U.S. media outlets say terrorist groups have been testing explosive devices that can be hidden in a laptop and that can evade some commonly used airport security screening methods.
CNN and CBS said on March 31 that U.S. intelligence officials had told them militants with al-Qaida and Islamic State have been developing innovative ways to plant explosives in electronic devices.
Military Police Company conduct security at entrance to Main Command Post, Rafha Airport, Northern Province, Saudi Arabia, Feb. 8, 1991. (XVIII Airborne Corps History Office photograph by SSG LaDona S. Kirkland)
The news organizations said the new intelligence suggested that the terror groups have obtained sophisticated airport security equipment to test how to conceal the explosives in order to board a plane.
They said the intelligence played a significant role in the Trump administration’s recent decision to prohibit travelers flying out of 10 airports in eight countries in the Middle East and Africa from carrying laptops and other electronic equipment onboard in the cabin area.
Earlier in March, the U.S. government banned laptops and other large electronic devices, including iPads and cameras, from the passenger cabin on flights to the United States from 10 airports in Egypt, Jordan, Kuwait, Morocco, Qatar, Saudi Arabia, Turkey and the United Arab Emirates.
Britain also took similar measures.
Passengers on those flights must place electronic devices larger than cellphones in their checked luggage.
In a statement to media outlets, the Department of Homeland Security said, “As a matter of policy, we do not publicly discuss specific intelligence information. However, evaluated intelligence indicates that terrorist groups continue to target commercial aviation, to include smuggling explosive devices in electronics.”
CNN said the intelligence that contributed to the ban on electronic devices was specific, credible and reliable, according to three officials who used the same words to describe it. One official called the intelligence “hair-raising.”
These three words are the motto of the 109th Airlift Wing – at Stratton Air National Guard Base in Scotia, New York – and though short, it is an accurate synopsis of the unit’s mission.
“We fly missions to Greenland, which is near the North Pole, and Antarctica, which is the South Pole,” said Maj. Emery Jankford, the wing’s chief of training. “So, we literally fly pole to pole.”
During the spring and summer months, the 109th AW operates out of Kangerlussuaq, Greenland, and flies scientific researchers with the National Science Foundation and their materiel to remote field camps across the Arctic Ice Cap. In the fall and winter months, the unit conducts similar missions out of McMurdo Station, Antarctica, as part of Operation Deep Freeze.
Antarctica and Greenland are among the coldest, windiest, and most inhospitable places on the globe and they provide a challenging opportunity to demonstrate the reach and flexibility of airpower, the capabilities of the joint force, and the integrated support of active-duty, Guard, and Reserve military personnel.
“Basically, we go from cold to really cold,” Jankford said. “The Greenland operating season helps us train and prepare for when we operate in Antarctica.”
Each year, the 109th AW flies more than 800 hours during the Greenland support season and transports 2.1 million pounds of cargo, 49,000 pounds of fuel, and nearly 2,000 passengers.
“If it got there, we brought it,” said Maj. Justin Garren, the wing’s chief of Greenland Operations.
To accomplish this, the unit flies the world’s only ski-equipped LC-130s, called “skibirds,” which allows the planes to land on and take off from ice and compacted snow runways.
“We do have some traditional “wheelbirds” in our unit, but the LC-130s give us the unique capability of being able to land in snowy arctic areas,” Garren said.
While the LC-130s are able to operate without a traditional runway, the arctic environment does present challenges the crews must overcome long before the planes’ skis touch down on the ice.
“Our biggest challenges are weather and navigation,” said Capt. Zach McCreary, a C-130 pilot with the 109th AW.
Because most of Greenland is within the Arctic Circle near the North Pole and Antarctica surrounds the South Pole, there is a lot of magnetic interference when flying in these areas. This interference makes GPS navigation difficult, so the aircrews have to resort to old-school tactics.
“Our navigators are some of the only ones in the military who still use celestial navigation,” Jankford said. “We still break out the charts and formulas to determine our positions and headings.”
Weather is another challenge. It can change quickly and it can get nasty, so aircrews try to stay as up to date as possible when flying missions.
