In a service whose mission includes rescuing lives in peril, it’s hard to pick and choose legends among so many heroes. The Coast Guard’s history is filled with ordinary men who rose to the challenges presented by extraordinary circumstances. Here is a list of 13 folks who embodied the Coast Guard ethos:
1. Douglas Munro
The ultimate hero of the Coast Guard is arguably Douglas Munro. As he commanded a group of Higgins boats at the Battle of Guadalcanal, Munro coordinated the evacuation of more than 500 Marines who came under heavy fire, using his boat as a shield to draw fire. During the evacuation, he was fatally wounded, but his last words were, “Did they get off?”
2. Thomas “Jimmy” Crotty
Lt. Thomas “Jimmy” Crotty was the first Coast Guard prisoner of war since the War of 1812 and served at the front lines of the Battle of Corregidor as the Japanese took the Philippines. A 1934 graduate of the Coast Guard Academy where he was an accomplished athlete, Crotty served as an skilled cutterman before being attached to a Navy mine warfare unit. After several different positions in the Pacific Theater, Crotty found himself attached the Marine Corps Fourth Regiment, First Battalion, as the Japanese forces attacked the last American stronghold. One eyewitness report says that Crotty supervised army personnel manning a howitzer dug-in until the American surrender on May 6, 1942. Crotty was captured by the Japanese and taken to Cabanatuan Prison, where he died of diphtheria.
3. William Flores
On January 28, 1980, the USCGC Blackthorn collided with a tanker in Tampa Bay, Florida. Seaman Apprentice William Flores, just eighteen years old and a year out of boot camp, stayed on board as the cutter sank, strapping the life jacket locker open with his belt, giving his own life jacket to those struggling in the water, and giving aid to those wounded on board. He was posthumously awarded the Coast Guard’s highest non-combat award, the Coast Guard Medal.
4. Ida Lewis
After her father had a stroke, Ida Lewis took over as the keeper of Lime Rock Lighthouse, Rhode Island. Over her 39 year career, Lewis saved 18 lives. She was one of the earliest women in the Lighthouse Service, which later was combined with four other services to become the Coast Guard. Lime Rock Light has since been renamed Ida Lewis Light, and a coastal buoy tender was named in her honor.
5-8. Bernie Webber, Andy Fitzgerald, Ervin Maske, and Richard Livesey
The rescue of the crew of the SS Pendleton in the icy waters offshore of Chatham, Cape Cod, Mass. had been a legend told by generations of Coasties. Bernie Webber, Andy Fitzgerald, Ervin Maske, and Richard Livesey climbed aboard a 36-foot-long motor lifeboat and saved the lives of 32 sailors after their tanker split in half during a storm in February 1952. For their heroism, the crew received the Gold Lifesaving Medal and their heroic efforts were immortalized in the Disney movie, The Finest Hours.
9. Nathan Bruckenthal
Petty Officer Nathan Bruckenthal is one of the modern Coast Guard heroes. In April 2004, Bruckenthal and a team including Navy and Coast Guard personnel intercepted a small dhow in the North Arabian Gulf. As they attempted to board, one of the terrorists aboard detonated a bomb that was powerful enough to overturn the American vessel alongside, wounding several of the men. Bruckenthal later died from his injuries, the first Coast Guard war casualty since the Vietnam War. He is interred in Arlington National Cemetery.
10-12. David Jarvis, Ellsworth Bertholf, and Samuel Call
David Jarvis, Ellsworth Bertholf, and Samuel Call snowshoed more than 1,500 miles to Point Barrow, Alaska to rescue hundreds of fishermen who were trapped in ice after winter came early in 1897. During the three months it took them to reach their destination they engaged with native communities along their route, healing illnesses, teaching more effective hunting techniques, and arbitrating legal disputes. For their heroism, the trio received Congressional Gold Medals. All three have Coast Guard cutters named in their honor.
13. Miles Imlay
Captain Miles Imlay commanded a group of Coast Guard landing craft at the invasion of Normandy on D-Day, as well as during all other major amphibious landings across the shores of Europe in World War II. Imlay was the second in command of one of the groups that landed at Omaha Beach and under constant, heavy fire, commanded a vessel off the beaches during the entire invasion to make sure that the landing craft went to the correct location. He received a Silver Star for his actions on D-Day, and the Legion of Merit for invasions in Italy.
We all have that friend who marches to the beat of their own drum. The one who challenges the stereotypes of how the world has always been or, even scarier, doesn’t care. These are the friends who don’t follow normal routines, who see life not just as doing work but as a chance to build something bigger than themselves. They are seemingly fearless.
For me, that friend is James Brobyn.
As a “Mustang,” a prior enlisted Marine, who worked his way to the Naval Academy and then into leading Marines in combat as an infantry officer, James has always taken risks. Even after he took off the uniform, he continued to pursue challenges that seemed too risky to consider, even for the most battle hardened. He helped the Travis Manion Foundation grow from a small family-led nonprofit into a nationally recognized powerhouse. He’s started businesses, closed businesses and started them again. James’ battles can be scary both to your health and to your finances but I’ve learned that my friend is not fearless. Instead, he finds his strength in a single word that defines who he is at his core: INTEGRITY.
In ancient Rome, the Legionnaires, not unlike Marines today, would conduct inspections before battle. Paramount in this ritual was their breastplate, the armour that protects soldiers from enemy arrows or swords. Legionnaires would spend countless hours polishing their breastplates and tightening straps. Not a single crack or chip was permitted. When a soldier passed inspection, he would pound his fist into the metal and yell, “Integritas,” (Integrity) for all others to hear. This was not only an affirmation that the armour was sound but also that the heart and soul it protected was of whole, pure character — ready to take on any challenge in battle.
James has called me into his battles both figuratively and literally many times over the last two decades. We served together in the Marines and deployed together to Iraq. He’s been my boss twice. He fired me once only to hire me back 10 years later. Another story for another time but I am grateful for everything he has taught me. Above all else, James is not afraid of hard work. In between these battles, James would disappear for a few months and then reappear with a phone call. Even to this day, he still starts each conversation with my callsign from Iraq, “White 1.”
Not long ago, James called me again. “White 1, I got something for you.” He paused. “I’ve started a cannabis company and I want you to come see what we’ve built.” Of course, I was intrigued but also weary. Cannabis is an industry tied with all kinds of risk. It’s legal in some states, not in others. It’s celebrated by some of my friends (especially veterans) and hated by others, including my own family. There is a stigma that cannabis is the Wild West, a gold rush of former drug dealers and shady investors trying to get rich in the grey area. It’s a world of multiple tribes jockeying for power. Honestly, it felt a little like James was asking me to go back to Iraq. I stuttered, “Is this legal?”
My friend could only laugh, “Yes, we’ve built our business with integrity from the ground up.” Two days later, I was on a plane to a cannabis farm in Michigan. What I saw changed my entire view of both James and the industry.
The American Fiber Company (AmFI) is a multistate cannabis brand that delivers pharmaceutical grade products directly to consumers and wholesalers. It is also the result of a three year journey that took James and his team from Colombia to Canada to the United States. AmFi operates three dispensaries in Michigan; they’re the first company approved to import FDA certified 100% organic CBD oil into the United States and they’ve partnered with world class research facilities to ensure their products maintain the highest safety standards. My first question to James: “How the hell did you build all this?”
James reminded me, “We did the hard work. We built the framework. We run it the right way with Integrity.”
I recently chatted with James to understand more about his journey from combat to cannabis.
James: White 1.
WATM:Blue 1. (James’s callsign from 2006). Boom. All right. Comms are up. So here’s my thought and you tell me what you feel comfortable with. I would really like to focus on your journey from combat to the cannabis industry as well as some of the crazy things that happened along the way.
James: Ok. So before I answer that, what is your goal with the article?
I think to myself, “Dammit. How did he turn that one on me so fast?”
WATM:Good question. I like to highlight influencers in our space that are at the top of their game. It’s a series of interview questions so people can get to know others that are making moves in our world. So are you making moves?
James: (He laughs). Yeah, ok, I think that makes sense. So I guess from my standpoint, I’m most excited about how the journey got me to this point right now. Honestly, every skill from the Academy to leading Marines in combat to the Travis Manion Foundation are all being used to build something.
All those core values that we learned and were beat into us. Do hard work with integrity, do it the right way. That’s what’s really neat about it. When you put those principles to work every day and you teach people to abide by them, you build your own tribe and it works. People want to be a part of something. And that’s what’s kind of cool about this. That’s what’s really been the neatest part about the cannabis industry. It’s a rich kind of this weird, you know, fraternity that lets in all types of people, which is great.
WATM:When was the first time you got introduced to cannabis?
James: My God, I was a teenager. I grew up in Philly in the 80s and 90s. At 15, 16, 17, it was part of the culture. Honestly, it wasn’t about weed. I was just trying to fit in with the local friends. Normal teenage stuff. And I wanted to keep up with my older brothers but I made bad choices and eventually my dad kicked me out of the house.
