After another week of keeping the barracks secure from enemy attack, Pokemon, and —most importantly—the staff duty NCO, you deserve some funny military memes. Here are 13 of the best that we could find:
1. Wait, you can get out of PT just because you’re already dead?
Basic trainees in the Air Force are being issued “Stress Cards.” If basic training gets too hard or they need a time out they can just pull these out and the instructor has to stop yelling at them.
No joke. I heard it from my cousin. Or my friend John. My buddy swears he saw them being handed out to the new trainees. Kids today just don’t have the chutzpah my generation does. One time when I was platoon leader in Somalia, this kid handed me one and asked for a time out, I kid you not.
None of that is true, of course. The stress cards myth is usually attributed to the Air Force, due to the perceived ease of Air Force basic training, and the Chair Force reputation. Sometimes, Bill Clinton introduced them to the Army (because the 90s were that awesome). In the legend, they’re yellow, because if you need to use one, you’re yellow too! Even some Airmen are guilty of perpetuating it. Whenever someone hears about the stress card myth, they are usually doomed to repeat it.
There is truth to the myth, but it wasn’t the Army or even the Air Force. In the 1990s, the cards were issued to new recruits as a means of telling them of what their options were if they got depressed. It contained basic information such as chaplain services and what to tell your Recruit Division Commander, etc. instead of deserting or washing out. And they were blue, because if you need these services, you were probably blue too.
The Blues Card was not a Get Out of Jail Free Card, though some RDCs reported troops holding it up while being disciplined, trying desperately (and probably in vain) to use it in that way. If you waved this in your RDC’s face, he probably made you eat it.
The Army did issue “Stress Control Cards” which were the equivalent of a wallet-based mood ring. the recruit or soldier could put their finger on a special square, which would turn colors to indicate a range of stress levels, from “relaxed” to “most stressed.”
For those of you who used to be in the Army or Navy, imagine your Drill Instructor or RDC’s response to your waving this card around while they’re trying to discipline you. How would that have gone? Tell us in the comments below.
Earlier in October, the Navy, Air Force, and Coast Guard worked together to save the life of a 73-year-old mariner in the Pacific Ocean.
In the morning hours of October 2, the Lady Alice, an 84-foot commercial fishing vessel sent out an emergency message. It was sailing approximately 150 miles east of Hawaii when one of its crew got sick. The victim’s fellow sailors notified the Joint Rescue Coordination Center in Honolulu, Hawaii, that the 73-year-old man was suffering from what appeared to be a stroke.
Despite administering medication to the victim, his shipmates were concerned that his situation might deteriorate. It was then decided that a team of Pararescuemen would jump next to Lady Alice and provide emergency medical care to the man.
A few hours later, three PJs from the 129th Rescue Wing jumped with their gear from an Air Force HC-130 Combat Talon II and then boarded the fishing vessel. Upon assessing the patient, the Air Commandos determined that he needed more advanced care and that a medical evacuation was necessary. The Navy was then called in, and an MH-60 Seahawk chopper from Helicopter Maritime Strike Squadron 37 transported the patient directly to the hospital.
Pararescuemen assigned to the California Air National Guard 129th Rescue Wing transfer a patient from an HH-60G helicopter to land-based medical facilities. This image shows an older rescue by the unit (U.S. Air Force).
“One of the greatest difficulties when dealing with cases in the Pacific is distance,” said Michael Cobb, command duty officer for Joint Rescue Coordination Center Honolulu in a press release. “This is why partnerships with our fellow armed services are so important out here. The Coast Guard, Navy, and Air Force all have different capabilities and through teamwork, we were able to aid a mariner in need.”
Throughout the operation, a Coast Guard HC-130 from Air Station Barbers Point provided regular weather updates and general support.
The 129th Rescue Wing is part of the California National Guard.
This is another successful non-combat rescue operation for the Air Force’s Pararescuemen. Recently, and in two separate incidents, PJs saved a man and his daughter and a teen hiker who had gotten lost in the wilderness of the Pacific Northwest.
This rescue operation showcased the interoperability between the three services, an interoperability that becomes ever more relevant and important. Great Power Competition (GPC) is the era of warfare, in which Russia, in the shorter term, and China, in the longer term, are the main threats to U.S. national security.
China currently fields the largest navy in the world. Although the U.S. Navy is aiming at a 500-ship fleet by 2045, it will be some time before that strategic vision turns into an operational capability. As a result, inter-service cooperation and interoperability are of the essence to enhance the overall effectiveness of the military.
The victim was the master of the Lady Alice. In a ship, a master is responsible for navigation. The rank used to exist in the Navy as well (it was a warrant officer position) but has long been replaced by the currently active rank of Lieutenant Junior Grade.
