The US Army has failed to monitor over $1 billion worth of arms and other military equipment transfers to Kuwait and Iraq, Amnesty International said in a report citing a 2016 US government audit.
The now-declassified document by the US Department of Defense audit was obtained by the rights group following Freedom of Information requests.
The audit reveals that the DoD “did not have accurate, up-to-date records on the quantity and location” of a vast amount of equipment on hand in Kuwait and Iraq.
Some records were incomplete, while duplicated spreadsheets, handwritten receipts and the lack of a central database increased the risk for human error while entering data.
“This audit provides a worrying insight into the US army’s flawed — and potentially dangerous — system for controlling millions of dollars’ worth of arms transfers to a hugely volatile region,” stated Patrick Wilcken, Amnesty International’s Arms Control and Human Rights researcher in the report.
The rights group stated in its report that its own research had “consistently documented” lax controls and record-keeping within the Iraqi chain of command, which had resulted in arms winding up in the hands of armed groups such as the Islamic State of Iraq and Levant (ISIL, also known as ISIS).
“After all this time and all these warnings, the same problems keep occurring,” Wilcken said.
‘Irresponsible arms transfers’
The military transfers were part of the Iraq Train and Equip Fund, a program that appropriated $1.6 billion to provide assistance to military and other security services associated with the government of Iraq, including Kurdish and tribal security forces.
The transfers included small arms and heavy weapons, machine guns, mortar rounds, and assault rifles.
“This effort is focused on critical ground forces needed to degrade and ultimately defeat ISIL in Iraq, secure its national borders, and prevent ISIL from developing safe havens,” the DoD said in a report justifying ITEF.
“If support is not provided American interests in the region would be undermined.”
In response to the audit, the US Army has pledged to implement corrective actions.
“This occurred during the Obama administration as well, and groups such as Amnesty International repeatedly called on irresponsible arms transfers to be tackled, as the weapons were not only falling into the hands of groups like ISIL but also pro-Tehran Shia jihadists fighting for the Iraqi government,” Tallha Abdulrazaq, Security Researcher at the University of Exeter told Al Jazeera via email.
“While ISIL certainly needs to be fought, if this is achieved by hurling arms at groups that are just as extreme as the militant group, how does that resolve the situation?”
Amnesty International has urged the US to comply with laws and treaties to stop arms transfers or diversion of arms that could fuel atrocities.
Turkey’s defense minister said Ankara was preparing for potential U.S. sanctions over its purchase of Russian S-400 missile defense systems, but also spoke of what he called a growing “rapprochement” with Washington over the issue.
The United States has demanded that Ankara call off the deal to purchase the Russian system, and NATO allies have also expressed concerns about the potential threat to U.S.-made F-35 fighter jets.
Washington has warned Ankara that it could invoke the Countering America’s Adversaries Through Sanctions Act (CAATSA) and impose financial penalties should Turkey go ahead with the deal.
An F-35B Joint Strike Fighter.
(U.S. Navy photo courtesy of Lockheed Martin by Michael Jackson)
Speaking to reporters late on May 21, 2019, Defense Minister Hulusi Akar said that during recent talks with Washington, Ankara had seen a “general easing and rapprochement” on the issue.
But he said Turkey was “making preparations” and “considering all options” against possible U.S. sanctions over the purchase.
Akar also said Turkish military personnel were receiving training to operate the S-400 missile defense system.
S-400 missile defense system.
(Flickr photo by Dmitriy Fomin)
Washington has said it could withdraw an offer to sell Ankara the U.S. equivalent — the Patriot anti-missile system — and warned that Turkey risks being ejected from the F-35 fighter-jet program.
Turkey is a member of the consortium involved in the production of the jet and a buyer.
Vice President Mike Pence recalled Dec. 3, 2018, how he asked a last favor from an ailing George H.W. Bush in August 2018 on behalf of his son, Marine 1st Lt. Michael Pence — never expecting that the former president would be able to comply.
The young Pence had just made his first tailhook carrier landing on the aircraft carrier George H.W. Bush, earning his wings as a Marine pilot. Could the former president please autograph a photo for his son?