WATM:Kicked you out?
James: Yep, at 19, but honestly he should have done it earlier. In hindsight, I just wanted to find my tribe and the outcome was partying. I had it in sports, but, you know, as soon as you start getting older and you leave high school you lose the camaraderie. A lot of people do. So I made bad decisions. We’ll leave it at that.
WATM:What about the decision to join the Marine Corps?
James: When I was at boot camp, I was like, what the hell did I do? I thought that, like, every day. But I think most people do. When I got my aircrew wings, it was scary to be Lance Corporal, but I had two pilots in my squadron that I flew with consistently. They told me about a program for helping enlisted Marines get into the Naval Academy. They changed my life.
WATM:Why do you think they focused on you?
James: In so many ways, they took an interest in me and my long term well-being. Not short term, not as some piece of equipment, but in me as a person. Once word got around that there was traction on my application, honestly, I had half the squadron helping me out. I even had Staff NCOs that were taking me on ridiculous runs to train me to get ready to go to the Naval Academy. I mean, I think they just saw I gave a shit. I showed up every day.
WATM: Is there anything about your time at the Academy that stands out? Any major lessons learned that you still use today?
James: You learn how to win there. I believe it. It comes down to two things. First is the honor code. I think you see it with Captain Crozier (USNA ’92) and the recent situation on the USS Theodore Roosevelt. Your integrity is what you have. If you give it away, then you have no foundation. Nothing to build from. It’s a house of cards. Secondly, the Academy teaches you that you can do more than any other person out there. Without a doubt. I mean, you know, the amount of stuff you can get done in 24 hours there is ridiculous. I keep those lessons with me daily.
James with the Marines of 3rd Light Armored Reconnaissance Battalion in Iraq, 2006
Photo Courtesy of James Brobyn
WATM: You graduated in 2004, and we deployed to Iraq together not long after. What is there about leading Marines that stands out?
James: I loved my dudes. 2006 and 2007 were hard times to be in Iraq. We were given a mission to provide security for 30,000 people and not much more resources than what we had. That pretty much looks like a small business to me. It was the best entrepreneurship training that I’ve had. Honestly, combat is the closest thing to running a business in the cannabis industry. that I have found. You have to be nimble, understand uncertainty, take a look at risks and act. But at the end of the day, your plan never survives first contact. All you can do is surround yourself with good people.
WATM: How do you make the leap from combat to cannabis?
James: At first, I was just following cannabis related to veterans. There are a lot of positive benefits outside just the medical aspects. First off, dudes drink less, eat better and lose weight. There are multiple levels of benefit but I hadn’t thought about the business side of things until I met Dan Tobon, a former Army Sniper and Iraq veteran. We became fast friends. Dan had just started working on a project in Colombia where his family is from called NuSierra Holdings.
Colombia had approved export of cannabis products and it was anticipated at that time Canada and Australia would be able to import them, even THC products. So it was a big rush to get out of Colombia and go out to the commoditized cannabis world. Then we met John Leja, founder of PharmaCannis, who understood the retail side of the business and was trying to establish a packing facility in Toronto. I met John and Dan at a bar in Philly and they asked me, ‘Will you help us out?‘ I didn’t know much about cannabis but I knew we had supply and distribution so I said, ‘Sure. Let’s figure this out.’ I was on a plane to Toronto the next day.
WATM:There are so many stereotypes associated with cannabis, do you have a hard time getting over the stigmas or comparisons to a gold rush?
James: I learned alot from John and Dan about how to stop thinking of cannabis as a shiny object of gold that’s going to make everyone rich but as a commodity that’s going to be turned into an amazing consumer product. If you reframe cannabis that way, you can start thinking about designing a strategy where you can gain footholds into different parts of the supply chain that are completely compliant, legal, and then allow us to really take a good market share of the industry.
James and the Author in a American Fiber Company grow facility
Photo Courtesy of James Brobyn
WATM:Was this venture your training for the American Fiber Company and setting up a cannabis business in the U.S.?
James: 100%. In 2018, it felt like every state was its own country when it came to cannabis. Some were recreational, others were medicinal only and others, it was flat out illegal. We had a plan for how to set up a multi-state operation but it’s hard to work because every jurisdiction has its own rules. And you literally have to go into jurisdictions. You have to work with the locals. You can’t just pop in your model and make it work. You have to build from the ground up and it all came back to finding the right people. People with integrity. American Fiber established our first operations in Southwest Michigan.
WATM:You’ve mentioned integrity a lot. What does integrity really mean to you?
James: It’s not about just telling the truth. It’s about following through. It’s about doing what you say you’re going to do. Doing it the right way. Even if it’s hard — especially if it’s hard. That’s the key here because that’s how you normalize the industry. We work with the state and federal regulators to do the hard work that people don’t want to do.
WATM: Like becoming the first company in the U.S. to legally import full spectrum CBD oil?
James: That’s just one example. We never set out to be the first company in the world to import full-spectrum CBD oil out of Colombia into the US, but we figured out how to get it compliant with Customs and Border Protection. But we’ve also taken on other challenges that are just as hard. We’ve built a research partnership in Delaware with Fraunhofer Center for Molecular Biology so that we can figure out how to start collecting real data on health benefits so that we can go to the U.S. Department of Agriculture, get approved by the FDA on certain products and continue to provide safe quality, cannabis products to our consumers. And that’s why it’s a long game.
The American Fiber Company Team in Michigan
Photo Courtesy of James Brobyn
WATM: Is the long game paying off?
James: I think so. Take the current COVID-19 restrictions for example. Every state that had medicinal and recreational policies deemed cannabis business essential. I mean, yeah. Our team in South Michigan is out there every day serving patients curbside, delivery, and hopefully drive-through soon. We’re moving into a post-prohibition world right now and now it’s pretty exciting.
WATM: Where do you see American Fiber in that world. Maybe 5 years from now?
James: Oh, my God. That’s like 50 decades in this industry. Well, let me tell you what the ultimate goal is, and it’s how we’ve always tried to build a company. I always felt that we built a company that we could take public. Ultimately, I want American Fiber to be synonymous with all the values that make our people and country ready to face whatever challenge comes ahead. Hard work, commitment and integrity.
US Navy ballistic missile submarines — boomers — are now sailing with ballistic missiles armed with new “low-yield” nuclear weapons, the Department of Defense announced Tuesday.
“The U.S. Navy has fielded the W76-2 low-yield submarine-launched ballistic missile (SLBM) warhead,” John Rood, under secretary of defense for policy, said in a statement.
“This supplemental capability strengthens deterrence and provides the United States a prompt, more survivable low-yield strategic weapon,” he said.
Rood, who told the Associated Press that these new weapons lower the risk of nuclear war, added that it “demonstrates to potential adversaries that there is no advantage to limited nuclear employment because the United States can credibly and decisively respond to any threat scenario.”
The fielding of the new low-yield nuclear warheads, which arm submarine-launched Trident II missiles, was first reported by the Federation of American Scientists, which explained that each W76-2 has an explosive yield of about five kilotons, significantly smaller than the 90-kiloton W76-1 or the larger, 455-kiloton W88.
For comparison, the W76-2 has a smaller explosive yield than either of the atomic bombs dropped on Hiroshima and Nagasaki — which together killed hundreds of thousands of people.
It is unclear exactly when and on which vessels the new “low-yield” nuclear weapons were deployed, but FAS, citing unnamed sources, reports the new weapons may have been deployed aboard the US Navy Ohio-class ballistic missile submarine (SSBN) USS Tennessee, which set out on an Atlantic deployment at the end of last year.
The W76-2 is a product of the 2018 Nuclear Posture Review.
“DoD and National Nuclear Security Administration (NNSA) will develop for deployment a low-yield SLBM warhead to ensure a prompt response option that is able to penetrate adversary defenses,” the review explained.
“This is a comparatively low-cost and near term modification to an existing capability that will help counter any mistaken perception of an exploitable ‘gap’ in U.S. regional deterrence capabilities.”
While the Department of Defense argues in favor of the new weapons, many arms control experts argue that low-yield nuclear weapons lowers the barrier to entry into nuclear-armed conflict, thus increasing the risk of a conflict escalating to a full-scale nuclear war.
So you’re thinking about joining the military. Good for you, you little patriot! Whether it’s for the experience or the benefits or maybe just the emptiness inside you that makes you want to be a hero call to serve a higher good, the military has a lot to offer.
But not all military experiences are equal. There’s a major difference between being a Marine Scout Sniper and an Air Force Linguist. Both have pros and cons, so let’s talk about some of them, starting with the culture and mission of each branch.
Keep in mind that these are broad generalizations. A Special Operations mission in any branch will differ significantly from, say, a Public Affairs perspective, which will also influence the training requirements and deployment tempos for the individual.
As a note, this article was written based on a compilation of Department of Defense publications, interviews with veterans and my own experience. It cannot cover everyone’s experience, so it’s important to do your own research and talk to veterans (not just the first recruiting officer you meet).