The rank of Master also appears in the popular film “Master and Commander,” starring Russel Crowe which takes place in the Napoleonic Wars. That version of the rank, which was between the rank of Lieutenant and Post Captain, was active in the Royal Navy during the Age of Sail and was given to officers who commanded a ship not large enough to merit a master or a captain (in rank).
It’s not unusual for troops to have a nonchalant or comical attitude about the worst of humanity. Sometimes comedy is all they have to make it through hardships that are unimaginable to most, and those who have deployed to remote locations and hot zones know this all too well.
It’s a mechanism to keep their sanity in the midst of snipers, ambushes, and IEDs, according to an article in Esquire. Sometimes the worse a situation gets, the more they laugh. One thing is for sure, troops go to comical heights to cope with the hand they’re dealt.
Here are nine examples of dark humor in the military:
China’s navy needs Maverick and Goose — and many, many more fighter jocks for its growing carrier force.
The Chinese People’s Liberation Army Navy is desperately searching for pilots to fill its carrier air wings as the country pushes to build a formidable carrier fleet.
The PLAN launched its 2019 pilot recruitment program Sept.15, 2018, with “the highlight of this year’s recruitment [being] the selection of future carrier-borne aircraft pilot cadets,” according to the Chinese military, which noted that as China’s armed forces shift from “shore-based” to “carrier-based” abilities, the PLAN intends to develop a pilot recruitment system “with Chinese naval characteristics that can adapt to carrier-borne requirements.”
The language appears to indicate a strategic shift from home defense to power projection on the high seas, thinking consistent with Chinese efforts to build an advanced blue water navy.
The lack of pilots trained for carrier-borne operations and combat has been a problem for China in recent years. “They don’t have a whole lot of pilots. Not a lot of capacity in that area,” Matthew Funaiole, a fellow with the China Power Project at the Center for Strategic and International Studies, explained to Business Insider in August 2018.
By the end of 2016, there were only 25 pilots qualified to fly China’s carrier-based fighters, the Hong Kong-based South China Morning Post reported Sept. 18, 2018.
A J-15 fighter jet sits on the flight deck of the aircraft carrier Liaoning.
(Photo by Zhang Lei)
Recruiters will travel across the country to 23 provinces, municipalities, and autonomous regions to find suitable navy aviators. “Some of the pilot cadets recruited in 2018 will receive the top and most systematic training as carrier-borne aircraft pilots,” a PLAN Pilot Recruitment Office official revealed.
Pilots selected and trained to fly carrier-based aircraft will fly the fourth-generation Shenyang J-15 Flying Shark, the heaviest carrier-based fighter jet in operation today and the type of fighter that composes the carrier air wing for China’s only operational aircraft carrier, the Liaoning.
The ongoing recruitment program, according to SCMP, marks the first time the Chinese navy has directly recruited pilots for the J-15, a problematic derivative of a Soviet prototype which has been blamed for several fatal training accidents. In the past, aviators from the navy and air force who were trained to fly other types of aircraft were pulled to fly the J-15.
A J-15 ship-borne helicopter prepares to land on the flight deck of the aircraft carrier Liaoning.
(Photo by Zhang Lei)
“Becoming a naval pilot is the best choice for those who want to become heroes of the sky and the sea,” the Chinese military stressed on Sept. 18, 2018, emphasizing the Chinese military’s interest in developing advanced power projection capabilities.
China is rapidly building an aircraft carrier fleet with one carrier already in service, another undergoing sea trials, and a third in development, but China is still very new to complex carrier operations. Chinese Navy pilots successfully completed their first nighttime takeoffs and landings in May 2018.
“An elite team among the pilots also has carried out night landings, widely considered the riskiest carrier-based action, and have become capable of performing round-the-clock, all-weather operations,” the China Daily reported Sept. 19, 2018.
In addition to a pilot shortage, China still struggles with power and propulsion, aircraft numbers and reliability, carrier launch systems, and a limited experience with carrier operations.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
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 former Army paratrooper’s final request to be buried with military honors alongside other veterans was carried out by a New York Army National Guard honor guard on Monday, Dec. 2, 2019, at Calverton National Cemetery.
Needham Mayes, the New York City resident who was buried, was one of the first African-American soldiers to join the 82nd Airborne Division in 1953. But he left the Army with a dishonorable discharge in 1956 after a fight in a Non-Commissioned Officers Club.
In 2016 — after a lifetime of accomplishment and community service — he began the process of having that dishonorable discharge changed. His lawyers argued that in a Southern Army post, just a few years after the Army had integrated, black soldiers were often treated unfairly.
With an assist from New York Senator Kristin Gillibrand, Mayes appeal came through in September 2019. When he died on Veterans Day, Nov. 11, 2019, he was finally a veteran and eligible to be buried with other soldiers.