Pence said Bush’s staff replied that he was no longer signing autographs, so he thought that was the end of it. But within a week, a handwritten letter and a signed photo from Bush arrived.
“Congratulations on receiving your wings of gold,” Bush wrote to Pence’s son. “Though we have not met, I wish you many days of CAVU ahead” — a reference to the Navy acronym meaning “Ceiling and Visibility Unlimited” that he adopted as his motto in public service.
U.S. service members walk the casket of George H.W. Bush, 41st President of the United States, towards the hearse, Joint Base Andrews, Maryland, Dec. 03, 2018.
(DoD photo by U.S. Army Staff Sgt. Kalie Frantz)
Pence told the story upon the arrival of Bush’s casket at the Capitol as an example of the former president’s basic decency and humility. Even in death, Bush performed another public service in the form of a brief respite from the partisan infighting and mudslinging of the warring factions of the White House and Congress.
As Bush’s flag-draped casket was borne to the Capitol’s Rotunda to lie in state, President Donald Trump and Congress were nearing a tentative agreement to put off a battle on the budget and the funding of the border wall that could have led to a partial government shutdown.
The House and Senate also postponed what would have been a contentious series of hearings on veterans and military issues.
In their remarks in the Rotunda, Congressional leaders and Pence made clear that the usual partisanship would have been unseemly while paying tribute to the 41st president, known for his inability to bear a grudge.
As James Baker, Bush’s secretary of state and chief of staff, has often said, Bush got to be president by “being nice to people.”
A siren-blaring cortege led the hearse bearing Bush’s casket down Pennsylvania Avenue to the Capitol on a crisp and clear evening in Washington, D.C., with enough breeze to give a steady ripple to the flags at half-staff in mourning.
At the East Front of the Capitol, honor units from all the services snapped to attention and then to “Present Arms” as military bearers took the casket from the hearse and then up the steps of the East Front to the Rotunda.
Ceremonial cannon boomed a 21-gun salute, and a military band played “Hail to the Chief” in a somber rhythm.
At the top of the steps, former President George W. Bush, the corners of his mouth sharply downturned, waited with former first lady Laura Bush, their hands on their hearts.
President George W. Bush, and his wife, Laura Bush, arrive at Joint Base Andrews, Maryland, Dec. 03, 2018. Military and civilian personnel assigned to Joint Task Force-National Capital Region provided ceremonial and civil affairs support during President George H.W. Bush’s state funeral.
(DoD photo by U.S. Army Pfc. Katelyn Strange)
Also waiting was the rest of the late president’s immediate family — his children, including former Florida Gov. Jeb Bush, Neil, Marvin and Doro; and the Bush grandchildren and great-grandchildren.
The military bearers placed Bush’s flag-draped casket with great care on the catafalque that once bore the body of Abraham Lincoln.
In folding chairs arranged around the casket sat the Joint Chiefs, the justices of the Supreme Court, and members of the House and Senate, along with former Cabinet members who served under the late president, including former Vice President Dick Cheney.
In his invocation, Rev. Patrick Conroy, chaplain of the House, gave thanks to God for granting the blessing of Bush’s “example of service to all Americans, indeed to all the world.”
Senate Majority Leader Mitch McConnell, R-Kentucky, said that honoring Bush had brought Congress together “on democracy’s front porch” in the Rotunda, “a good place to talk as neighbors and friends.”
“Here lies a great man,” said House Speaker Paul Ryan, R-Wisconsin. He called Bush “a great leader and a good man, a gentle soul of firm resolve. His memory will belong to glory.”
Trump and first lady Melania Trump did not attend the arrival of Bush’s casket but were expected to pay their respects later Dec. 3, 2018 evening.
Bush will lie in state at the Capitol until Dec. 5, 2018, when a funeral will be held at Washington National Cathedral. His casket will then return to Houston for interment.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Despite some reports to the contrary, the Army is still looking for a new rifle that uses a 7.62mm cartridge.