“We receive regular weather briefings, before we leave and while we’re in the air,” McCreary said. “But there are times the weather changes quickly and you have to react and adapt to it on the fly.”
In some cases, usually with cloud cover, this means landing with limited to no visibility. At times the land and sky blend together with no visible horizon line.
“It’s like flying inside of a ping pong ball,” McCreary said. “Everything is white and it all looks the same.”Capt. Zach McCreary, C-130 pilot, 109th AW
In these situations, the aircrew uses a spotting technique where the copilot and loadmasters will look for flags lining the runway and help the pilot line up the aircraft during its approach.
“It’s a very unique airlift wing,” Garren said. “We’re landing on snow and ice, we’re using the sun and stars to navigate, and we’re using our eyeballs to land – I’m not sure there’s another unit that flies like this.”
Because the 109th AW operates in such unique environments, utilizing dated techniques, effective training is only possible within the areas of operation.
“We can only train for these missions when we’re in Greenland and Antarctica,” Garren said. “We can’t train at home, so new crewmembers are learning and being signed off on tasks while they’re landing and taking off from the ice.”
The uniqueness of the polar mission is one reason it was given to the 109th AW. Being a guard unit, its members stay in place longer and are able to train, develop, and enhance their skills and experience without having to move or relocate every few years like their active duty counterparts.
“We have guys here who have been flying this mission for 30 years,” Garren said. “That amount of experience is invaluable and the knowledge they pass on to the junior guys is irreplaceable.”
Also irreplaceable are the capabilities of the wing’s unique “skibirds.”
“We can fly into an austere area and land with our skis with no runway somewhere no one has ever been,” Garren said. “That’s why we’re here and that’s what we train to do.”
An amazing underwater graveyard near the Marshall Islands is filled with the eery remains of World War II aircraft, and these photographs from Brandi Mueller give us a closer look.
“They call it the ‘Airplane Graveyard,” Mueller, a scuba instructor, boat captain, and photographer, told the Daily Mail. “They aren’t war graves or planes that crashed. They were planes that were taken out over the reef and pushed off intact after the war ended.”
The U.S. dumped them after the war since it would’ve been too expensive to bring them back home. On the sea floor in the lagoon of Kwajalein Atoll rests approximately 150 planes and parts, which include F4U Corsairs, B-25 Mitchells, F4F Wildcats, and many more, according to Mueller.
“I find diving [to see] the airplanes really exciting,” Mueller told Mashable. “It’s a strange thing to see airplanes underwater. Shipwrecks you expect, but not airplanes.”
Every time we make a post about the best of military morale patches, our readers prove us wrong with hilarious or otherwise awesome patches that we missed.
Morale patches are patches troops wear on their uniforms designed to be a funny inside joke, applicable only to their unit or military career field. They are usually worn during deployments, but the wear of morale patches is at the discretion of the unit’s commander.
We Are The Mighty’s readers have done it again and we’re happy to share.
The UARRSI — or universal aerial refueling receptacle slipway installation — is what allows an aircraft to be refueled by a boom while in mid-flight.
This one was actually taken from a screen shot on BBC. The patch was immediately identifiable to any fan of the show “Archer.” The best part is that it was actually on a Naval Aviator’s shoulder. Top Gun forever.
The older guys always get some love here because the older patches can go much, much further than commanders will allow these days. The patch above is from a Marine Corps aviator in Korea.
For those who don’t speak Latin, this awesome PsyOps patch translates (loosely) to: “All Your Base Are Belong to Us.” The phrase comes from a poorly-translated 1989 video game called “Zero Wing,” but entered internet and pop culture vernacular around the year 2000.
Laughlin Air Force Base, Texas is where USAF pilots start earning their wings. Training classes start on the T-6 Texan II aircraft. We’re told every training class gets to design its own patch.
Operation Deep Freeze is the U.S. mission to support research operations in Antarctica. As one might expect, they have a unique mission with specific risks. It’s reflected in their service patches.
The Army isn’t about to be left out of the morale patch fun. Their combat aviation brigades also have a great sense of humor.