Sgt. Kemval Samll, and other members of the New York Military Forces Honor Guard stand at attention during the funeral service of former Army paratrooper Pvt. Needham Mayes at Calverton National Cemetery, N.Y., Dec. 2, 2019.
(Photo by Sgt. Jonathan Pietrantoni)
That duty fell to the Long Island team of the New York Military Forces Honor Guard. The Army National Guard soldiers provide funeral services for around 2,400 New York City and Long Island veterans annually at the Calverton National Cemetery.
Any soldier who served honorably is entitled to basic military funeral services at their death. Statewide, New York Army National Guard funeral honors teams conduct an average of 9,000 services.
On Dec. 2, the Long Island National Guard soldiers dispatched 11 members to honor Mayes’s last request.
The Honor Guard members treat every military funeral as a significant event, because that service is important to that family, said 1st. Lt. Lasheri Mayes, the Officer in Charge of the New York Military Forces Honor Guard.
Members of the New York Military Forces Honor Guard provide military honors for the funeral service of former Army paratrooper Pvt. Needham Mayes at Calverton National Cemetery, N.Y., Dec. 2, 2019.
But the story of Mr. Mayes “was unique,” and because his family had fought hard to get him the honors he deserved that made the ceremony particularly important, Lt. Mayes said.
Mayes’s funeral was held as a storm moved into the northeast, and while there was no snow on Long Island, the weather was cold and windy.
The Honor Guard soldiers conducted a picture-perfect ceremony despite the bad weather, Lt. Mayes said.
Sgt. Richard Blount, the non-commissioned officer in charge of the mission, assembled a great team, she added.
It was “a tremendous honor” for his soldiers to conduct the mission for the Mayes family, Blount said.
New York Army National Guard Sgt. Richard Blount, the non-commissioned officer in charge of a New York Military Forces Honor Guard team, salutes while overseeing military honors for the funeral service of former Army paratrooper Pvt. Needham Mayes.
(Photo by Sgt. Jonathan Pietrantoni)
“I was proud to see the team that I put together all join in celebrating his life, and being a member of this memorable event for the family,” he said.
According to the New York Times, Mayes Army career went awry in 1955 when he was invited to a meal at the Fort Bragg Non-Commissioned Officers Club.
Pvt. 1st Class Mayes got in a scuffle at the Non-Commissioned Officers Club at Fort Bragg. At some point, a gun — carried by another soldier according to a story in the New York Times — fell on the floor, went off, and a man was shot.
Mayes reportedly confessed to grabbing for the gun. He was sentenced to a year at hard labor and received a dishonorable discharge.
After leaving the Army, Mayes moved to New York City and became an exemplary citizen.
Members of the New York Military Forces Honor Guard provide military honors for the funeral service of former Army paratrooper Pvt. Needham Mayes at Calverton National Cemetery, N.Y., Dec. 2, 2019.
(Photo by Sgt. Jonathan Pietrantoni)
He earned a bachelor’s degree and a master’s degree and became a social worker and a therapist. He raised three daughters and worked for groups fighting drug abuse and promoting mental health awareness and advocated for young black men.
But for Mayes, his dishonorable discharge always bothered him; his family members told the New York Times.
In 2016, as his health started to decline, according to the New York Times, he hired a lawyer to get his discharge upgraded so he could be buried as a veteran.
Initially, the request was denied, but this year New York Senator Kristin Gillibrand began advocating for Mayes.
New York Army National Guard 1st LT Mayes, Lasheri Mayes, Honor Guard officer in charge, presents the colors from the casket of former Army paratrooper Pvt. Needham Mayes to Maye’s grandson Earl Chadwick Jr at Calverton National Cemetery, N.Y., Dec. 2, 2019.
(Photo by Sgt. Jonathan Pietrantoni)
Also, another former soldier who was involved in the fight for so many years urged that Mayes’s dishonorable discharge be changed.
“Being a person of color, I could never imagine what my predecessors went through, “Blount said. “What happened to Mr. Mayes was not right.”
“But it made me that much more proud of the accomplishments and the goals the military has made to move more in a positive direction — a place where we can be unified on all fronts,” Blount added.
“I am thankful every day for those that paved the way for myself and others to be the best soldiers and leaders that we can be,” he said.
One month ago, RN Terri Whitson was mucking out hurricane-damaged houses in Lake Charles, LA. On Tuesday, she was at the Navajo Nation vaccinating frontline workers against COVID-19.
Making that vaccine delivery was very emotional for Whitson, who retired from the Navy in 2016 and has spent much of the past year volunteering on feeding operations and assisting with hurricane relief with Team Rubicon.