As an additional note, the Boot Camp descriptions here are for enlisted personnel – officers have shorter boot camps because they undergo less academic training during boot camp itself and more during additional officer training. This isn’t the only difference between being an officer and an enlisted member; from the mission to the pay to the benefits, the experiences are extremely varied — once you’ve found a branch you like, make sure you check out our article about commissioning compared to enlisting.
If you want to join the military, it’s wise to reflect on why that is and what you want your life and job to look like. This is a good place to start:
What New Marine Corps Recruits Go Through In Boot Camp
“What you’re really made of can only be revealed at the brink of exhaustion. Marine Recruit Training will take you there. Only those who possess the never-quit spirit required of every Marine will find the strength they never knew they had, the willpower they never knew they needed and the commitment to find that second wind even when it hurts to breathe to overcome the Marine boot camp requirements.”
Phase One — Weeks 1-4
Recruits transition from civilian to military life with strenuous physical training and martial arts as well as Marine Corps history and classes. They learn Marine Corps culture and values, including how to wear the uniform and handle weapons.
Phase Two — Weeks 5-9
The second phase consists of combat skills and marksmanship training. Recruits undergo gas chamber training and the Crucible.
Phase Three — Weeks 10-13
Recruits undergo specialty training such as combat water survival and defensive driving.
Physical Fitness Test:
Pull-ups or push-ups (as many as you can; you can only max out on pull-ups — with push-ups you can get a maximum score of 70 points)
Crunches or plank pose (as many crunches as possible in two minutes or holding plank pose for up to four minutes and twenty seconds)
Timed run (three mile run in 28 minutes or less for men, 31 minutes or less for women)
Combat Fitness Test:
Movement to Contact (timed 880-yard sprint)
Ammunition Lift (lift 30-pound ammo can as many times as possible overhead in set amount of time)
Maneuver Under Fire (300-yard course that combines battle-related challenges)
Deployments: The Marines remain at a 1:2 deployment-to-dwell ratio (or 1 year deployed with 2 years at home), which Commandant of the U.S. Marine Corps General Robert Neller referred to as “unsustianable.” The goal is to achieve a 1:3 deployment-to-dwell ratio.
Culture: Marines are trained for combat and they are very good at that mission, which they should be proud of.
Unfortunately, the Marine Corps still struggles with health and care of its service members. A 2018 Annual Suicide Report showed the Marine Corps had the highest rate of active duty suicides, with a rate of 31.4 per 100,000 (compared to the Army with 24.8, Navy with 20.7 and Air Force with 18.5).
The Marine Corps also had the highest reporting rate of sexual assault with 5.7 percent, followed by the Army at 5.5 percent, Navy at 4.8 percent and the Air Force at 4.3 percent.
Army Basic Combat Training comes in three phases and lasts about ten weeks depending on your military occupational specialty (MOS) — in other words, your job for the Army.
During the Red Phase, you learn the basics about Army life, such as how to wear the uniform and comport yourself. You also get your ass in line with physical readiness training and formation marching. Also, as a treat, you get your introduction to Chemical Radioactive Biological and Nuclear readiness, including getting gassed proper usage of breathing masks.
During the White Phase, you receive weapons and hand-to-hand combat training. You continue your physical readiness training, including obstacle courses and rappelling from the 50-foot Warrior Tower.
During the Blue Phase, you receive advanced weapons training, including machine guns and live grenades. You embark on a multiple-day land navigation course to test your survival skills. If you pass all of your challenges, you become a fully qualified Army Soldier. Huzzah.
Deployments: The Army has maintained a high operations tempo when it comes to deployments. Current high deployment thresholds consist of 220 days deployed out of the previous 365 days, or 400 days deployed out of the previous 730 days.
In 2017, the Secretary of Defense’s standard was a 1 to 2 deploy-dwell ratio — or one year deployed with two years at home, for example — with the “red line” at 1 to 1. At the time, that ratio was at about 1 to 1.2 or 1.3, according to Army Times. It isn’t uncommon to expect 12-18 month deployments.
Culture: Like the Marine Corps, the U.S. Army has a proven history on the battlefield. Soldiers are trained to operate under a “suck it up” attitude to endure long deployments and combat as well as physical and mental stress. The Army has the second highest reported incidents of suicide and sexual assault, just behind the Marine Corps. Anyone joining the Army can expect to join a branch with a proud lineage, but it’s wise to evolve your own sense of self-care and to learn how to protect your health and the health of your battle buddies.US Air Force Recruit BOOT CAMP Documentary
Air Force BMT consists of eight and a half weeks where recruits are introduced to military life through academics and uniform wear as well as physical fitness and weapons training. Academics and certifications, such as learning the Code of Conduct and becoming CPR certified, remain peppered throughout training.
Air Force recruits will complete a Tactical Assault Course and M9 pistol training, but unlike the Army or the Marine Corps, airmen are not required to qualify on the weapon during BMT. Active duty enlisted personnel and officers will qualify on their weapon only as required by their job or deployment status.
Compared to the Marine Corps and Army and even the Navy or Coast Guard, with firefighting and water survival, the Air Force BMT is probably the least strenuous of the branch boot camps.
Physical Fitness Test:
One minute of push ups
One minute of sit-ups
Timed one and a half mile run
Note that this test is less strenuous than the Army/Navy/Marine Corps fitness tests. Soldiers and Marines are more likely to become “boots on the ground” in combat zones.
Deployments: The Air Force maintains an Air and Space Expeditionary Force (AEF) deploy-to-dwell tempo system, depending on career fields: The deployment categories are called tempo bands. Air Force officials have created five tempo bands: A through E. Tempo Band A reflects the original AEF cycle of a 1:4 dwell ration based on 120-day deployments. Bands B through E are based on 179-day deployments. Tempo band B is a 1:4 dwell ratio — or six months deployed 24 months home. Tempo band C is a 1:3 dwell, band D is a 1:2 dwell and band E, reserved for the most stressed career fields, is a 1:1 dwell, or six months out, six months in.
Culture: Other branches like to tease the “Chair Force” due to its reputation for cleaner housing and higher quality chow halls. The average Air Force mission will be less physically strenuous or dangerous than that of the Marine Corps or Army.
You might say the Air Force operates with the motto of “work smarter not harder,” and for better or for worse, this pays off. In recent reports, the Air Force had the lowest number of active duty suicides and sexual assaults. That being said, if you want to join the military to get in the fight and kick down doors in a combat zone, there are few Air Force positions available.
Boot Camp: Behind The Scenes at Recruit Training Command (Full documentary, 2019)
Recruit training or “boot camp” is about seven weeks long for the U.S. Navy. It will include physical fitness and Navy heritage, as well as seamanship and firearms training. The first two weeks are a challenging adjustment period filled with medical screenings and physical training as well as military education, including uniform wear and rank recognition.
The next four weeks include class and hands-on training environments that cover everything from firefighting and shipboard damage control to water survival and weapons training. Navy sailors aboard a ship must know how to respond to ship emergencies including flooding and fires as well as how to survive at sea. Every sailor is a qualified swimmer, able to swim 50 yards and complete a five minute prone float.
The final hurdle for Navy recruits is called Battle Stations, which includes numerous obstacles to test everything learned in the weeks prior.
Physical Readiness Test:
(Note, in 2020, the U.S. Navy will be introducing changes to the PRT)
1.5 mile run for time
Alternate per commander’s discretion: 500 yard swim for time
Alternate per commander’s discretion: Stationary cycle calorie burn in 12 minutes
Alternate per commander’s discretion: 1.5 mile treadmill; run/walk for time
(2020 alternate per commander’s discretion: 2 kilometer row machine test)
Two minutes of curl-ups
(To be replaced by forearm plank test)
Two minutes of push ups
Deployments: Deployments will depend on what type of ship and mission sailors are assigned to, but they are often around seven months and during that time, sailors might not see land for long periods of time. While at sea, there are no breaks: you stand a 6-12 hour watch, even on Sundays, although there are often “holiday routines” with modified shifts. Ship/shore rotation tends to happen after about three years, depending on the job. Some career fields have longer ship rotations and some have only shore duty stations. It’s important to research ahead of time to try to secure the best job suited for you and your capabilities.
Culture: Navy ships especially continue to operate in historical fashions, so change is slow. Segregation of ranks is still strictly enforced (junior enlisted does not mingle with senior enlisted and fraternization with officers is especially prohibited in such close quarters). While women do serve at all ranks, there is still sexism and harassment in alarming numbers (though statistically less than the Marine Corps and the Army).
U.S. Coast Guard boot camp consists of eight weeks that begin with military and physical fitness fundamentals and mature to hands-on application of Coast Guard proficiencies. Recruits learn firefighting and marksmanship as well as seamanship and water survival. Recruits must pass a three part swimming test (swim circuit) that includes a six-foot jump followed by a 100 meter swim and treading water for five minutes.