Fort Rucker is the primary training center for U.S. Army aviators. It looks like Army aviation training classes get to design their own patches as well.
This patch comes from a Naval Aviator who served in Vietnam. Technically, it comes from the back of his flight jacket, but it’s still worth a mention.
Our brothers and sisters up north also seem to have an axe to grind with outdated vehicles and equipment. Thanks for reading, Canadian warriors!
This is one of my personal favorites. While the motto may not inspire the utmost confidence to the civilian viewer, you have to remember, military members have a dark sense of humor.
Air Development Squadron Six was a Navy squadron based at McMurdo Station in Antarctica. First formed in 1955, they formed the critical link between McMurdo and support elements in New Zealand. Ski-equipped aircraft from AIRDEVRON Six were the first planes to land on the continent.
A new tweak to Marine Corps policy will reduce paperwork for re-enlisting Marines in the Individual Ready Reserve who have tattoos that fall outside regulations.
The change was shared late March 2018 with career planners and recruiters who work with prior-service Marines, said Yvonne Carlock, a spokeswoman for Marine Corps Manpower and Reserve Affairs. It came via a total force retention system, or TFRS, message, used to share policy updates pertaining to recruiting and retention.
While rules governing when exceptions can be made to tattoo standards aren’t changing, the way cases involving tattoos that fall outside guidelines are processed is.
Previously, a Marine in the Individual Ready Reserve looking to go back on active duty would have to complete a tattoo screening request, endorsed by Marine Corps Headquarters, for any undocumented tattoos that don’t comply with policy.
Now, he or she can simply submit a Page 11 administrative counseling form related to the tattoos. Any tattoos that have not been documented during prior service, have not been grandfathered in according to regulations, and fall outside current guidelines require a Page 11 form. This would be created, Carlock said, when a Marine in the Individual Ready Reserve visited a recruiter to begin the process for return to active duty.
“They said, ‘Let’s reduce that back-and-forth. Just send me the Page 11,'” Carlock said. “That was what this message was. Let’s streamline it.”
(U.S. Air Force photo by Tech. Sgt. Phyllis Keith)
The change is not, however, the more-lenient tattoo policy that some hoped for.
After receiving the TFRS message, one recruiter made a public post on Facebook announcing newly relaxed policy standards.
“There is no telling how long this is good for but at this moment we can bring “out of regs” Marines to the reserves … this may be the chance to update your training records (promotion) get on some Tricare, make some money, and earn some points towards retirement!!” the recruiter wrote.
That post has since been removed; Carlock said it was erroneous.
“There was no change to tattoo policy. There was a change to the process,” she said.
In a December 2017, interview, Marine Corps Commandant Gen. Robert Neller told Military.com he had no plans to relax the current policy. Marines are still not allowed to get full sleeve tattoos, and there are size limits on tattoos that wrap an arm or leg. Tattoos on the neck, face and hands are also all out.
The most recent tattoo policy change was made in 2016, under Neller. It eased up on some regulations, allowing Marines to get “wedding ring” finger tattoos, and clarified other guidelines. It also gave Marines 120 days to get noncompliant tattoos documented in their personnel file.
Since then, Carlock said, no active-duty Marines have been forced out of service as a result of their tattoos.
“If the recruiters came to me and said, ‘We can’t make mission with this [tattoo] policy,’ I would have to go back and look,” Neller said.
But, he added, that hasn’t happened so far.
“This is not an episode of [History Channel show] Vikings, where we’re tattooing our face,” Neller said in the December 2017, interview. “We’re not a biker gang, we’re not a rock-and-roll band. We’re not [Maroon 5 lead singer] Adam Levine.”
As a Military Working Dog handler in the US Marine Corps, I got to work with some of the best trained dogs in the world.
These dogs can sniff out bombs that have been buried underground, sniff out drugs that are hidden in ceiling tiles, take down a man three times their size, and track a person long after they’re gone to find criminal suspects or lost kids.
As a handler paired up with an explosive detection dog, my job was to train him, maintain his skills, keep him healthy, make sure he got exercise, and make sure he was healthy. After graduating from dog handling school, I was paired with my first dog, Kuko.