“What I heard more times than not, is ‘it’s the beginning of the end.’ We’re just hopeful that things are going to get back to normal and people are not going to be sick anymore. People are not going to be dying,” said Whitson of her first day providing vaccines. “And, to think that I had a small, itty bitty part in that is pretty amazing.”
Whitson, who served in the Navy Nurse Corps, deployed as a volunteer nurse with Team Rubicon at the Gallup Indian Medical Center on December 6 having no idea she’d be there when the vaccine arrived. When she heard it was coming she asked to extend her deployment by another week so that she could help get the vaccine into the arms of people who need it most.
“I feel pretty fortunate to have been involved in this, and to be involved in something that I think is so huge—so huge that it could possibly bring everybody’s lives back to normal again and provide protection for these frontline workers in the hospitals who are just so overwhelmed,” Whitson says, before stopping to dry some tears. She gets a little emotional thinking about the losses Americans, and medical workers, have experienced over the past nine months.
Before the vaccine arrived at the Navajo Nation, Whitson had spent weekdays at the Medical Center working with employee health services, where she would talk with people about their test results—hard, emotional work in itself given the number of positives and knowing how short-staffed the system already was. On the weekends, when health services was closed, she swabbed noses at the drive-through coronavirus testing site, which is open to the public.
When the vaccine arrived at the Navajo Nation at 10 a.m. on Monday, Whitson was on the team that began setting up a vaccination space. It’s a place, Whitson says, that people might receive a bit of hope. On Tuesday, she delivered her first COVID-19 vaccination there.
For now, IHS and the team are focusing on vaccinating those frontline workers who have the most exposure to COVID-19 patients, such as people working in the emergency department, anesthesiologists, and hospitalists. The hospital, which has more than 1,300 employees, has received 640 doses of the vaccine.
By the end of the day Tuesday, the team had vaccinated 80 of their fellow doctors and nurses; on Wednesday, they expect to vaccinate another 95 more.
“You can feel an excitement, and people were joking and laughing,” says Whitson of her time administering the first shots. Everyone also wanted to either have a picture taken or be videotaped making history. “It was joyous. It was such a good feeling.”
That joy was a lift for Whitson, too. She’d spent the prior week hearing codes called in the hospital and hearing ambulances come and go, and knowing for herself just how devastating the pandemic has been in this community.
“It was a good day. It was a really good day, and it felt really good to give people … to hear them say, ‘you know, this is the beginning of the end’,” Whitson says, stopping to clear her throat. “You know, we were giving them an injection of hope.”
Iran’s Supreme Leader, Ayatollah Ali Khamenei released an incendiary video this week, describing the “humiliation” the U.S. would experience if it were to invade Iran. The video reminds the viewer of the protracted American wars in Iraq and Afghanistan and of Hezbollah’s perceived “victory” over Israel in 2006.
The video is as meaningful as any propaganda produced by any government – dubious at best. Iran has never started a war in the modern era. Its standing orders are to never launch a first strike and the success of the Iranian nuclear deal means we will likely not go to war with Iran anytime soon.
That does not keep Iran from trolling the United States more than any country, group, or individual (and we tend to remember that kind of sh*t talk).
Iran is the industrial, military, and economic Shia counterweight to Saudi Arabia, the preeminent Sunni monarchy in the Middle East. Iran considers the Middle East their backyard: sending money, weapons, and supplies to Shia Islamic groups in neighboring countries in an attempt to destabilize or undermine the Sunni (or secular) leadership there.
The Islamic Republic is currently projecting power all over the region, well beyond the borders of the old Persian Empire: they assist Houthi rebels in Yemen, fund and supply paramilitary organizations like Muqtada al-Sadr’s Mahdi Army in Iraq and Hezbollah in Syria and Lebanon as well as others, all fighting Sunni paramilitary organizations funded by members of the Gulf Cooperation Council, such as the al-Nusra Front. These Iranian-funded and Saudi-funded groups both fought U.S. troops during the Iraq War (though likely not side-by-side). The goal is to keep the fighting there, and not in Iran.
Those are the bare basics of the Sunni-Shia religious civil war everyone is always talking about. The promise of military support from the United States is one of the pillars of Saudi (and global oil market) security. Israel is the U.S.’ eternal ally. America has made promises in to fight ISIS in the region, alongside (but not with) Iranian-backed Iraqi militias, Syrian rebels, and Sunni-funded al-Qaeda groups. Now the Russians are sending more advisors and weapons to the Asad regime (which is also an Iranian client state). All this means we could be right back to where we started.
The nuclear deal also doesn’t rule out a military strike from Israel. Israel has long depended on security and defense guarantees from the United States and is not averse to starting wars with countries it deems a threat to their long-term survival. As an added bonus, Israel already has nuclear weapons.