“The chief [U.S. Army Chief of Staff Gen. Mark A. Milley] wanted an interim combat rifle, or he was only going to fulfill a requirement to have a squad-designated marksman in each squad, called a squad-designated marksman rifle,” said the Army’s top gear guyer, Brig. Gen. Brian Cummings. “So, there are two efforts going on to get a 7.62 inside the squad.”
What are those two efforts? Cummings said that course of action No. 1 is to have one Soldier in a squad carrying the Squad-Designated Marksman Rifle, or SDMR. Course of action No. 2, he said, is to have multiple Soldiers in a squad with the Interim Combat Service Rifle, or ICSR. Both are 7.62mm weapons.
The SDMR is already a program of record for the Army, Cummings said, and there is a weapon already identified to fill that role: the M110A1 Compact Semi-Automatic Sniper System, or CSASS. That weapon is undergoing testing now, Cumming said.
But the ICSR and the SDMR do not represent the future for what weapons will be issued to most Soldiers.
“Right now, many are focused on the ICSR or SDMR,” Cummings said. “But that’s not the long-term way ahead. The long-term way ahead is a brand new rifle for all of the Department of Defense called the Next Generation Squad Weapon.”
The Next Generation Squad Weapon, or NGSW, is actually two weapons, he said. It’ll include one rifle to replace the M249 Squad Automatic Weapon, and then a carbine that replaces the M4. Both the M249 and the M4 use the 5.56mm cartridge. The NGSW will likely use a different caliber cartridge than 5.56mm.
“For the next-generation, we wanted to make one end-all solution,” Cummings said. “With the M4, when you look at it, it’s got all these things hanging on top of it. We keep evolving by putting on things. The next-generation is going to be kind of like what we did with the pistol, with the modular handgun system. It’ll be one complete system, with weapon, magazine, ammo and fire control on it and we will cut down on the load and integration issues associated with it.”
The general said the U.S. Marine Corps is “on board” with development of the NGSW, and the British are interested as well.
Cummings said the Army can expect to start seeing the Next Generation Squad Weapon by 2022, in about five years. That’ll include the weapon, magazine and bullet. Later, by 2025, he said, Soldiers can expect to see a fully-developed fire-control system.
Until then, Cummings said, the Army is working on an interim solution to get a larger-caliber rifle into the hands of at least some Soldiers. It’ll either be the SDMR in the hands of one Soldier, or the ICSR in the hands of some Soldiers. But, he said, “the final decision has not been made.”
Fielding the M17 pistol
Come November, the XM17 handgun, also called the “Modular Handgun System,” or MHS, will drop the “X,” which designates it as “experimental” and will instead be called the M17.
At that time, the Army is expected to reach a conditional material release for the MHS, and will issue some 2,000 of the pistols to the 101st Airborne Division at Fort Campbell, Kentucky.
The “Screaming Eagles” will be the first in a long line of units to receive the new 9mm pistol, which is meant as a replacement for the existing M9, which is quickly approaching the end of its useful service life.
Also among the first to receive the new pistol will be the 3rd Cavalry Regiment at Fort Hood, Texas, as well as one of the Army’s new security force assistance brigades.
All three units will have the new M17 handgun issued to them by the end of the year, Cummings said, who serves as Program Executive Officer Soldier at Fort Belvoir, Virginia.
While the XM17 pistol is manufactured by Sig Sauer and is based on Sig Sauer’s existing P320 pistol, Cummings brushed off comparisons between the two weapons.
“It’s a different weapons system,” Cummings said.
As the Program Executive Officer Soldier, Cummings is responsible for managing those Army programs that provide most of the things Soldiers carry or wear. That includes, among other things, individual and crew-served weapons, protective gear, weapons sights and sensors, and uniform items.
The general said that both the M17, which is a full-sized version of the pistol, and the M18, which is a compact version, include different safety features than the P320 pistol, as well as different requirements for accuracy and reliability.
Cummings also said that the new pistol may see more action than its predecessor, the M9, which was primarily issued as a personal protection weapon.