Physical Fitness Test:
One minute of push ups
One minute of sit-ups
Timed 1.5 mile run
The Coast Guard consists of about 40,000 active duty members. As such, it is a very selective branch with missions that involve everything from Search and Rescue to Maritime Protection. Coast Guardsmen “deploy” every day in their duties and units and cutters can be away from port for months at a time. Coast Guard deployments tend to be more frequent, but can be as short as a few days or as long as several months.
Not all Coast Guard assignments are on “the coast” — there are inland assignments protecting inland waterways and lakes. The Coast Guard will also deploy to combat zones to provide additional support to maritime operations or to augment the Navy throughout the world.
Once you’ve researched the differences between each branch, there is still one more major consideration that can affect your military experience: whether to enlist or commission. We go into the benefits and downsides of each right here — check them out!
By the time the physical training session finished in the late afternoon, another five followed.
One day into the first week of Engineer Diver Phase I course, a class of 12 has dwindled to two: the first, a soldier who had already passed the course two years ago. He left the Army and worked his way back. The other: a soldier who struggled swimming the endurance laps necessary to be a deep-sea diver but passed other aspects of the course, including the classroom lessons and physical training exercises.
The cuts come swiftly. Some quit out of their own accord. Others simply did not meet the rigid standards of the course. The Army designed it this way; to weed out the weak-minded, weak-willed and those unable to remain calm during extended hours underwater. In maritime conditions, Army divers must be prepared to act in seconds; they must react to sudden changes in currents, waves and the elements.
Staff Sgt. Andrew Holdner pours water on students as they attempt to complete flutter kicks. The water simulates the sensations of drowning. The exercise tests students’ ability to perform under extreme duress.
(Photo Credit: Joe Lacdan)
More than 90 percent of students won’t advance past the school’s first phase at Fort Leonard Wood. Among those who didn’t make the first week: recruits who had years of competitive swimming experience and former high school athletes.
The instructors know oceans, rivers and lakes can be a brutally cold, unforgiving places.
They attempt to make the course as unforgiving. At Davidson Fitness Center’s 25-meter pool, divers face two crucial initiation tests. Holdner said the majority of students don’t make it past these two exercises.
The first, students must swim the width of the pool in a single breath — underwater. Then the new recruits jump off a high dive board, surface, and swim to the far side of the pool and back and tread water for 40 minutes.
Pfc. Nolan Hurrish, right, emerges from the pool with other students during an Army engineer diving training exercise at Fort Leonard Wood, Mo.
(Photo Credit: Joe Lacdan)
During the first half, students keep their heads out of water while using their hands and feet. During the second 20 minutes, they perform the “dead man’s float” — a survival technique where soldiers bend at the waist facing the water with arms out while holding their breath, simulating a floating corpse. When they need to breathe, they collapse arms and legs at the same time to raise their head above the water before dipping their faces back in the water.
In the second test, soldiers must swim 500 yards in 12 minutes and 30 seconds using breast stroke or side stroke, then do 50 pushups, 50 curl ups and six pullups. Finally, they must run a mile and a half in 12:30 or less.
As students attempt each exercise, they face the possibility of being dropped from the course and being reclassified into another career field.
“Every single time I’ve got to drop somebody,” said Sgt. 1st Class Eric Bailey, the lead instructor. “I feel bad because I know that they got into something that they knew nothing about. Because we’re a small field, very few people know that we exist.”
Students spend up to three and a half hours per day in the water, but also spend time in the classroom, learning about diving physics and how to maintain their equipment.
Dive instructors put students through a series of rites of passage, and ultimately test whether students can remain calm in situations that often cause heightened panic. The first such test came on the third day of training.
In addition to remaining calm underwater and developing breathing skills, diving school students must maintain rigid physical fitness standards.
(Photo Credit: Joe Lacdan)
Test of Wills
A soldier’s exasperating screams echoed in the swimming complex as he struggled to retrieve his equipment at the bottom of the pool. Instructors removed the diver’s mask, fins and air regulator and tossed them into the deep end of the pool. When the course began earlier that week, he lagged behind classmates during endurance laps.
Now at 1:30 p.m., the weather conditions in central Missouri hovered at around 95 degrees.
Inside the swimming complex the heat and humidity make the poolside area feel like a pressure cooker, not making the training any easier. During the test, instructors rip off pieces of the students’ scuba gear. soldiers must descend 14 feet and retrieve the gear in a single breath.
Holdner and Bailey bobbed at the surface, shouting instructions. They slapped water into the faces of the two remaining students in an attempt to simulate the unpredictable sway of an ocean current.
Pfc. Stephen Olinger dons swimming fins before a training exercise at Fort Leonard Wood, Mo., in July 2018.
(Photo Credit: Joe Lacdan)
Here both instructors attempted to escalate the stress level to a fever pitch. Their screams, combined with the splashing water, simulate what instructors call a “rough sea state.” On missions, a diver’s rig might fail and they would no longer be able to breathe. Or divers may get bumped by an obstruction, falling debris, marine life or land they didn’t see. The current can also knock their air regulator off their suit.
When faced with the possibility of drowning, the diving instructors said water fills a swimmer’s nostrils, invoking feelings of nausea and sometimes vomiting. It can cause extreme panic, breaking down even the best of athletes and the most confident swimmers.
“We say water is the great equalizer,” Bailey said. “We have plenty of people that come here that are great physical specimens … They can do everything on land … But then, you put them in the water and guess what? They fall apart. They become two different people.”
Water can create extreme panic causing soldiers to lose their bearing, forcibly shoving fellow swimmers out of the way in order to reach for the shore. The violence of the water currents can push some soldiers to the edge.
“If you’re not comfortable,” Bailey said. “Water will bring out the worst in people.”
Bailey, a soldier with a neatly-combed crew cut and a stocky, fit build, teaches the class with a cool demeanor. He barks instruction with stern authority, but minutes later will crack a joke to put the students at ease.
Army divers must be able to communicate with the crew above before going on a deep-sea dive. Though they must operate underwater with little instruction, a deep-sea diver will have the only view of the operation.
(Photo Credit: Joe Lacdan)
An experienced veteran diver of 13 years, he tested his mettle at sea on a diverse array of maritime missions across the globe. He faced one of his most difficult challenges during a deployment to Iraq along a river. A vehicle-borne improvised explosive device had damaged a bridge and infantry units needed engineer divers to perform reconnaissance underwater.
At the river’s center in the shadow of the bridge, Bailey, then a young soldier, entered the water. He and another diver descended nearly 40 feet into the river’s depths. Almost immediately after he entered the river’s pitch black waters, disaster struck.
“As soon as I hit that water, I lost my grip,” Bailey said. “The current took me and immediately just threw me back.”
As he felt the pull to the bottom, the river broke his helmet’s seal. Cold water rushed into his head gear. His suit remained attached to an umbilical air supply cord, restricting his movement. He waited for a teammate to pull him back to shore while calming his nerves in the face of extreme conditions.
“I couldn’t swim to the shore,” he said. “I wasn’t moving. The only way I was getting out of there is if I was getting pulled out. And now my helmet was flooded. So what would have happened if I had panicked or I was not able to remain calm?”
Soldiers must face the fear of drowning and their own mortality on each mission. And each time, Divers must tame their emotions or lives will be at stake. In the worst conditions, soldiers will operate with limited visibility while carrying up to 80 pounds of underwater gear.
“I’ve been in situations where I’m using my hands as my eyes,” Holdner said. “One little mistake can be an injury for you. It’s not an environment that’s going to go easy on you.”
Holdner, a youthful-looking staff sergeant with slicked back dark hair who sports a cascade of tattoos on his right arm, graduated from the course in 2010. He entered with a larger class — 96. Only six made the cut and advanced to Phase II. Holdner said the mental hurdles the course poses can be the most difficult to overcome.
Even the second-time student looked visibly rattled as the two jockeyed for position before descending below. Athletically built with a wide upper body, the student easily passed the physical fitness tests and he seemed likely to survive to the next phase in Panama City, Florida.
Then the unexpected happened.
Inexplicably, he swam to the poolside and signaled to the instructors he wanted to drop out. He decided he had enough.
One student remained.
The private’s panicked expression reflected his extreme duress. Of the 12 students who attempted the course, he was the only remaining soldier. The shortest student in the class, this soldier struggled to finish the swimming endurance drills earlier in the week. But he persevered to make it to the third day.
But his chances have dimmed.
As the private spent more time bobbing his head above the surface, he lost valuable time that could have been spent underwater searching for equipment.
An instructor then blew his whistle. The soldier didn’t make the cut.
Slowly, the soldier swam toward the pool’s edge. Still breathing heavily, he gingerly exited the pool and walked toward his gear. He must now wait for the Army to reclassify him into a new career field.
About 12 to 20 students begin each class. Only 1 to 3 normally graduate. Sometimes, as with the July 2018 students, none make it.
Although instructors must cut the majority of the students, they don’t take each decision lightly. Often before they pull recruits from the course, they have counseling sessions. They sit down with each student and explain why they cannot advance to the next phase.
Often, emotions spill.