Benjamin Netanyahu’s coalition government depends on a motley mixture of right-wing political parties and ultra-orthodox Jewish parties, who are convinced Iranian leaders want to wipe Israel off the face of the Earth, despite the fact that this phrase is a misquote from a bad translation.
And a surprise from Israel is not unheard of.
Much of Iran’s military hardware predates the 1979 Islamic Revolution and the resulting arms embargo. Because of that embargo, a lot of the Iranian defense industry is homegrown, which means the Iranians are not limited to arms deals with foreign powers.
They can build their own tanks, fighters, and subs. Anything not built in Iran or coming from Russia is likely aging very poorly. Overall defense spending is relatively minuscule, especially in comparison to the GCC.
Keep in mind, U.S. defense spending wouldn’t even fit on the scale above.
Iran has about a half million troops on active duty, not including the 125,000 in the Revolutionary Guard Corps. As the name suggests, the IRGC are the most devoted members of the Iranian military. All Iranian forces take men as young as 18, but the Basij Forces (meaning “Mobilization of the Oppressed”) will take a male as young as 15.
The Basij mainly acted as human minesweepers and led human wave attacks to great effect during the Iran-Iraq War.
The Iranian conventional forces have 4 branches: The Islamic Republic of Iran Army (IRIA), Navy (IRIN), Air Force (IRIAF), and Air Defense Force (IRIADF). Iran’s conventional military are considered “severely limited, relying heavily on obsolescent and low quality weaponry.”
The IRIA has a large tank force of over 1600 but as with other materiel, it’s aging rapidly. They are able to make their own tanks (the most recent based on the design of the M47M Patton), but not in significant numbers and the U.S. has effective anti-armor tactics.
The Iranian Air Force is currently inconsequential. 60 percent of it was purchased by the Shah before he was forced into exile in 1979 and then augmented by Iraqi fighter pilots fleeing to Iran during Desert Storm. It’s a mess, a mishmash of American, Russian, and Chinese planes with some homemade ones thrown in the mix.
The lack of spare parts for these planes caused the development of a robust aerospace industry in Iran, along with their own fighter planes, which the Iranians say can evade radar (good thing the U.S. Air Force created the ultimate dogfighter). With the sanctions being lifted, the government is already putting feelers out to modernize their aging air forces.
The Iranian Navy and Missile forces are the most important branches in its arsenal. If a war ever did break out, Iran’s first tactic would likely be to attempt to close the Strait of Hormuz in an attempt to wreak havoc on the world economy.
The Air Defense Forces consists of ground-based air defenses, using American, Italian, and Chinese surface-to-air missiles, built on Chinese Radar and electronic warfare technology. The deployment and number of Iranian SAM and other Air Defense forces is not entirely known, but reports range from porous to a “significant issue.”
The Iranian Navy is traditionally the smallest branch, numbering some 18,000, including some 2,600 naval Marines, and 2,600 naval aviation forces (but has not carriers) and boasts naval elements from China, North Korea, the former Soviet Union. It has no capital ships and the bulk of its warships are corvettes and destroyers, all heavily armed with anti-ship missiles.
They dp have home-built frigates, however, with up-to-date radar systems, arms, and electronic warfare equipment as well as many helicopters, either Italian, French, or Russian built. They even have some captured from the United States after the failure of Operation Eagle Claw.
The IRIN is augmented with Chinese fast attack ships, Russian Kilo submarines, some home-grown midget submarines which act as torpedo ships and mine layers. The Iranian fleets of patrol boats, missile ships, and mine layers could close the Strait of Hormuz for up to ten days under full attack by the U.S. military.
Much of Iranian military spending is on thousands of missiles for air defense or for attacking ships in neighboring waters. The Iranian surface-to-air missile defense system is also a mixture of American, Russian, and Chinese weapons systems. The SAM system is considered “unlikely to pose a significant threat to American or Israeli aircraft as a long-range air-denial weapon.” The entire system is vulnerable to Stealth-equipped aircraft and would need to be advanced ballistic missile systems like the Russian S-300 (which Iran claims to have).
Here are the four weapons that would cause the most trouble for the U.S. military:
1. Ghadir Midget Submarines
Built with North Korean designs, the oldest finished in 2007, the Ghadir submarine fleet was designed to be sonar evading and carry a heavy load of torpedoes and Shkval rocket torpedoes, which travel through the water at more than 370 mph. The Ghadir submarines are produced by Iran in Iran and are unaffected by the arms embargoes. The Ghadir class can also fire anti-ship missiles at the same time.
2. Sejjil Missiles
Sejil missiles are a homemade, two-stage missile, capable of hitting targets from 2,000 km (almost 1,250 miles). No one knows the exact humber of missiles in the Iranian arsenal, but numbers are estimated in the hundreds and thousands.