“We’re looking at more than the traditional basis of issue, where we are doing a one-for-one replacement,” he said. The M17 and M18, he said, have also proven good for close-quarters combat, and so might be issued to some units and Soldiers to fill that role as well.
The US Air Force set out to return to Cold War numbers by growing nearly 25% and taking on hundreds more planes to form an additional 74 squadrons, Air Force Secretary Heather Wilson announced on Sept. 17, 2018.
The US Air Force, which typically acquires aircraft only after long vetting and bidding processes, will attempt the radical change in short order to fulfill President Donald Trump’s vision of a bigger military to take on Russia and China.
In the US’s new National Security Strategy, National Defense Strategy, and Nuclear Posture Review, the Trump administration redefined the US’s foremost enemies not as rogue groups like ISIS or Al Qaeda, but China and Russia.
While the US has fought counter insurgencies against small terror groups and non-state actors nonstop since Sept. 11, 2001, the resurgence of an aggressive Russia now at war in Ukraine and Syria, and the emergence of China now unilaterally attempting to dominate the South China Sea, has renewed the US military’s focus on winning massive wars.
This chart shows how many new squadrons the Air Force wants and how they’ll be distributed. The Air Force announced a goal of 386 squadrons, up from 312. Depending on the airframe, a squadron can have 8-24 planes.
For the bomber squadrons, which include nuclear capable bombers like the B-52 and B-2, that number will grow only slightly and likely include the mysterious new B-21 Raider bomber, which no one has ever seen outside classified circles.
In the fighter jet department, it’s likely F-35s will comprise most of this growth. Aerial tankers and intelligence, surveillance and reconnaissance platforms, likely drones, will also see a big bump.
The Air Force hopes to build the force up to 386 squadrons by 2030, but has not provided any information on how it plans to fund the venture. The US Air Force has requested 6 billion for next fiscal year, already a six percent bump over the previous year. While Wilson promised to streamline acquisition, which famously can take years and cost billions, there’s real doubts about how fast the organization can move. The US Air Force started working on the F-22 in 1981. It first flew in 1997 and first went into combat in 2014. The F-35 started in 2001 and just last year experienced its first combat in Israel’s service.
“We are not naive about the budget realities,” Wilson said at the Air Force’s annual Air, Space Cyber Conference. “At the same time, we think we owe our countrymen an honest answer on what is required to protect the vital, national interests of this country under the strategy we have been given, and so we believe this is, if not the perfect answer, it is an honest answer to that question: What is the Air Force we need?”
Currently, China’s military is in the midst of building up a tremendous air force and navy while also threatening some of the US’s core interests and most promising technologies.
The biggest US Air Force defense projects involve stealth aircraft, like the B-21 and F-35. As of yet unpublished research on China’s military reviewed by Business Insider found Chinese fighter aircraft now number around 1,610 compared to about 1,960 US fighters.
China has made strides towards quantum radars designed to negate the US stealth advantage as well as a stealth fighter of its own, the J-20.
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.
Bring your A-game if you want to play World of Warcraft with Karen Sakai, but check your negativity at the door.
“I’m a gamer,” she says. “A gamer likes to play their favorite games with people. So I give out my real information so I can do that. That’s who I am.” Being true to herself is how Sakai stays successful. She was born in Norfolk, Va. but her mother took her to Japan when she was young. She later ended up in the Navy town of Bremerton, Washington, where she experienced a lot of bullying as a kid, growing up biracial in an Asian community.
“There were many Japanese around,” she says. “I’m half-white and half-Japanese and the Japanese, they picked on me because I was half-white: I brought a disgrace to Japan, I’m ugly, blah blah blah. The older folks, they also saw me as kinda weird. They didn’t understand that people could be biracial. I didn’t know many mixed kids either. The friends that I did have didn’t care though, and that was the best.”
The racism she struggled with when she was younger was only compounded by her hobbies and love for all things considered nerdy and geeky. She experienced so much flak for the nerdy things she loved, she took a very long hiatus.
“It was in 2003. I stopped doing it because I got bullied,” Sakai recalls. “But after a while, I thought to myself, ‘I’m an adult now. I can do whatever I want.'”