“They’re in tears,” Bailey said. “This is something that they’ve wanted to do for a long time or this is something that they’ve told their family about and everyone is rooting for them and they don’t want to disappoint their family.”
Bailey said recruiters and drill sergeants often don’t have accurate accounts of engineer diver training. Soldiers then arrive at Fort Leonard Wood with misconceptions about the realities of training.
Navy instructors check Soldiers’ scuba equipment. Equipment management and maintenance is critical for diver safety, instructors said.
(Photo Credit: Joe Lacdan)
Two Phase I diving school graduates joined the class of students who trained here in the July heat. Instead of sporting the black Army shirts with gold letters, they donned white shirts and brown swimming trunks to distinguish themselves from the current class. They continued to train with incoming classes to keep their skills fresh as they waited for Phase II in Panama City.
Pvts. 1st Class Stephen Olinger and Nolan Hurrish are only months into their Army careers.
Olinger, a bright-eyed recruit who was raised partially overseas, carries a swagger and self-confidence as he approaches each exercise. He graduated in March. Hurrish, a soft-spoken but diligent recruit from Wisconsin, has quietly passed each test. They don’t know if they will survive the next six months at Panama City. But they remain optimistic that in less than 16 weeks they will join the fewer than 150 Army divers worldwide.
“I have an attitude like ‘this is it,” Olinger said. “This is what I came here to do. If I fail out, I fail out. But I’m going to give it everything.”
The world’s five oceans, where many of the 12 dozen or so Army divers throughout the world must perform, can be ruthless.
The sea is an unpredictable, faceless adversary unlike any other soldiers face in the battlefield, and no less deadly.
Students will get their first taste of that adversary off the shores of the Florida Panhandle in Phase II of the diving school.
(Editor’s note: This is part one of a two-part series on the Army’s engineer diver training. For part two, click here.)
In 2004, the U.S. Army unveiled its new combat uniform, complete with upgrades including wrinkle-free fabric and a digitized camouflage print. The Army Combat Uniform (ACU) had many changes (18, in fact), but one of the troop favorites was the shoulder pocket.
Obviously, pockets themselves weren’t new to military uniforms. The quintessential pant-leg cargo pocket was indispensable in the Korean War; as a result, cargo pockets have adorned military combat uniforms (and military-inspired fashion?) ever since. They were also used on blouses during the Vietnam War, and after 9/11, they got fancy even more utilitarian.
“This isn’t about a cosmetic redesign of the uniform,” said Col. John Norwood, the project manager for Clothing and Individual Equipment. “It’s a functionality change of the uniform that will improve the ability of Soldiers to execute their combat mission.”
One of the favored changes was the addition of the shoulder pocket, which replaced the bottom pockets on the jacket after troops realized they couldn’t access the front of their uniform while wearing body armor. The shoulder, however, was a handy location. These were tilted forward and buttons were replaced with zippers for function and comfort in combat.
It’s that time of year when everyone turns on their TVs, sits down with a nice bowl of popcorn, and gets a little spooky. That horror flick you’re watching for the 13th time isn’t throwing any curve balls. Obviously, the supernatural killer with a highly marketable mask/face is going to slay those oblivious teenagers who’ve never heard of strength in numbers.
But there’s one glaringly stupid trope that happens in nearly every zombie film or show ever made.
At one point, the lone survivor of the group ends up stumbling across the remains of what used to be a military unit. Turns out, the odds are so stacked against mankind that even the world’s best-trained fighters didn’t stand a chance against a swarm of undead monsters. Our protagonist then arms themselves with the leftover military gear and sets off in search of a more pleasant ending.
In reality, however, this just wouldn’t happen. Not in a million years. In fact, it’s more difficult to find a single scenario in which the zombies did stand a chance against the U.S. Armed Forces. — but we tried, anyway. Let’s take a look at what kind of damage those lifeless shamblers could do, given a perfect scenario, before taking yet another trip to the dirt.
Also, a zombie outbreak wouldn’t last long against sailors either since their vessels are filled with the one barrier zombies lack the motor skill to navigate through: ladders.
(U.S. Navy photo by Mass Communication Specialist 1st Class Steven Hoskins)
There are countless different types of zombies, depending on the fiction to which you subscribe, but, in all likelihood, the U.S. military actually does have a plan to counter each and every one of them outlined in CONPLAN 8888. From your standard Romero/Walking Dead zombies to the 28 Days Later, rage-virus zombies to voodoo zombies to, hell, even the Plants vs. Zombies zombies, all accounted for. Sure, each plan may be written by a bored staff officer as part of a clearly tongue-in-cheek thought experiment, but it’s still official military doctrine.
But for the sake of this article, we’re going to need to make a few assumptions:
First, we’re going to stick with the standard zombies — you know, the slow, shuffling type you’re used to seeing in pop culture.
Second, we’re going to face those zombies off against the military at its lowest level of self-sufficient operations: a battalion-sized force. Shy of any single platoon going on a patrol, military commanders would never spread their units any thinner than this in such a dire emergency. A battalion has enough of every type of support troop to keep the operation moving along until they can reconnect with a larger force.
Finally, the zombies are going to exclusively face infantrymen in engagements because once you add the might of an A-10 Warthog or an Abrams tank, it’s just unfair. In the event of an actual world-ending apocalypse at the hands of brain-eating zombies, the military has thousands upon thousands of vehicles that wouldn’t take a scratch from corpse claws.
So, a battalion of infantrymen it is.
Basically nothing would change from how they’re built in Iraq and Afghanistan, except maybe they’d add a sealable gate.
(U.S. Army photo by Staff Sgt. David Salanitri)
There are only a handful of ways that the zombies could ever gain a tactical advantage: surprise or vastly superior numbers. Both are lost after a battalion sets up a perimeter and holds off an area. The U.S. Army has finely honed an ability to create a fully-functional forward operating base in just 72 hours. This time-frame is good anywhere in the world. That number would presumably be even lower if said base was needed near an existing military installation and they have the means to production.
There will be guards posted at every angle of approach, so there’s no way any zombies could get past the constant guard duty. Even their number advantage is negated when impenetrable barriers are placed. Given enough zombies, they could probably push down a chain-linked fence, but the military makes good use of hastily-made and ready-to-go Hesco Barriers and concrete T-walls. This impassable wall would force any attacking zombies into a funnel, moving towards the one and only entrance, which we can assume is heavily guarded.
MREs. Built to last through a zombie apocalypse.
(U.S. Army photo by Sgt. Elizabeth Taylor)
If the zombies fail to overrun the troops in those first 72 hours, their only bet is to pick them off slowly as they patrol outward. Even then, the outcome doesn’t look so great for the visitors.
Troops live by the military strategy of asymmetrical warfare, meaning that there’s no such thing as “fair fight” in war. Since zombies are a clear-cut bad guy that troops have been itching to fight, don’t expect them to go easy on ’em just because they’re slow. Even pitting one troop against a swarm of the undead would likely end in favor of the living. Not only are Zombies slow, they also tend to stack up their weak points (the head, for those who’ve never seen a movie before) in a nice row, all lined up for a rain of machine gun fire.
But let’s pretend that the troops and the zombies play a game of attrition and see who lasts the longest. The troops would still win. Depending on weather conditions, a lifeless body left outside starts decomposing in about 24 hours and turns to goop after about a month. So, supplies, both scavenged and rationed, for a month? The military knows logistics.
Okay, let’s say they don’t decompose while “alive.” The only thing troops would need a constant replenishment of is food, and there are MREs left in connexes found all over military installations. The shelf life of an MRE in moderate conditions is five years.
It was a cool California November afternoon in 1947 when the HK-4 Hercules, also known as the Spruce Goose, finally flew. It was supposed to be a simple taxi test, nothing more than motoring through the water of Long Beach Harbor to show off its speed and test out the plane in open water. But having endured years of people mocking the project and himself for trying to build a plane so massive it had no hope of flying, Howard Hughes decided to take the opportunity to extend his middle finger at them all in the most poignant way he could.
No doubt with a twinkle in his eye as the Hercules cruised through the water, Hughes turned to the 30 year old hydraulic engineer, David Grant, who he had chosen as his co-pilot that day despite him not actually being a pilot, and unexpectedly told him to “lower the flaps to 15 degrees” — the take off position.
Not long after, the massive, few hundred thousand pound (250K lb / 113K kg empty, 400K lb / 181K kg gross), 218 ft (67 m) long aircraft with a still record holding wingspan of just shy of 321 feet (98 m) was out of the water. It was airborne for under a minute, went less than a mile, and only about 70 feet in the air, but it had done the impossible — the Spruce Goose flew.
Given the rather innovative use of a hydraulic system, landing was a bit abnormal for planes of the age in that the plane had to be landed under power, as Grant would instruct Hughes to “fly it into the water.”
When it finally settled back down in the water, Grant stated, “It was ecstasy all the way. It was like walking on air. It wasn’t underpowered at all, and it performed exactly like it was designed to.”