As a new handler with an experienced dog, I had to get up to his level before we could be an effective team. Once I got there, I could start teaching him new things to take our team to the next level.
While you may not be training your dog to find bombs buried in mud or drugs hidden in a car bumper, there are some keys to training dogs that will apply no matter what skills you are trying to teach.
Airman 1st Class John Fountain, a military working dog handler, with MWD Deny on the Obedience Obstacle course at Minot Air Force Base, North Dakota, April 24, 2019.
(Air Force photo by Airman Jesse Jenny)
1. You have to build a relationship.
The first thing you do upon meeting your new MWD is begin to build rapport. If you take home a brand-new puppy, you begin training by establishing a relationship with the dog. With so many dogs in a unit’s kennel, handlers take turns dropping food pans for the dogs twice a day.
However, when a handler partners with a new dog, it’s a good idea to let that handler drop their dog’s food for a few days to establish a good bond. The dog begins to associate the handler with good things.
This was particularly important with our, shall we say, “crankier” dogs. While our dogs weren’t trained to be mean, they aren’t the friendliest dogs either. They have a serious job to do, and they are serious dogs.
I’ve seen handlers get bit by their own dogs more than a few times. Two of the best dog teams in my first unit had scars from their dogs. Training too hard, too fast with a dog that doesn’t trust you yet can lead to frustration on both sides and usually doesn’t lead to good results.
US Navy Petty Officer 2nd Class Eliot Fiaschi takes a moment to brush his partner Meky’s teeth during a break while on duty at the Djibouti Pier, April 23, 2009.
(Photo by Tech Sgt. Dawn Price)
2. Groom your dog every day.
Grooming your dog helps build the relationship, keeps the dog clean and healthy, and lets you check them over from the tip of their nose to the tip of their tail for any problems. With hair covering most of them, dogs can have serious issues developing that you can’t see until you brush them.
If your dog is running around in wooded areas, check in their ears, their paws, and in between their paw pads for ticks. Even with preventative medication, ticks can bite dogs and infect them with multiple diseases that can be devastating or deadly. Even a small cut on the paw can turn into something bigger if not treated properly, and dogs that don’t feel good aren’t good students.
One of our dogs contracted a tick-borne disease that nearly killed him. While we never found the tick, the dog tested positive for Babesia. He only survived because his handler had noted that he seemed more and more lethargic over the course of about three days.
Because she was watching him closely, she noticed when his gums and tongue went pale, indicating a serious problem. He was rushed to the vet, where aggressive treatment saved his life. His recovery was long and difficult and led to his retirement, but the vets and vet techs care about the dogs and will save them if possible.
Airman 1st Class John Fountain, a military working dog handler, with MWD Deny on the Obedience Obstacle course at Minot Air Force Base, North Dakota, April 24, 2019.
(Air Force photo by Airman Jesse Jenny)
3. Consistency is key.
During this rapport-building time, start laying the foundations for the training that you want to do with your dog.
Don’t let them get away with things that you won’t accept later. Reward good behavior with praise, attention, play, or treats. Once training begins, consistency is going to be key to getting good results.
If you are training the dog to sit, set the dog up to succeed by training in the same area every time. Keep your voice the same. Don’t change the way you say the command. Don’t give the command unless you are prepared to reward.
A military working dog team completes a detection training scenario in Southwest Asia, Jan. 10, 2017.
(US Air Force photo by Senior Airman Tyler Woodward)
4. Training takes time.
You can’t rush dog training. Some dogs pick things up faster than others. MWDs are trained for four to seven months in basic skills before they are officially called an MWD. If your dog isn’t grasping basic tasks, you can’t move on to the more advanced. Basic obedience, (the sit, down, and stay) is the foundation of all further training.
Take your time to master the basics, and refresh them from time to time. MWDs are professionals with years of experience, and they get obedience refresher training almost every day. It’s much easier to maintain proficiency than it is to fix a problem that you have let slide for too long.