When Sakai joined the Navy as a Master-at-Arms in 2009, many of the issues surrounding her childhood faded away, despite being stationed in her Washington hometown (which, incidentally is what Sir Mix-A-Lot wrote about in his 1988 song, Bremelo).
“I loved being in the Navy,” Sakai says. “I met a lot of gamer, nerdy folks in the Navy and they thought it was really cool that I am a female who loves this stuff. Everyone was so accepting of me. They didn’t care where you came from as long as you came in and did your job and had a good personality.”
Sakai’s family has a long Navy tradition. Her father was a long time Surface Warfare Officer who practically spent his entire life on an aircraft carrier.
“He was a career officer, always an XO or CO,” she says. “He was in for 22 years and he talked about it his whole life. I think everyone should have an experience in the military, if its something they’re thinking about. I chose the Navy because it runs in my family.”
Sakai was in the Navy for four years and left to finish her dual degrees in Anthropology and Primate Behavior and Ecology. While in school, she began modeling and cosplaying. She found the cosplay community to be the most accepting of which she’s ever been a part.
“I’m a cosplayer who will openly admit I’ve been bullied and it hurt my feelings. I’m open about it because it’s all part of being human,” she says. “This community is a very happy place. It feels like family. People who enjoy the same things as you, they’re not going to criticize you. Comic-Con and events like that feel like a long distance family gathering. It’s a safe place where you can really be yourself.” She compares it to football fandom.
“I’m from Washington,” she says. “So I like the Seahawks. If you like anime and you’re among friends, it’s like a group of Seahawks fans meeting up at Buffalo Wild Wings to watch the game. But people respect each other’s preferences. No one is going to make fun of you for liking Black Butler over Dragonball Z. You can be who you are.”
For Sakai, modeling is a bit different.
“I’ve done car shows, lingerie, cosplay modeling, all that stuff. It’s an industry. Sex sells,” she says. “So they want that generic, skinny, ‘whatever’ because it sells. I’ve done tests on my Facebook page and whatnot, posting different kinds of pictures, seeing the interactions, likes, and views it gets. The ones that get the most attention are the ones where I’m slutty and generic. I’m completely fake in those pictures but they’re the ones that get the most attention.”
So which photos are the real Karen Sakai?
“The ones where I’m not wearing makeup and I’m in a sweats, not showing cleavage,” she says with a laugh. “I’m me. I do my own thing, if they want to see cleavage 24/7 then I’m probably not the person to follow.
Karen, now 25, lives with her boyfriend who is himself an Air Force veteran, in Washington state. They got together because he outdid her own nerdiness.
“If you one-up me and start a conversation about how wrong I am about something, then I know you are a true nerd,” she says. “He knows much more lore, more information, about games, anime, and comics in general.”
Sakai’s game is World of Warcraft. To her, it’s like cosplay.
“I made a character to live in a second world. I’m the hero in the game, not a little kid getting picked on. I create and customize a character who is strong, powerful, and pretty. When I dress up, I like to try and role play as a character I always looked up to or enjoyed. It’s fun to be someone else for a change.”
To hire Karen, email her: firstname.lastname@example.org
To help Karen purchase material to build her own costumes (she loves to make armor) see her Patreon page.
The Defense Advanced Research Projects Agency held a massive scavenger hunt in the nation’s capitol to collect data on how to find dirty nuclear bombs planted by terrorists.
Participants in the scavenger hunt, mostly ROTC cadets and midshipmen from the nearby Naval Academy, were playing a game to find a geneticist who was “mysteriously abducted.” But they carried cell-phone sized sensors that sniffed out radioactive material as they moved around the city for hours, allowing DARPA to test the ability of the sensors to search for a covert nuke.
The sensors, part of DARPA’s SIGMA program, are low-cost gamma and neutron radiation sniffers that are networked with smartphones so they can relay information to a central point.
Before this scavenger hunt, DARPA had only tested up to 100 sensors at a time. But the network of sensors is supposed to provide coverage of entire cities or regions, allowing law enforcement to search for and find stolen or smuggled nuclear material before it can be used in a weapon.