The Sejil is another weapon the Iranians produce in Iran which is unlikely to be affected by sanctions or arms embargoes. The solid fuel allows a shorter prep time prior to launch and since they are launched from mobile units, a massive first strike from an attacking country is unlikely to neutralize the Sejil threat.
3. Khalij-e Fars Anti-Ship Ballistic Missile
This is also a self-produced weapon of Iranian design. The Khalij-e Fars Missile has a 350 kilometer range and delivers a payload similar to that of the Sejil missile. The homemade mobile missile also features the quickness of a solid fuel missile on a mobile launch system, but has the added benefit of being able to hit a maneuvering target (such as an aircraft carrier) within ten meters.
Uzi Rubin, the designer of the Israel’s Arrow missile defense system calls this Iranian missile “a total game changer.”
Hezbollah is no longer just a ragtag group of terrorists bent on Israel’s destruction. They are a legitimate political party in Lebanon, with a well-trained, well-equipped and well-funded paramilitary organization. They are trained by the Iranian Revolutionary Guards’ Quds Force, the Islamic Republic’s special operations and unconventional warfare units, operating exclusively outside of Iran’s borders. The Quds Force was responsible for training most Shia militias to fight U.S. forces during the 2003-2011 Iraq War but also helped topple the Taliban government in Afghanistan in the wake of 9/11. They operate from North America to India and Scandinavia to Sub-Saharan Africa and answer directly to the Supreme Leader of Iran.
The United States considers the Quds Force and Hezbollah to be terror organizations. Hezbollah is currently bolstering the government forces of Bashar al-Asad in the ongoing Syrian Civil War. Their primary opponents are ISIS and its affiliates.
Supporting the Asad government means Hezbollah is also fighting the Free Syrian Army, U.S.-backed “moderate” rebel groups, the al-Qaeda-affiliated al-Nusra Front, and the Kurdish People’s Protection Units (YPG). Hezbollah is such a capable force, they are able to project significant strength all the way into Iraq from its power base in Lebanon’s Beqaa Valley.
It is important to remember that although the Iranian government’s extraterritorial forces have attacked U.S. forces and U.S. allies in the past, the Iranian state has never started an offensive war. Iranian military strategy is designed mainly for home defense and the direction of Quds Force operation is usually designed to keep potential threats to the Iranian regime fighting those forces as far away from Iran as possible.
Even a surgical strike against Iranian nuclear targets is likely to light the powder keg and trigger a greater regional war. A full-scale invasion of Iran would be necessary to forcefully curb the nuclear program. Iran is larger and more populous than Iraq and may require up to 75,000 troops to invade, could kill up to 15,000 U.S. troops and would cost $5.1 trillion. For the Iranians, troop casualties estimate from 300,000 to a million killed and up to 12 million people displaced. Even Israel’s own defense chiefs recommend against it. Only total war would keep Iran from getting the bomb if they wanted to.
A nuke is not what the Iranians were after. The regime’s best reason to obtain a nuclear weapon is to ensure the survival of the Revolutionary regime, for the government’s longevity to be more akin to North Korea’s rather than Ba’athist Iraq’s in the scope of the “Axis of Evil.” The Iran Deal gives the Ayatollah that longevity (and a lifting of greater sanctions) without having to expend the money and resources to build and secure a nuclear weapon, something it likely didn’t want to do in the first place.
The Navy is arming aircraft carriers with a prototype high-tech torpedo defense technology able to detect, classify, track and destroy incoming enemy torpedoes, service officials said.
The Anti-Torpedo Defense System, currently installed on five aircraft carriers and deployed on one carrier at the moment, is slated to be fully operational by 2022.
The overall SSTD system, which consists of a sensor, processor and small interceptor missile, is a first-of-its-kind “hard kill” countermeasure for ships and carriers designed to defeat torpedoes, Navy officials said.
The emerging Surface Ship Torpedo Defense technology includes the Anti-Torpedo Defense System, or ATTDS and an SLQ-25 Acoustic Device Countermeasure; the ATTDS consists of a Countermeasure Anti-Torpedo program and Torpedo Warning System.
“The ATTDS is designed to detect, classify, track and localize incoming torpedoes utilizing the Torpedo Warning System leading to a torpedo hard-kill by employing the Countermeasure Anti-Torpedo,” Collen O’Rourke, spokeswoman for Naval Sea Systems Command, told Scout Warrior.
Thus far, the ATTDS has completed three carrier deployments. The ATTDS Program of Record plan for future ships includes additional carriers and Combat Logistic Force ships.
Earlier this year, the ATTDS was installed and operated on the USNS BRITTIN (TAKR-305) over a six day period during which the latest system hardware and software was tested. The results of the testing are instrumental for continued system development, O’Rourke added.
