.
No, because they want to do the same kind of thing that we want to do. They want to amuse our friends, they want to show them that you can do anything. I mean for all, for any negative threads that are on us doing this silly movie, at the end of the day, in 24 hours we’ve raised almost $200,000 [Editor’s note: Now it’s almost $500,000] to do a movie for our community.
I’ll be honest, the folks at IndieGoGo spoke to a mutual friend and had told them that we were going to launch and they kind of ignored it. And the president of IndieGoGo called and his question to them was “Who the f–k are you guys?” Because he didn’t understand, he did not understand how we were doing it, and it’s because people don’t understand the community and understand what these kinds of things mean to the community.
It’s gonna be a good movie. It’s gonna be really funny and it’s going to be for us, and because we’re doing it for us we don’t have to compromise the message at all. We don’t care if someone’s offended by it. We don’t care if this isn’t Hollywood appropriate, and if this isn’t gonna do well in the Asian market. We don’t care about any of that stuff.
Because we’re doing a movie that our fans want us to do. And it basically breaks all the rules. Our IndieGoGo campaign wasn’t set up the way IndieGoGo says you should set up a campaign, our marketing strategy isn’t what they say you’re supposed to employ, we’re not relying on Hollywood interviews, we’re not relying on press and we’re not relying on any of this stuff and we’re doing it hardcore, direct and social.
And we’re on pace right now to be one of the largest funded movies ever on IndieGoGo, and I think that speaks less about us and more about the community.
WATM: What about the decline of the military comedy in a post 9/11 environment? Why has that happened and were you actively trying to combat that?
NP: You should be able to have fun with it. And we saw the same kind of thing with some people with “Enlisted.”
Military veterans are not saints. And I don’t mean that in like we aren’t good people, but you do not need to bow down to the altar of the veteran. We’re regular people, and we should be able to make fun of ourselves. And if you think that veterans can’t because they have to live up to some standard or stereotype, that’s your problem, not ours.
I think most veterans have a lot of fun, are funny people, enjoy life and don’t want to be stuck with this view that they are droids that are serious and boring people. I think it’s unfair and we want to shatter that.
WATM: It seems counterintuitive to work with Article 15 Clothing, which outsiders would view as a competitor. How do you explain that relationship? It seems antithetical to the norms of business to be friends with companies creating such similar products.
NP: With Article 15, we have a very similar ethos. Those guys genuinely care about the veteran community; it’s not just window dressing. So they’re genuine guys and I like them personally, but the second part of it is that I don’t think it’s a zero sum game. I don’t wish failure on anybody.
We grow, they grow. Grunt Style [another military apparel company] grows and it’s not a bad thing [because] these people are employing veterans and doing good things. I’ll be honest with you, I haven’t had a single year where we haven’t had triple or double digit growth, so I’ve got no reason to complain.
When you sit around and look at competitors and worry about what they’re doing, and worry about other people, you are stagnant, you’re not improving, you’re not creating new products. You’re just worrying and you’re trying to go backwards. When you [should] look forward you grow.
That’s what we do, so I worked with Article 15, and we became friends, I gave them some advice here and there, and as a result of that mutual trust we kind of hung out and came up with the concept of doing this together and it’s been a really good partnership.
You can ask them the same questions and I’m relentless — that’s my personality — so from the moment that we decided to do this, I’m the guy who is annoying the sh-t out of everybody like “hey, we gotta do this, here’s our timetable, hey, we’ve got to get the lawyers to do this, we’ve gotta fill out this form and here’s the script notes. I need this and I need that.”
And Jarred [Taylor] is a promotional genius, Mat is a very creative dude, he’s hilarious, Jack [Mandaville] is hilarious, and everyone is kind of bringing something to the table. Individually I’m not gonna say, “could Article 15 have not done this without us?” No, I would never say that. They’re motivated guys, and they could have done it, same with us, like we could have done the same thing.
But together, we’re unstoppable. And I truly feel that way. Working together on this, we’re unstoppable. We’re putting up numbers that are shocking on IndieGoGo because the general population has no f–king idea who any of us are. But we’re still putting up numbers that are a quarter of what Broken Lizard just did with “Super Troopers” and that’s a movie that probably 20 percent of America has seen and loves, because we work great together, and have been able to kind of check egos and just work really hard.
So, for me it’s just been a win for everybody and it’s been an awesome experience.