US Air Force Staff Sgt. Brandon Stone, a military working dog handler, braces for impact as military working dog, Cola, attempts to detain him during a K-9 demonstration exercise, Aug. 17, 2017.
(US Air National Guard photo by Tech. Sgt. Bradly A. Schneider)
5. Dogs have bad days too.
Say you’ve been training your dog for weeks. He’s performing well, and then one day he just refuses to work for you. He won’t sit. He seems bored, antsy, tired, or just lazy.
Don’t get mad, and don’t continue to correct the dog if it isn’t working. Dogs have their bad days too. Sometimes they just don’t want to work. If you try to force it, you will become frustrated and angry, which hardly ever leads to good results. Recognize that there might be a medical issue at play. Sick dogs aren’t usually enthusiastic students.
During an evaluation at my last base, a dog wouldn’t stay in the sit. The handler couldn’t get the dog to stay after multiple corrections. The evaluator took a close look and saw that the dog was positioned on an ant hill and had fire ants biting his legs. Continuing to correct the dog in that situation would be ineffective and would harm the good rapport between dog and handler.
Recognize that your dog is a living, breathing creature that has feelings and emotions.
US Navy Petty Officer 2nd Class Victor Longoria shares a playful moment with his partner, Timmy, after a training session, April 16, 2009.
(Photo by Tech Sgt. Dawn Price)
6. Dogs need to have fun.
Recognizing that dogs are living, breathing creatures, they need to have fun. If the dog only ever sees you for training, you are missing a big part of the relationship.
Take your dog out and let him run, play with toys, lay in the sun, take a break, and just be a dog. It will make for a happy dog that wants to please you by doing the right thing when training. In a strong dog team, the dog’s desire to please the handler provides as much motivation as the toy or the treat.
My first dog was not especially affectionate, and I wouldn’t say that he ever loved me in the way that a pet loves its owner. He had handlers before me, and he would have more after me, but we still had a strong bond, which made us an effective team.
I took him out, let him play, tossed a ball for him, let him lay in the sun, and took him for long walks with no commands. He knew when it was time to work and when it was time to play, and he trusted that if he did what I asked and made me happy, good things would come to him.
Staff Sgt. Cody Nickell, a military working dog handler, works with Topa to get him accustomed to being in a Huey helicopter, at Yokota Air Base, Japan, July 26, 2018.
(US Air Force photo by Senior Airman Donald Hudson)
7. Not every dog is going to be able to learn every task.
Between buying carefully selected dogs from Europe and breeding their own at Lackland Air Force Base, the military goes through a lot of dogs. Not every dog makes it as an MWD. They fail out for a variety of reasons, from health issues to behavioral issues. Some dogs just aren’t cut out for the type of work that MWDs do.
We had a dog that didn’t want to bite people. She was sent after a decoy wearing the bite sleeve, and she faked a leg injury instead of chasing him down. The vet determined that nothing was wrong with her, she just didn’t want to bite.
If your dog just isn’t getting it, it might be the dog.
While you probably (hopefully) aren’t training your dog to bite people, you might find that your dog won’t sit, won’t drop the ball, or won’t stay for longer than a second. Keep in mind that some breeds of dogs are known for their willingness to learn, and others are not.
Don’t adopt a working dog breed and keep it inside all day without exercise. That’s how houses get destroyed. Do your research and adopt a dog that is going to fit in with your lifestyle and not a dog that you saw in a movie and you think looks cool.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
HERAT, Afghanistan — Officials in Afghanistan’s western province of Herat are bracing for a rise in coronavirus infections, as thousands of Afghans return from neighboring Iran every day.
The provincial Public Health Department told RFE/RL on March 12 that nearly 10,000 Afghans had entered Herat from Iran the previous day alone.
That’s a twofold increase from March 9, when local officials said about 4,800 Afghans had crossed the border from Iran in one day.
Afghanistan has so far reported only seven cases of COVID-19, the disease caused by the virus.
But provincial Governor Abdul Qayum Rahimi said the situation was certain to worsen soon, creating new challenges for the war-torn country. “Increasingly high numbers of people are crossing the border from Iran and we are seriously concerned that [some of them] will bring more coronavirus to Afghanistan,” Rahimi told RFE/RL on March 10.