The technology is slated for additional testing and safety certifications.
The emergence of a specifically-engineered torpedo defense system is quite significant for the Navy – as it comes a time when many weapons developers are expressing concern about the potential vulnerability of carriers in light of high-tech weapons such as long-range anti-ship missiles and hypersonic weapons. An ability to protect the large platforms submarine-launched torpedo attacks adds a substantial element to a carrier’s layered defense systems.
Ships already have a layered system of defenses which includes sensors, radar and several interceptor technologies designed to intercept large, medium and small scale threats from a variety of ranges.
For example, most aircraft carriers are currently configured with Sea Sparrow interceptor missiles designed to destroy incoming air and surface threats and the Phalanx Close-in-Weapons System, or CIWS. CIWS is a rapid-fire gun designed as an area weapon intended to protect ships from surface threats closer to the boat’s edge, such as fast-attack boats.
Torpedo defense for surface ships, however, involves another portion of the threat envelope and is a different question. SSTD is being rapidly developed to address this, Navy officials explained.
The system consists of a Torpedo Warning System Receive Array launched from the winch at the end of the ship, essentially a towed sensor or receiver engineered to detect the presence of incoming torpedo fire. The Receive Array sends information to a processor which then computes key information and sends data to interceptor projectiles – or Countermeasures Anti-Torpedos, or CAT – attached to the side of the ship.
The towed array picks up the acoustic noise. The processors filter it out and inform the crew. The crew then makes the decision about whether to fire a CAT, Navy officials said.
The CATs are mounted on the carriers’ sponson, projections from the side of the ship designed for protection, stability or the mounting of armaments.
The individual technological pieces of the SSTD system are engineered to work together to locate and destroy incoming torpedos in a matter of seconds or less. Tactical display screens on the bridge of the ship are designed to inform commanders about the system’s operations.
After being tested on some smaller ships such as destroyers, the SSTD was approved for use on aircraft carriers in 2011 by then Chief Naval Officer Adm. Jonathan Greenert, according to the Navy.
The SSTD effort is described by Navy officials as a rapid prototyping endeavor designed to fast-track development of the technology. In fact, the Torpedo Warning System recently won a 2013 DoD “Myth-Busters” award for successful acquisition practices such as delivering the TWS to the USS Bush on an accelerated schedule. The TWS is made by 3 Phoenix.
The Countermeasure Anti-Torpedo is being developed by the Pennsylvania State University Applied Research Laboratory, officials said.
One thing is glaringly obvious about the Coast Guard’s medium endurance cutters: they are old. Real old. According to the Sixteenth Edition of the Naval Institute Guide to Combat Fleets of the World, 15 of the Coast Guard’s 28 medium endurance cutters are over 45 years old, and only three of them were commissioned after music superstar Taylor Swift was born. You could say they are due to be replaced.
Fortunately, the Coast Guard has been working on a replacement. They call it the Heritage-class Offshore Patrol Cutter, and according to a handout WATM obtained at the 2018 SeaAirSpace expo in National Harbor, Maryland, it will be replacing all 28 of the medium-endurance cutters currently in service.
A Reliance-class medium endurance cutter. Most of these ships are over 50 years old.
These cutters, the first of which will be named USCGC Argus, will pack a 57mm gun (like the National Security Cutter and Littoral Combat Ship), as well as be able to operate a helicopter. Globalsecurity.org notes that the cutters will displace 3,200 tons and will have a top speed of at least 22 knots.
The Coast Guard currently operates 14 Reliance-class cutters, from a class of 17 built in the 1960s. Three of the vessels were decommissioned and transferred to allied navies. These vessels displace about 879 tons and have a top speed of 18 knots. Their primary armament is a 25mm Bushmaster chain gun, like that used on the M2 Bradley.
A Famous-class medium endurance cutter. These vessels can be equipped with Harpoon anti-ship missiles and a Phalanx close-in weapon system.
The other major medium endurance cutter is the Famous-class cutter. This cutter comes in at 1,200 tons, and has a 76mm OTO Melara gun as its primary armament. It has a top speed of just under 20 knots, and is also capable of carrying two quad Mk 141 launchers for Harpoon anti-ship missiles and a Mk 15 Phalanx Close-In Weapon System (CIWS).
Finally, there is the Alex Haley, an Edenton-class salvage tug acquired by the Coast Guard after the United States Navy retired the three-ship class. Two sisters were transferred to South Korea. It does remain to be seen how 25 Offshore Patrol Cutters can replace 28 older hulls, though.
New warheads make the missile more lethal against a wide range of targets. The shaped-charge warheads from the original Hellfire have given way to tandem high-explosive warheads to defeat reactive armor.