WATM: You were an Army officer, so I’m curious as to what terrifies you more: leading a unit of soldiers, or leading your own company? Or is it similar?
NP: It’s really different. And I also think it’s different because as you get older you think about things differently too. Like to think if I was this age, and if I were to take a platoon now, I would have been a lot more afraid than I was then, because when you’re 21 or 22 and just out of Ranger School, you feel like you’re unstoppable and you’re surrounded by guys who feel like they’re unstoppable.
Deploying was definitely nerve wracking because, a lot of people say this, but I was one of the guys that really loved everybody in my platoon even if they were a pain in the ass, and I really looked at them as my family. And it was terrifying to think of losing somebody. But I was fortunate that I wasn’t in a position where that happened. So, I was a young guy and felt invincible and never was faced with some of the bad things that happened to other people.
The stress is different though. The stress of a business is constant, and it’s not something where there is a clear, there’s no clear enemy right? It’s just this constant stress. Do we have the right inventory? Do we have the right ideas? Do we have the right advertising strategy? Oh crap, this thing went wrong. We need to fix this. The shirts came in wrong, the movie title headline is off because of X,Y, and Z, the lawyers didn’t get us the paperwork in time.
So now, my brain works 24/7, and it’s never over. In the nine years I’ve been doing this, I’ve basically had this constant stress in the back of my head, whereas the military, the stress has much higher peaks but shorter duration.
You get back from deployment and that stress drops significantly, then you deploy and the stress peaks. Within an entrepreneurial endeavor, the stress never goes away. It’s just always there. There’s always something you could be doing. That was a convoluted answer, but in the worst situation, [there’s] no question about it that the military is more stressful. On a day to day basis it’s more stressful to be an entrepreneur.
WATM: Living or dead, who are your top 3 heroes?
NP: George Washington is the best president we will ever have. I’ve read just about everything written on the man and people have no idea how much that dude did for the country and for our way of life.
Cheesy I know, but my father came over from Italy when he was eight years old, volunteered for Vietnam, served for six years, got out and used the GI Bill to be the first person to go to college in our family on either side, graduated valedictorian, and sacrificed significantly so that my mom and my brother and I grew up thinking anything was possible, and essentially made it so that we did make anything possible that we wanted to do.
And then third, gosh, you know the third one is a tough one, I’m not really a big hero worship kind of guy but I’m gonna go with Captain America. I’m serious. I’m going with Captain America because no matter how bad it gets, he sticks to doing what the right thing is and he never allows his principles to be shaken.
WATM: You want to start a new business instead of RU. What is it?
NP: That’s a tough one for me to answer because I have so many offers on the table right now. If I wanted to do something completely different I would do something that involved absolutely zero inventory.
So we’re kind of doing something that’s been a dream of mine for a long time, and that’s to get into the movie business. I mean, we might get into doing this movie and realize that we all hate movies. You know I enjoy doing advertising work, I could also see myself at some point disengaging from business and spending some time doing some nonprofit work.
It’s tough for me, because literally every day someone is trying to buy us, get us involved in a new business or hire me or Tom or somebody away from here. So I almost can’t even answer that.
At the end of the day, I want to work with really good people because the business almost doesn’t matter. I don’t even really like T-shirts. I tell people that all the time. But I really like my customers. And that’s what keeps me in the game with RangerUp.
If I had the opportunity to take over a $200 million business, but the focus was on football players or something, I don’t think my heart would be in it and I don’t think that I would be as good at it. Working with good people, and customers that I believe in, that’s kind of what motivates me. I need to care about what I’m doing.
I was in a position in corporate America where I was making a lot of money, I was on pace to make a bunch more money, and that taught me that I really don’t care about money. I mean obviously, I need to eat and I need to take care of my family, but I don’t need to be Kanye or Mayweather blowing 100K at a strip club. That’s not gonna make me happy. So whatever I do, the work has to be worthwhile.
WATM: What’s the #1 business book you find yourself recommending to people?
NP: I don’t really believe in business books. They’re just cheesy, they’re narcissistic, they’re people telling you how great they are, for the most part.
I would tell you that Ryan Holiday wrote a really cool book called The Obstacle Is The Way. It’s not really a business book but it is a great read and it’s founded on the principles of stoicism. And if you want to go back even further, read Marcus Aurelius. One of the great things that I learned from Ryan, and this is just from personal interaction with him, is that if you want to know something about a topic, any topic, walk into the bookstore and find the oldest book on that topic that’s still in print, because if it’s still in print, it’s because it’s a good book.