Tehran reported more than 1,000 new cases on March 12, raising the official number of infections in Iran to more than 10,000. But many Iranians say they distrust the figures released by the authorities and believe the Iranian government is grossly underreporting the extent of the outbreak there.
Iran is home to more than 3 million Afghans — including migrant workers and refugees as well as university and religious students.
Five of Afghanistan’s confirmed COVID-19 patients are from Herat. The other two are from the northern province of Samangan. All of the confirmed cases are Afghans who had recently returned from Iran, local officials say.
Bracing For Worse
Afghanistan has deployed small teams of medics who have been screening Afghans who cross the border from Iran into Herat Province. The medics are checking temperatures of returnees and asking if they’ve had any potential COVID-19 symptoms.
They also are asking returnees whether they’ve been exposed to an infected person, said Abdul Hakim Tamanna, the head of Heart Province’s Public Health Department. Those with high fever or other symptoms are transferred to a special ward at a hospital in the provincial capital.
“We’ve allocated a special ward with 80 beds for COVID-19 patients, both for the suspected and confirmed cases in isolated sections. But this is not enough,” said Muhammad Ibrahim Basem, who oversees the special ward. “The situation is extremely fluid and requires that at least 1,000 beds are ready,” Basem told RFE/RL on March 12.
Similar concerns are being voiced in Samangan Province, where two people tested positive earlier this week. “We’ve been prepared in advance. A hospital ward with 20 beds was prepared for potential COVID-19 patients,” Abdul Khalil Musaddiq, head of Samangan Public Health Department, said on March 10.
But Musaddiq warned that Samangan Province did not have the resources to handle an outbreak beyond the hospital’s capacity.
Health officials in Herat are calling for Afghanistan’s central government to provide equipment for laboratories in provincial regions so that more people can be tested.
Afghanistan, a country of 35 million people, currently has only one laboratory that is able to test for coronavirus. Authorities outside of the Afghan capital must send samples from suspected cases to the laboratory in Kabul for testing.
The Afghan government has allocated million to combat the outbreak. Public Health Minister Ferozuddin Feroz said another million “is in a state of reserve if the unwanted incidents escalate and get out of control.
Low Public Awareness
Provincial authorities in Herat declared an emergency when the first COVID-19 case was confirmed there on February 24. Schools, restaurants, wedding halls, and public baths have been closed and large gatherings are banned.
Officials from Herat’s provincial government told RFE/RL on March 12 that the public spaces were unlikely to reopen in the foreseeable future.
Buses and minibuses that carry a large number of passengers have also been banned as part of Herat’s effort to contain the virus.
Mosques remain open. But RFE/RL’s correspondent in Herat reports that the number of the worshipers has dwindled in recent days.
The war-ravaged country’s poor health-care services, as well as low public awareness about health and hygiene, are adding to difficulties in the battle against coronavirus.
One patient last week briefly escaped from the quarantine ward of Herat hospital, sparking concerns that he could contaminate many more people. Hospital officials said the patient was apprehended and isolated. They said those who came in contact with him have been told to take tests and exercise precautions.
Authorities also have launched an extensive coronavirus-awareness campaign through media in recent weeks.
The Education Ministry, meanwhile, has set up a special working group along with public-health authorities to assess the situation in other high-risk regions and decide whether to suspend schools.
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.
A US air attack in Northern Syria appears to have killed a very senior member of al-Qaeda along with other terrorists on Sunday, Pentagon spokesman Peter Cook told reporters.
The strike targeted a senior operational al-Qaeda meeting in Northwest Syria and resulted in several enemy kills, he added.
“We assess that al-Qaida’s senior leader, Abu Firas al-Suri, was in that meeting, and we are working to confirm his death. Al-suri is a Syrian national and legacy al-Qaeda member. He fought in Afghanistan in the 80s and 90s and worked with Osama Bin Laden – another founding al Qadea members to train terrorist and conduct attacks globally,” Cook said.
Cook added that no additional details of the attack would be available.