In a real attack, police would need to scan vast areas using hundreds or more sensors. So, the Nov. 10 test featured 1,000 sensors feeding their information into the program’s software.
The scavenger hunt scenario was developed to keep the cadets and midshipmen engaged as they carried the devices around Washington, D.C., for hours. Even larger tests are planned for 2017 and DARPA partners hope to push the final version of SIGMA to local, state, and federal police in 2018.
Dirty bombs are conventional explosives with nuclear material mixed in or layered on top of the main charge. The nuclear material does not significantly add to the total blast force of the weapon, but it is spread over a large area to frighten residents and to force a costly and time-consuming cleanup process.
Dirty bombs are easier to make than standard nuclear devices, and the government has worked to prevent a dirty bomb terrorist attack for years.
The Department of Veteran Affairs has just released the draft master plan for how the agency intends to improve the campus of its West Los Angeles facility after years of encroachment, misuse, and neglect. The plan follows a landmark legal ruling last year following a lawsuit that alleged that VA was violating the covenant of an 1888 deed whereby the United States acquired title to the West LA Campus by misusing parts of it for commercial purposes in lieu of caring for and serving veterans.
The agreement established a nonprofit, Vets Advocacy, to serve as a partner in the West LA VA master planning process. Vets Advocacy and We Are The Mighty have joined forces in a grassroots campaign to assist the veteran community in voicing how they’d like to see VA services provided at the West LA VA campus.
“With the proper veteran input, the West LA VA redevelopment plan has the potential to serve as a 21st Century blueprint for VA campuses nationwide,” said Jonathan Sherin, a psychiatrist and veteran advocate who has been a key facilitator of the planning effort.
The new master plan for the West LA Campus will help VA determine and implement the most effective use of the campus for veterans, particularly for homeless veterans, including underserved populations such as female veterans, aging veterans, and those who are severely physically or mentally disabled. Focus areas include considerations surrounding vet housing (both temporary and permanent), vet services, and historic preservation.
The draft plan divides the campus into four zones labeled (1-4 respectively) “Healthcare Excellence,” “Coordinated Care,” “Veteran Housing,” and “Recreation.” Details of each zone can be found in the document.
“This draft master plan provides the VA with a stronger foundation to build a 21st century healthcare campus and vibrant community for veterans,” VA Secretary Robert McDonald said in a statement. “It also helps to ensure we will have the housing and healthcare resources needed to sustain the mission of ending veteran homelessness.”
Now that the draft master plan has been published, veterans have 45 days to review it and provide inputs, thereby helping to ensure the plan meets the needs of those it is designed to assist. The master plan can be viewed and downloaded and comments can be submitted at #VATHERIGHTWAY.
Mattis stressed that his first talks with Trump centered on the US’s ability to defend against and deter nuclear-missile attacks.
Mattis also lauded the State Department’s efforts to bring a diplomatic solution to the Korean Peninsula’s conflict. He made clear that the US had “the most precise, rehearsed, and robust defensive and offensive capabilities on earth.”
The US, which protects its air and naval bases on Guam with advanced missile defenses, appeared prepared to meet the challenge of North Korea’s unreliable missiles.
“We always maintain a high state of readiness and have the capabilities to counter any threat, to include those from North Korea,” Lt. Col. Christopher Logan, a Pentagon spokesman, told Business Insider.
“It would be a war that fundamentally we don’t want,” Mattis said at the time, but “would win at great cost.”
Read Mattis’ full statement below:
“The United States and our allies have the demonstrated capabilities and unquestionable commitment to defend ourselves from attack. Kim Jong Un should take heed of the United Nations Security Council’s unified voice, and statements from governments the world over, who agree the DPRK poses a threat to global security and stability. The DPRK must choose to stop isolating itself and stand down its pursuit of nuclear weapons. The DPRK should cease any consideration of actions that would lead to the end of its regime and the destruction of its people.