If it’s a new thing that someone famous just wrote, it’s probably a piece of sh-t, and I’ve found that to be true. And I’ve started reading older and older books, and the classics, and philosophy, because I find that to be a lot more valuable than reading about some dude that just launched an app and is 25 and trying to tell people how to run their life and run their business.
Sometimes people are really good, sometimes people are really lucky, [and] sometimes people are really good and can’t tell a story. Read old books.
WATM: What about a military-related book?
NP: That’s tough. I really like Gates of Fire, I really like Starship Troopers, the book, not the movie although the movie’s fun. The Long Grey Line, that’s a great book. Black Hawk Down. There [are] so many great books out there it’s hard to pick just one. Sean Parnell’s Outlaw Platoon, that’s a new one. I really enjoyed that book and Sean is a great guy. That probably makes that book even better for me, but to say that I have a favorite is pretty challenging.
WATM: Last thing: Where do people go to learn more about you? Besides RangerUp.com, do you have a personal website, Twitter account, Instagram, or smoke signal that you would recommend? Video you would want people to watch?
NP:@Ranger_Up is my Twitter, and that’s me tweeting 90 percent of the time. I don’t have a personal account yet but I’ve been getting kicked in the ass to start one so that’s coming soon [laughs].
Watch the “How to Get a Job” series. That’s what I care about. Just figuring out how to get people set up for success, so if the question is what am I about, that’s gonna be the best video for that.
You get a call on the way to the office and your boss says he needs you in Dubuque on the next flight.
If you’re not there, the deal won’t get done, and you’ll have to stand tall before The Man.
As a vet, you remember how your cammies held everything for a patrol — from bottled water to extra gloves to a couple of spare mags. So why would it be any different in civilian life?
Today’s tactical pants borrow from the utility of military versions with civilian-worthy styling that doesn’t scream “SEAL wannabe!” while still delivering the storage and durability those issued trousers were known for during service. They can hold another AR mag and a bottle of water or two, but since your “business trip” no longer entails kicking in doors and grabbing tangos, those pockets now serve a far more pedestrian purpose.
So you’re on the clock, you don’t have time to pack a bag. Can your tactical pants pick up the slack and help you make that crucial meeting two states away?
Here’s a basic loadout that’ll get you through a couple of days in front of a client.
Think you can’t fit that into your TacPants? Think again…
1. Skivvies are essential
Think about it folks, who wants to face down a big business deal with skanky set of drawers? Success demands feeling fresh, and that requires a extra set of skivvies to deal with sweaty “subjects.”
2. Batten down the button-down
Rolling on an unannounced trip usually means planes, trains, and automobiles. And when you finally arrive at the destination, you’re probably going to look like a soup sandwich.
So go-ahead, pack that fancy button-down to turn heads — there’s room for that.
3. Don those Dockers
Sure, we all love our tactical pants — heck, that’s what got you to your destination ready to roll, right?
But sometimes those civilian types might think you’re from Delta Team 6 come to snatch bin Laden if you’re sporting pants that feature pockets for extra pistol mags. So bring those Dockers to the party, you’ve got room for them!
4. Prepare for after hours
The client dug your pitch and signed on the dotted line. What better way to celebrate your victory than with a couple of beers out on the town with your new business partners?
But those nights can get cold on the road, and any former trooper worth his salt is going to pack some snivel gear for when the sun goes down and the temps drop. Fortunately, you still have plenty of room to pack your pants with fleece.
5. Don’t forget fresh breath
All the other gear is worthless if you’re sporting bad breath and low-reg grooming. Would gunny flame spray you if you sauntered up to formation with a 5 o’clock shadow? Then you can probably figure that the deal won’t get sealed if you’re rolling in looking like a college puke who spent last night at a Chi O mixer.
Cellphone, schmellphone — stash that toothpaste and razor right up front and make sure you’re as fresh as a boot in the squad bay for that all-important pitch.
Sure, it’s pretty unlikely you won’t have time to zip home and pack a duffel for that FRAGO from your boss. But isn’t it nice to know that the folks who’re designing the street-legal version of today’s combat gear have your back — with a fashion-forward place to stow all your gear and still dress for success?