As to why Hughes didn’t fly it further, besides elements of the aircraft still needing tweaked and the potential danger of taking media aboard a test flight in which even the pilot wasn’t quite sure how the plane would handle, they’d been taxiing around for some time at this point and the plane hadn’t been fueled much to begin with. As such, Hughes didn’t want to risk running out of fuel in open ocean before he’d have a chance to circle back around and land.
Now, the original plan for this aircraft was a lot more grandiose than a brief publicity flight. In 1942, the United States — along with much of the rest of the world — was in the midst of WWII. Being across an ocean from where the fighting was taking place was a problem when transporting supplies, weapons, and soldiers en masse.
At the time, efforts on this front weren’t going well. German U-boats were patrolling Atlantic waters and torpedoing anything that was perceived to be helping the Allied war effort. According to one estimate, between January 1942 and August 1942 alone, German U-boats had sunk 233 ships and killed more than 5,000 Americans. It was clear that a better way was needed for transporting things safely across the Big Blue.
It was Henry J. Kaiser who first proposed an idea of an airboat. Running one of the most important construction companies in modern American history, Kaiser was responsible for building quite a lot of the infrastructure of the American west at the time (including the Hoover Dam). He also created a system for fast, high-quality shipbuilding during World War II that became world renownd.
Kaiser thought that a massive airboat packed to the gills with supplies and troops that could fly over German U-boats was the answer to the problem. However, he was a shipbuilder and not an expert on airplanes… But he knew someone who was.
By 1942, Hughes was already a famed figure in America. Exceedingly wealthy, he first gained widespread fame as a Hollywood producer who was most prominently known for producing and directing Hell’s Angels, a World War I epic about aerial combat that was (at the time) the most expensive movie ever made.
In 1934, he formed the Hughes Aircraft Company. A year later, he helped design and build the H-1, or as he liked to call it, the “Racer.” In September 1935, he broke the world land speed record in it with an average of 352.322 mph. In sort of a precursor of the future, during the flight the plane ran out of gas — something Hughes didn’t anticipate — forcing him to crash in a beet field, narrowly avoiding serious injury.
He broke another land speed record when he flew to New York from Los Angeles in a mere 7 hours, 28 minutes, and 25 seconds (averaging 332 mph). In 1938, he shattered the world record for quickest time flying around the globe, needing just 3 days, 19 hours, 14 minutes, and 10 seconds, almost 4 days quicker than the previous world record set in 1933 by Wiley Post.
His prowess as an aviation engineer and pilot quickly earned him a reputation as one of the most innovative aviators in the world- someone that Kaiser thought would help the Allies win the war.
Together, Kaiser and Hughes convinced the War Production Board to finance the construction of 500 flying boats, a project that was deemed in the press as the “most ambitious flying aviation program in the history of the world.”
For months, the old-school industrialist and the new-age aviator worked together to put together plans that would wow.
In late August, they submitted to the government blueprints for a seaplane with eight engines, a wingspan longer than a football field, and a hull taller than a five-story building.
Beyond being the largest plane ever built by far at the time, it would be able to transport 750 troops or two M2 Sherman tanks. It had a gross weight of about two hundred tons, which was nearly three times heavier than any other airplane ever built. And, due to wartime metal restrictions, it was to be built nearly entirely of wood. Hughes and Kaiser called it the HK-1, naturally named after themselves.
While hesitant at first, the federal government gave the pair $18 million (about $250 million today) to develop and build a prototype.
It didn’t go well from the very beginning. The Hughes Aircraft Company was not a big company in 1942 and struggled with staffing, expenses, and deadlines. Hughes himself was unfocused, taking on too many projects while underestimating how much attention was needed to build a plane that would eclipse anything anyone had ever attempted to make fly. Four months in and the best thing that could be said was that they built a 750-foot long hanger, also made out of wood.
By mid-1943, construction had begun on the plane itself, but it was incredibly slow-moving. Working with wood proved to be an enormous issue, presenting a variety of challenges that had to be overcome to make a reliable sea-plane. Beyond the aforementioned then innovative hydraulic system for manipulating the control surfaces, each piece of wood (which was mostly birch, not spruce, owing to birch being quite resistant to dry rot) had to be weighed and analyzed for quality assurance before being used.
In addition, each sheet had to be laminated with a waterproof glue in order to prevent it from being damaged by water, heat, and fungus. Along the way, besides needing to purchase the rights to the Duramold laminating process, which in a nutshell involved stacking shapable ultra-thin strips of wood and applying a glue, Hughes and his teem also had to develop a variation of the process for their particular application.
As late 1943 approached, the first prototype was due to the government but it was clear that wasn’t going to happen. What’s more, they had spent nearly half of the budget on “engineering re-tooling” and rumors were swirling that the first plane wasn’t going to be done until 1945. It turned out to be much worse than that.
At this point, Kaiser had had enough and bailed out of the project. Several times, the feds threatened to shut the whole thing down, willing to cut their losses. The contract that had originally been given to Hughes and Kaiser went from 500 planes to 3 planes to, finally, just one for the original $18 million.
By 1944, $13 million of that money was spent and, yet, the plane was less than half done. Then the war ended and any hope that the now-called H-4 Hercules (renamed after Kaiser left the project) was ever going to help the war effort was gone.
The contract with the federal government was swiftly canceled, but Hughes was determined to finish the plane. As he stated before the Senate War Investigating Committee in 1947 during an inquiry on whether he’d mismanaged tax payer dollars during the project,
The Hercules was a monumental undertaking. It is the largest aircraft ever built. It is over five stories tall with a wingspan longer than a football field. That’s more than a city block. Now, I put the sweat of my life into this thing. I have my reputation all rolled up in it and I have stated several times that if it’s a failure, I’ll probably leave this country and never come back. And I mean it.
And so it was that he paid for the project’s completion himself. The H-4 Hercules was finally finished in June of 1946 with $22 million of the government’s money and, while figures vary from otherwise reputable sources, according to Boeing, $18 million of Hughes own personal wealth chipped in, for a grand total of $40 million (about $450 million today). It should also be noted here that, subtracting initial research and development costs, had they decided to build a second plane, it probably would have only cost about $2.5 million (about $28 million today).
It took a little over a year more for Hughes to it fly. At this point given the massive scale of the plane, the incredible weight, the fact that it was made of wood, and the perpetual delays, the media had taken to mocking the plane, calling it the Spruce Goose — a nickname that Hughes and his team hated owing to it demeaning what was otherwise a marvel of engineering.
But on that fateful November day, the Hercules finally did what it was intended, proving many a critic wrong.
In the aftermath, there was some wrangling over who actually owned the plane given how much money Hughes himself had sunk into the project. But the U.S. government eventually gave up its rights to it in exchange for the Smithsonian Institute’s National Air and Space Museum getting the Hughes’ H-1 Racer plane and a portion of the Spruce Goose’s wing, as well as in exchange for a relatively small payment of $700,000 (about $3 million today).
For years afterward, Hughes, now moving on to other projects, kept the plane in the hanger he built specifically for it, seemingly originally with the intent of eventually flying it again. In fact, he kept a full-time crew of, at its peak, hundreds of people on hand to make sure the plane was ready to fly at any given moment, costing him millions of dollars over the years to do that.
Howard Hughes died in 1976 and the Spruce Goose immediately was under threat of being dismantled owing to the cost of maintaining it in its massive hanger. But the Aero Club of Southern California acquired the legendary plane in 1980 and put it in their own hanger next to the Queen Mary in Long Beach, right near where the plane did its maiden and final voyage.
The Walt Disney Company bought the property in 1988 and, after a few tense years, given Disney wanted the plane gone, the Evergreen Aviation Museum in McMinnville, Oregon won the right to acquire the Spruce Goose.
For the last 26 years, that’s where it has remained, meticulously maintained. In fact, it’s generally thought that the maintenance over the years has been so good that, with some upgrades, particularly to the wiring and electronic components as well as going through the engines, it could possibly fly just fine today. Of course, because of its historical significance, nobody has seriously suggested anyone make those upgrades and try.
This article originally appeared on Today I Found Out. Follow @TodayIFoundOut on Twitter.
There’s a single waterway in the world that pops up in the news every year or so and, right now, is popping up every week or more: The Strait of Hormuz. When I was deployed with Army Central, we received a brief from senior leaders that was all about the importance of this single strip of water. If you’re still a little fuzzy on how Iran can pressure the rest of the world through such a small bit of water, here’s a great primer.
Why the US and Iran are fighting over this tiny waterway
The video above is from Vox. We’re going to highlight some details below, but you can understand the broad strokes just by watching that for 9.5 minutes.
The most important thing to understand is that one of the things that makes the strait so important is how small it is. There simply isn’t another economical way to ship most of the oil out of the gulf region, and the strait is so small that even a small navy like Iran’s can inflict serious pain.
It’s sort of like the “Hot Gates” from the story of the Spartans at Thermopylae. But America is Xerxes and Iran gets to play King Leonidas.
A map shows the network of oil pipelines that carries gas and oil from Russia to the rest of Europe.