“President Trump was informed of the growing threat last December and on taking office his first orders to me emphasized the readiness of our ballistic missile defense and nuclear deterrent forces. While our State Department is making every effort to resolve this global threat through diplomatic means, it must be noted that the combined allied militaries now posses the most precise, rehearsed, and robust defensive and offensive capabilities on earth. The DPRK regime’s actions will continue to be grossly overmatched by ours and would lose any arms race or conflict it initiates.”
The Marine Corps is actively testing a robotic system outfitted with sensors and cameras that can be armed with an M240 machine gun.
It’s called the Modular Advanced Armed Robotic System, and it looks crazy.
Just last week, infantry Marines from 3rd Battalion, 5th Marines were taking the robot out on training patrols at Camp Pendleton. Later this month, they’ll head to the Marines’ desert training site at 29 Palms, California to fire off plenty of live rounds.
If it were actually fielded, MAARS would complement the 13-person infantry squad that typically carries small arms, offering up a tracked vehicle that can zone in on targets with a mounted M240B machine gun firing 7.62mm NATO rounds.
It can carry about 400 rounds, or it can be reconfigured to tote a 40mm grenade launcher instead. The Qinetiq-built robot only hits 7 mph for a top speed (which is fast enough for troops who are walking alongside it) and can run for 8 to 12 hours.
Of course, it does have some limitations. It’s not totally hands-free, since operators need to hand reload it, and it could be stopped by rougher terrain. But MAARS is just one of many technologies the Corps is testing for its Warfighting Laboratory in an effort to field the “Marine Corps of 2025.”
Among other technologies that the Corps is considering are a fully-autonomous ground support vehicle, multiple smaller scale drones, and a precision airborne strike weapon that a grunt can carry in a backpack.
The MAARS also has a big brother nearly five times its weight that can be outfitted with an M134 minigun.
This is the Modular Advanced Armed Robotic System, or MAARS for short. It’s an unmanned ground vehicle that can be outfitted with a medium machine gun or a grenade launcher.
Infantry Marines with 3rd Battalion, 5th Marines were testing it out last week to see how it would mesh within their unit and work alongside them.
They control it with the Tactical Robotic Controller, which lets them see what it sees, and target the bad guys. The TRC can also control a bunch of other gadgets, such as drones and ground sensors.
Besides being an awesome death-dealing robot, it can also drag wounded Marines off the battlefield if they are injured.
It also has a much bigger brother: The Robotic Vehicle Modular/Combat Area Robotic Targeting (RVM/CART). Besides its size, it can pack a lot more firepower with an M134 Minigun.
With an insanely high rate of fire of 2,000 to 6,000 rounds per minute, that makes it the grunt’s best friend. Marines can also mount a laser on top to target enemies for precision airstrikes.
I recently spoke with a recruiter from my current company and he mentioned the wide gap in quality of resumes he received from veteran applicants.
Here are eight tips to bolster your transition success. You do not need to take it as gospel, but these tips work:
1) Do not lie, omit, or embellish.
I once read honesty is being truthful with others while integrity is being truthful with yourself. Integrity and honesty are paramount in a resume. Do not say you were the Battalion Operations Officer when you were only the Assistant. The difference is large and will come out in the interview.
Do not omit certain military additional duties either. Unit Movement Officer, for example, is a powerful resume bullet, especially if you’re applying for positions in logistics, supply chain, or purchasing.
2) Do not de-militarize your resume.
We cannot bridge the military-civilian divide if we diminish what we’ve done during service. People going from Wall Street to manufacturing do not change their previous official positions on a resume, so you should not either.
You were not a “Mid-level Logistics Coordinator” — I “logistics coordinate” every time I do a DITY move. Sheesh. You were a “Battalion Logistics Officer (S-4),” responsible for millions dollars worth of equipment, travel funding, and other logistics needs for a high operational tempo military unit of 500-800 people.
Put quantifiable performance measures (e.g. coordinated redeployment of 800 people and associated equipment without loss; received a commendation for the exceptional performance of my team) and any recruiter will see the worthiness of your work. The interviewer will ask pointed questions so you can showcase your talents and they will learn more about the military rank structure and terminology.