Senior Member of al Qaeda Killed in Somalia
The Defense Department has also confirmed that al-Shabab senior leader Hassan Ali Dhoore was killed in a March 31 U.S. military airstrike in Somalia. As one of the top leaders of al-Qaida’s Somalian affiliate, Dhoore was a member of al-Shabaab’s security and intelligence wing and was heavily involved in high-profile attack planning in Mogadishu, Cook said in a Pentagon statement.
“He has planned and overseen attacks resulting in the death of at least three U.S. citizens,” Cook explained.
National Guard members spend countless hours every year training for the next big mission. For Army Spc. Nicole McKenzie, that mission wasn’t overseas — it was just below an overpass on her way home from the Yonkers armory on Aug. 3, 2018.
McKenzie, a cable systems installer and maintainer with Company A, 101st Signal Battalion, New York Army National Guard, saw a flash of red going over a guardrail on the Saw Mill River Parkway and immediately pulled her car to the side of the road.
“I saw what looked like the outline of a boy going over the side,” McKenzie said. “I knew something was wrong.”
Her instincts had been sharpened by nearly six years of Army training, which erased all doubt and hesitation at the scene.
“Thanks to my Army training, it was all automatic; everything was fluid,” McKenzie said.
She ran over to the edge where she saw Police Officer Jessie Ferreira Cavallo, of the Hastings-on-Hudson police department already assessing the scene.
When McKenzie saw the 12-year-old boy lying on the rocks below, she shouted to Cavallo, “Let’s go!” They both ran to the shallow end of the overpass, climbed over a fence, and dropped 10 feet to the jagged ground below.
The boy, a resident of the Bronx, had left the Andrus campus in the Bronx. Andrus is a private, nonprofit organization that provides services for vulnerable children, children with special needs, and children with severe emotional and behavior issues.
New York Army National Guard Spc. Nicole McKenzie.
Andrus staff were speaking with the boy when he jumped from the overpass he had been standing on.
McKenzie, who spent three years on active duty with the 168th Multifunctional Medical Battalion and just completed combat life-saving training with the Guard, immediately began to triage the injuries the boy sustained in the fall.
Quick thinking, treatment
She used quick thinking to improvise a flashlight from her phone to administer a concussion test, took his vital signs, and kept talking to him so he stayed awake and alert.
Next, she shouted to a bystander above to grab the medical bag from her trunk and throw it down.
Working in tandem with Cavallo, they used splints from her bag to secure his neck, arm and leg, and stayed with him until the medics arrived and took him to the Westchester hospital.
The Westchester County Police records department confirmed the assistance from McKenzie and the pivotal role that both the National Guard and local police played in working together to assist the young boy.
McKenzie doesn’t think she’s a hero. For her, it’s all about loyalty to her unit and her community.
“I wear the uniform every day because I want to help soldiers — I want to help people,” McKenzie said. “This is my family.
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.
Thirteenth Floor is an Akron, Ohio art and clothing store whose run by Billy Ludwig, an artist working under the name Impale Design.
“All of the artwork is my own, Ludwig says. “Although my work can take on different styles and personalities, the majority of my work revolves around the paranormal and macabre.”
He has a small staff who runs his Akron-based warehouse, from where they run their online store. Ludwig and Thirteenth Floor also sets up shop at Comic-Cons and horror conventions throughout the United States.
“I was renting an old store front in Massillon, Ohio, our original location,” Ludwig recalls. “[It was] as a rehearsal studio, and I decided to convert it into an art gallery to sell my artwork along with other regional artists.”
Ludwig has been a Star Wars fan since he was able to say the word “Star Wars.” He was inspired to create a signature poster series, merging World War II imagery with imagery from Star Wars.
“Many of George Lucas’ concepts for Star Wars came from WWII,” he says. “I thought it would be interesting to combine the two. It was just something I did for fun, and over time has gained quite a large following.”
Ludwig is currently creating a fourth series of posters, and plans to create some interesting surprises for his series and for the fans who frequent his work.
Check out Thirteenth Floor’s Instagram and Website for more beyond the “SWVSWWII” Series.