(Samuel Bailey, CC BY 3.0)
And oil is, even more than most other commodities, a resource that is extremely price sensitive and the markets are so fluid (no pun intended) that reducing supply anywhere increases price everywhere. Oil coming through the strait is destined for markets around the world, especially the Pacific and Europe.
So, take Europe for a moment. Now, it can get oil from a lot of places. Rigs in the North Sea provide plenty of energy, and pipelines from Russia pump fuel as far west as Germany, Italy, and even England. But all of those markets count on the Russian oil, the North Sea oil, and oil from the Strait of Hormuz. If the oil from the gulf is threatened in the strait, then buyers start competing harder for Russian and North Sea oil and that drives up prices quickly.
And that drives up the price of everything. Petroleum drives cars, heating oil warms homes, lubricants are needed for everything from vehicles to ice cream makers to door hinges. An interruption of oil in the strait threatens 20 percent of the world’s oil supply, making everything more expensive and risking thousands of homes going cold.
But why is Iran willing to do this? After all, they are risking a new war by attacking tankers flagged by gulf and European countries.
Well, Iran needs sanctions relief, and right now that’s primarily a problem between them and the U.S. Sure, Europe has a longer trading relationship with Iran, and it has protested losing access to Iranian markets and oil during periods of American-led sanctions. But Europe has proven time and again that in a power struggle between the U.S. and Iran, Europe is willing to step aside.
Targeting oil in the strait allows Iran to spread the pain to other countries. Europe is forced off the sidelines as its access to energy markets is thrown into disarray. China, India, Japan, and South Korea are all top-five oil importers, and America—at number two—is the final member of the big 5. All of them feel the crunch when oil prices climb.
But there’s, obviously, a big risk for Iran. While China and Russia might side with Iran if only to counter American power, the rest of the world could easily decide that it’s easier to back the U.S. in a power play against Iran than to endure Iranian agitation.
The RCS, a predecessor to the Coast Guard, responded by forming a unit of volunteers who traveled 1,600 miles from Dec. 1897 to Mar. 1898, buying reindeer along the way and herding them to Alaska where the sailors were trapped. They arrived with 382 reindeer just in time for most of the survivors. Three people died of starvation, but the rest were rescued during the spring thaw.
2. Army PSYOPS troops pretended they were vampires
American psychological operations soldiers were sent to the Philippines in 1950 to help destroy a Communist rebellion in the country. When the commander learned that the local fighters were superstitious and believed in a shapeshifting vampire known as the “asuang,” he came up with a Scooby Doo-esque plan.
First, he had friendly locals spread a rumor that an asuang was living in the hills. Then, the Americans and their allies set up an ambush in the hills, waited for the last man in a patrol to pass them, and abducted him. They poked two holes in his neck, drained him of his blood, and put his body back on the trail. The rebels bought the ruse and fled the area, allowing government forces to reclaim it.
3. Four Royal Marines rode Apaches into a Taliban fort
Long story short, a British attack on the Taliban base of Jugroom Fort went bad quickly, and British forces quickly withdrew. But, they accidentally left wounded Royal Marine Lance Cpl. Mathew Ford behind. With the Taliban in the fort already on high alert, a daring plan was needed to recover him.
4. The Air Force used actual bears to test ejection seats
The Air Force struggled in the late 50s and early 60s with a simple but challenging problem. Crew who had to eject from supersonic planes were subjected to extreme and sometimes lethal strain. So the Air Force began testing experimental ejection devices — on bears.
The pod was proven safe and nearly all of the test animals returned to the ground safely. Unfortunately, the Air Force needed to check for potentially hidden injuries and ordered autopsies on all animal subjects.
5. Union soldiers stole a train and wreaked havoc across Georgia and Tennessee
What’s the best way to cut off your enemy’s lines of communication? Apparently, in Apr. 1862 Georgia, the answer was to steal on train and go on a GTA: V-type crime spree with it. The operation was led by a civilian but was conducted with the help of 18 Union soldiers.
The men were eventually caught. Eight of them were executed and the rest lived out the war as POWs.
6. American troops used a payphone to call for air support in Grenada
During the invasion of Grenada in 1983, the American communication network was so bad that almost no one on the island could talk to any fighters from another branch. This led to the legend that U.S. troops called for fire support using a credit card and a payphone.
Vice President Dick Cheney heard the story while he was a Congressman and was told that an Army officer could see naval artillery out at sea but couldn’t get them on the radio. So he pulled out his credit card and used a payphone to call the Pentagon who relayed his request.
The Navy SEALs have their own version of the story that said the frogmen were holed up in the governor’s mansion and used a credit card to call the Pentagon and get help from an Air Force AC-130.
7. American and Nazi troops teamed up to defeat an SS attack during World War II
In the closing days of World War II, a group of American and German troops teamed up and fought side-by-side against a murderous SS battalion. The Americans had accepted the surrender of the Germans just before both sides saw the slightly drunk and very fanatical group of SS soldiers climbing the hill towards them.
I’ll never forget the conversation I had several years back with a retiring Marine Command Sergeant Major, who insisted that his nine-page resume (not a typo) was justified because of his long and amazing career. He was your prototypical superhero, channeling his inner “Mad Dog;” chest full of medals, a Marine’s Marine. As you might imagine, he didn’t take too kindly to someone like me telling him his baby was ugly. In hindsight and for my own personal safety, I was glad this was over the phone and not in person…I never heard from him again.
Fast forward to today: As I said in my first open letter to veterans, the hardest thing you’ll ever do in Corporate America is tell the truth. As I’ve watched, listened, and learned in the trenches…in hand-to-hand, corporate combat, with veterans, recruiters and hiring managers, I noticed small, repeatable patterns of success emerge – THE SECRET SAUCE! I’ve accumulated and battle tested many of these key insights over the years, transforming them into actionable intelligence to help accelerate your transition.
One such battle-tested insight is the 8-digit grid coordinate outlined below that will help frame your thinking and influence your decision making. If you can resist the temptation to skip to it and read the insights that come next, I promise you, it will illuminate your thinking that much more, so read on!
Insight #1: Understand that profits will trump patriotism almost every time.
Ouch! Did I just say that? When it comes to hiring veterans, many of us have been duped into thinking that waving the flag in front of employers gets us special treatment. We’ve been wonderfully naïve, or dare I say “entitled,” far too long in our thinking and need to adjust fire. Notice, I said, ‘almost’ as there are always exceptions with several great companies getting it right, but they are still the exception, not the rule. I’m not here to debate the merits of this being good or bad…it just “is.”
Again, this is NOT a license to bash Corporate America, so all of you card carrying members of the Piss Moan Club, please exercise your first amendment rights respectfully in the comments below. What I’m offering is a hard truth not easily understood, but IS a harsh reality in the corporate combat you’re experiencing. I’ve seen it show up countless times when frustrated transitioning military and veterans complain about what is affectionately known as the “Black Hole” in hundreds of applications made with an occasional rejection email several months later. Sound familiar? More on this in another open letter…
Insight #2: There is a disturbance in the Force.
As any good subject matter expert is prone to do, connecting the dots and recognizing patterns helps create the right insights at the right time. Recently, the University of Cincinnati published a sobering article that puts the elephant in the room, in a head-on collision course with Corporate America.
If you take a minute to study this infographic and read other data points, then triangulate your own experience, a collective conscious begins to emerge that there is a “disturbance in the force.” Tough question to ask is are you “Civilian ReadyTM On Day One”? Tougher yet is the question of what employers might do once they figure out the higher cost of veteran turnover, but more on this elephant in another open letter…
Insight #3: Become the civilian superhero you were meant to be.
About six months ago, a truly impressive special forces soldier pinged me on LinkedIn seeking my advice on his transition. He was a high speed, low drag operator with a brilliant career that was winding down. After swapping war stories, we began talking about what it takes to become a civilian again and in a moment of clarity, it began to dawn on him the enormity of the mission ahead.
I know what you’re thinking, “Thank you Captain Obvious for enlightening us with your wisdom…” but stick with me on this and learn to read between the lines: Many of you want your “civilianhood” served up on a military platter, just the way you like it, but it just doesn’t work that way. This is a subtle, imperceptible truth that most of us don’t recognize and very few understand.
Like CSM ‘Mad Dog’ above, your ego is directly proportional to the quality and length of your transition. Did you catch that? In other words, sometimes the bigger the ego, the longer the transition AND the longer it takes to get locked into the right career pathway. Rebuilding your muscle memory is key, but more on that in another open letter…
As you enter your corporate combat phase of transition, let this 8-digit grid coordinate be the strategy and framework to accelerate your employment success:
1. Start your transition earlier than the norm – Like the SF soldier, the smart ones know this intuitively and seek me out time and time again. The earlier you start is directly proportional to the success you achieve. This alone is worth the price of admission. I realize many of you may be out already out, but it still applies, so read on!