3) Do showcase your talents.
If you briefed the Under Secretary of the Army or a General Officer, put that down. Your yearly efficiency reports are replete with this information. Try this format: Cause (redeployment), Action (coordinated), Effect (no loss), Reward (commendation).
4) Do review your resume and have someone else review it.
Bad grammar, misspelled words, or omitted words are resume killers. Use spell check on the computer, then print it out and go to town with a red-ink pen. This is the type of stuff a mentor is more than willing to do for you.
5) Do put your awards down, especially valor awards or awards for long-term meritorious service.
Simply put: Bronze Star with Valor device = Yes
MacArthur Leadership Award = Yes
Army Service Ribbon = No.
Items like a Physical Fitness Award or the Mechanics Badge should be left off unless they are relevant to the job you are seeking.
6) Do not list specific military skills, unless you’re applying for certain contracting, federal, or law enforcement jobs.
Simply put, again: CDL or foreign language proficiency = Yes
HMMWV training or marksmanship badges = No.
7) Do list your references in this way: one superior, one peer, and one subordinate.
Imagine the power of a corporate recruiter finding that your Battalion Commander, the captain you shared a hallway with, and one of your NCOs all speak highly of you.
The combination of their views can speak wonders. Let it work for you. It shows you are a good employee, a team player, and a leader all at once. If you can only list two, list the superior and the subordinate.
8) Do make your resume a living document.
Customize it as needed for various jobs, and highlight different points accordingly. “Leadership in a high-stress environment” creates a stable framework to delve deeper into what you have accomplished. Focus on tangible, specific, quantifiable, and consistent results.
Do not think for a second that your military service will not get you the job you want. Leadership under high-stress situations comes in many forms, in training and in combat. Sell yourself. Win.
Keeping the troops well fed is a big part of how the military works, and Navy veteran and pop-up chef August Dannehl knows this better than most. In the WATM series “Thank You For Your Service” Augie cooks a four-course meal for his fellow vets, and each course is inspired by a veteran story from his or her time in uniform.
In this episode David Burnell remembers the times when he was a Marine, and he learned to enjoy a self-made concoction of mac and cheese using the jalapeño cheese packet and spaghetti noodle pack from the MRE. Here’s the recipe that chef August cooked together for David:
Habanero Mac and Cheese w/ Truffle, Leek and 3 Cheeses
Inspired by MRE Jalapeño Cheese Packet and Spaghetti Noodles
Salt and Pepper to Taste
1 Tsp. Olive Oil
1/2 Stick Unsalted Butter
1/4 Cup AP Flour
2 Cups Whole Milk
1 Cup Half Half
1 Tsp. Sweet Paprika
1 lb. Conchiglie (or shell pasta)
1 Cup Shredded Gruyère Cheese
1 Cup Shredded English White Cheddar(sharpest available)
1 Cup Shredded Monterey Jack Cheese
2 Tsp. Truffle Puree Preserves (or oil)
1 Large Leek
1 Large Habanero
2 Tbls. of Green Onion (for garnish)
Prepare the leek by splitting down lengthwise and soaking in cold water for 20 mins. Then shake out all silt from the leaves, discard the top, dark-green part and chop the rest.
Boil pasta in large saucepan of salted water until not quite al dente, about 2 minutes less than the package instructions. Drain and transfer to large bowl and dress with olive oil.
Seed and stem Habanero then julienne into tiny slices. Place into bowl of hot water and let steep for 1 hr (this removes some of the heat from the chili).
Make the cheese sauce by bringing a large saucepan to medium-high heat and melt 4 Tbs. butter. Add leaks and habanero and sweat for 5 mins.
Add flour and paprika and cook until no visible flour remains, about 2-3 mins. Whisk in milk and half half and large pinch of salt and bring to boil then simmer whisking out any lumps, about 4 minutes.
Add truffle puree and all cheeses and stir until smooth.
Once smooth, add pasta to sauce and mix until incorporated.
Add salt and pepper to taste and let stand 5 minutes before service.
Add pinch of sliced green onions for garnish and serve.