The metal augmented charge of the AGM-114N is a thermobaric warhead which fills an enclosed space with a highly reactive metal and then detonates the mixture, creating a massive, secondary explosion.
Meanwhile, adaptations to the Hellfire and its launchers allow more and more platforms to carry it. The Navy now deploys the AGM-114L on ships so they can better protect themselves from attacks by fast boats and other threats.
The Hellfire’s iconic air platform is still the Apache, but it catches rides on AH-1s, drones, Blackhawks, Kiowas, and even modified Cessnas.
Land vehicles employ the missile as well. Lockheed self-funded the development of the Long Range Surveillance and Attack Vehicle which can fire the Hellfire or the DAGR, a smaller weapon with most of the Hellfire II’s technology.
Newsweek estimated that the total for the Iraq War comes out to an average of roughly $8,000 per taxpayer. The figure far exceeds the Pentagon’s estimate that Americans paid an average of $3,907 each for Iraq and Syria to date. And in March 2019, the Department of Defense estimated that the wars in Iraq, Afghanistan, and Syria combined have cost each US taxpayer around $7,623 on average.
The Costs of War Project through Brown University conducts research on the human, economic, and political costs of the post-9/11 wars waged by the US. Stephanie Savell, a co-director of the Cost of Wars Projects, told Insider it’s important for Americans to understand exactly what their taxes are paying for when it comes to war-related expenses.
“As Americans debate the merits of U.S. military presence in Iraq and elsewhere in the name of the U.S. war on terrorism, it’s essential to understand that war costs go far beyond what the DOD has appropriated in Overseas Contingency Operations and reach across many parts of the federal budget,” Savell said.
Breaking down the financial costs of the Iraq War
The Pentagon had been allotted approximately 8 billion in “emergency” and “overseas contingency operation” for military operations in Iraq from the fiscal year 2003 to 2019, including operations fighting ISIS in Iraq and Syria. However, Savell says the actual costs of the war often exceed that of the Congress-approved budgets.
“When you’re accounting for the cost of war, you can’t only account what the DOD has spent on overseas contingency funds,” Savell told Insider. “You have to look at the other sets of costs including interest on borrowed funds, increased war-related spending, higher pay to retain soldiers, medical and disability care on post-9-11 and war veterans, and more.”
According to their estimates, the cost of the Iraq War to date would be id=”listicle-2645054426″,922 billion in current dollars — this figure includes funding appropriated by the Pentagon explicitly for the war, spending on the country by the State Department, the care of Iraq War veterans and interests on debt incurred for the 16 years of the US military’s involvement in the country.
Crawford says that war-related spending in Iraq has blown past its budget in the 16 years military forces have been in the country, estimating a nearly 2 billion surplus in Iraq alone.
The increases to the Congressionally approved budgets were used to heighten security at bases, for enlistment and reenlistment bonuses, to increase pay to retain personnel, and for the healthcare costs of servicemembers.
Aside from the Defense Department costs, the State Department added approximately billion to the total costs of the Iraq War for USAID on Iraq and Syria. Meanwhile, 9 billion has been spent on Iraq war veterans receiving medical care, disability, and other compensation.
The US has gone deep into debt to pay for the war. That means it has interest payments.
As expected, that taxpayer dollars are going towards war-related expenses including operations, equipment, and personnel. But a surprising amount of the costs are to pay off the interest on the debt the US has accrued since going to war.
“People also need to know that these wars have been put on a credit card, so we will be paying trillions on war borrowing in interest alone over the next several decades,” Avell told Insider.
Defense Department spokesperson Christopher Sherwood told Insider that the Defense Department dedicates id=”listicle-2645054426″.575 trillion for war-related costs, with an average of spending .2 billion per month on all operations for the fiscal year 2019.
Sherwood said that the department’s costs go towards war-related operational costs, such as trainings and communications, support for deployed troops, including food and medical services, and transportation of personnel and equipment.
The human costs of the Iraq War are even harder to track
The US invaded Iraq in 2003 on the belief that Saddam Hussein had, or was attempting to make, “weapons of mass destruction” and that Iraq’s government had connections to various terrorist groups, including al-Qaeda. Although the invasion initially had overwhelming support from the American public and the approval of Congress, it is now considered one of the greatest foreign policy blunders in US history.
The Costs of War Project believes calculating the total costs of war — economic, political, and human — is important to ensure that Americans can make educated choices about war-related policies.
“War is expensive — in terms of lives lost, physical damage to people and property, mental trauma to soldiers and war-zone inhabitants, and in terms of money,” Cost of War researcher Heidi Peltier wrote.
The Pentagon originally requested less than billion of that amount for Operation Inherent Resolve in Iraq and Syria — however, the Crawford believes that budget may be blown after more troops were sent into a war zone that was meant to be winding down.