2. Rebuild your muscle memory – With #1 in mind, you must begin to win the inner battle of “self,” by understanding the psychology of “re-entry” in the areas of cultural assimilation, emotional intelligence and vocational alignment. Transforming into the civilian superhero you were meant to be is critical to your success and should not be underestimated. The ability to accelerate your transformation in the workplace will be centered on your new civilian identity and new civilian destiny.
3. Target by vocation – With #1 – 2 in mind, discover and assess your purpose and passion and align it to a civilian career pathway that will put food on the table. There are many assessments, tools, skill labs, mentors, and programs to give you great insight on what truly excites you. Investing heavily in rediscovering “self” will enable better decision-making with less pressure.
4. Target by industry – With #1 – 3 in mind, what are the best industries that align to this vocation? Are there specific growth industries that make the job hunt more target rich? All industries go through cycles. Find the ones that are trending up.
5. Target by geography – With #1 – 4 in mind, many of us go back to our home of record because it is familiar to us, but is that the best decision you can make? Be open to other locations. It’s critical to manage your own expectations, so don’t make this decision lightly. Having more than one geographic location increases your chances of meaningful employment.
6. Target by company – With #1 – 5 in mind, select those companies that align well and that attract you the most. Leverage “Military Friendly” and “Best for Vets” employer lists as well. Do your homework on what attracts you to them – do they align to your values? If so, why? The temptation here is target by company first and forget the rest because it is shiny and new. Do the hard stuff first and the rest will follow.
7. Target fellow veterans – With #1 – 6 in mind, connect with veterans in those vocations, industries, locations and companies so your shot group is extra tight and target rich. This now becomes your new network and I encourage you to build these relationships accordingly. LinkedIn and RallyPoint are great tools here.
8. Target VSO’s and/or civilian organizations – With #1 – 7 in mind, join one or two that you’re passionate about so your relationships and contributions are authentic. You would be amazed how leads are developed and opportunities present themselves over time. The new currency of trust in a global marketplace is “authentic relationship.”
Taking each of these actions separately will certainly yield some success but taken in this progressive order will accelerate your transformation in the workplace like no other!
This article originally appeared on G.I. Jobs. Follow @GIJobsMagazine on Twitter.
Many are still struggling to determine the safest way to go back to school in the fall. But one suggestion to take the curriculum outdoors is compelling for some people—and the idea has an interesting history. A recent article from the New York Times highlights how, in 1907, two Rhode Island doctors, Ellen Stone and Mary Packard, implemented a plan that would let kids go to school during a major tuberculosis outbreak.
Following a trend that took wind in Germany, the doctors paved the way for open-air classrooms in the state. They converted a brick building into being more public health-conscious by installing large windows on each side and keeping them open for the whole day. Remarkably, none of the children became sick, although they did endure open-air classes during freezing New England winters. Shortly, 65 schools soon implemented a similar plan, or simply held classes outside within the first two years of Dr. Stone and Packard’s successful plan.
Regardless of your opinion on how, and if, schools should open up, the story does have compelling implications for what early education could one day look like, even post-pandemic. And that’s because, as The Times points out, studies have shown that many children might be more likely to pay attention to what they’re learning if they’re outside, particularly for science and gym classes. That makes sense, because who wouldn’t prefer to learn about photosynthesis outdoors, looking at flowers and trees with the sun shining down, compared to simply studying a chalkboard or textbook cooped up inside? And since kids should exercise anyway, why not make it into a game on the playground?
We know that it’s more difficult to transmit the coronavirus outside, and as schools, districts, and families struggle to figure out their plans for the fall, this history lesson about outdoor teaching might be worth noting?
There’s no bigger week in sports than the one in which your team plays its most-hated, bitter rival. Every city has one — that one team that fans and players just love to hate. Sometimes, this match-up is a critical game, one that decides the fate of the entire season. But even for teams that perennially enjoy a losing record, there’s no such thing as too much preparation for those two weeks a year when they’ve got the chance to run their sworn enemy into the ground.
These games are often the most important, no matter what’s at stake for the season.
There are bitter NFL rivalries that transcend fanbases. Onlookers do not have a dog in the fight, but we’re watching because we know it’s going to be a good game. These are the grudge matches we tune in to watch year after year, because we know true colors will be shown.
8. Detroit Lions vs. Green Bay Packers
This is the longest-running rivalry in the NFL, and it’s one you’ll likely catch on Thanksgiving every other year or so. The Lions and Packers have been division rivals since 1933, which means they’ve been butting heads for over 85 years. Games between these two teams are known for wild endings, most notably the Miracle in Motown. Packers QB Aaron Rodgers sustained a facemask penalty at the end of the game, prompting a single untimed play. Rodgers threw a 61-yard Hail Mary pass for a touchdown, giving the Packers a 27-23 win.
7. Philadelphia Eagles vs. Washington Redskins
This one’s nearly as old as the Packers-Lions rivalry, but it’s known for more than just unbelievable endings. Play between the Eagles and Redskins has been known to get particularly brutal. This was on full display during a 1990 Monday Night Football game, since dubbed “The Body Bag Game” after nine Redskins players were taken out of the game with injuries. The ‘Skins got the last laugh that season, though. They came back to the same arena and beat the Eagles in the wildcard round of the playoffs, eventually making it all the way to Super Bowl XXV. They lost, but those Redskins came back the next season to win it all in Super Bowl XXVI.
These days, the two teams are in the NFC East and get to battle it out twice a year, The competition between Philadelphia and DC even bleeds in to the NHL, where there’s a bitter rivalry between the Flyers and the Capitals.
The tip that led to a Super Bowl win and cost Jim Harbaugh his job.
6. Seattle Seahawks vs. San Francisco 49ers
Anyone who thinks the NFL has an east coast bias has never watched the Seahawks and 49ers go at it. If you didn’t get the picture from Seattle fans who burned Richard Sherman’s jersey after he moved to San Fran, know the hatred burns just as bright. These teams have only been divisional rivals since 2002, but that doesn’t mean the hatred is young. The rivalry only got more intense when west coast college coaches, Stanford’s Jim Harbaugh and USC’s Pete Carroll, were elevated to command the two teams.
Seattle beat San Francisco in the 2013 NFC Championship, ending the 49ers streak in the game, and went on to win Super Bowl XLVIII. Seattle has won every meeting since January, 2014.
5. New England Patriots vs. Anyone
Is there any one player more loved and hated at the same time than Tom Brady? Is there any player who’s more reliable than Rob Gronkowski? Any coach more frustratingly brilliant than Bill Belichick? Do all these facts just make most of America and the cities of New York, Buffalo, and Miami hate the Patriots more and more?
Love them or hate them, the Patriots are always a contender for the Playoffs, the Super Bowl, and will at least finish with a winning season. For teams outside of their division, this means they’re going to have to play the Pats at some point — and they need to bring their A-Game to Foxborough. In the running for greatest franchises of all time, the Steelers, Cowboys, and 49ers all feel the pressure. Even the 1972 Dolphins get a sense of relief when the Patriots lose.
4. Oakland Raiders vs. Kansas City Chiefs
This one is particularly bitter, featuring long stretches of dominating victories for either team. The 70s and 80s were Raiders decades while the Chiefs have had much more success over Oakland ever since. Even the fans in the stands get carried away during this game, as heated fans routinely get into fistfights and brawls. One Raiders fan even sued the Chiefs organization for allowing him to receive a beatdown while security did nothing.
This meeting of these teams has kept one of ’em out of the playoffs on more than one occasion, snapped winning streaks, snapped terrible losing streaks, and kept Kansas City out of the postseason entirely between 1971 and 1986.
NFL: Dallas Cowboys at New York Giants
3. Dallas Cowboys vs. New York Giants
America’s team had to make the list at some point. The Cowboys and Giants are two of the most storied franchises in the NFL and both have large fanbases. The NFC East rivalry isn’t as old as the Packers-Lions rivalry and isn’t as violent as the Chiefs-Raiders rivalry, you can see a lot of legendary NFL names in action by watching old Cowboys-Giants games.
It’s a pretty even rivalry, with Dallas ahead at 65-46-2, but what this game is usually good for is a watching a close finish and tough on-field play. Where else could you watch Cowboys legend Emmitt Smith beat the Big Blue while breaking rushing records with a separated shoulder? Or watch the underdog Eli Manning-led Giants knock the Cowboys out of the playoffs after losing to Dallas twice in the regular season, only to go on and win Super Bowl XLII? Or how about just watching the two teams straight-up fistfight?
2. Green Bay Packers vs. Chicago Bears
Sports hatred burns brightly between Green Bay and Chicago. It also features some of football history’s greatest names while showcasing some of its greatest games. This series is always good for showing off real, hard-hitting football and the 200-game series is nearly tied at 97-94-6 in favor of Green Bay. The Bears-Packers rivalry is also famous for featuring the first players ever ejected from an NFL game.
It was the Bears who handed Brett Favre the first shutout in his career and broke Aaron Rodgers’ collarbone. It was the Packers who put horse manure in the 1985 Bears locker room.
1. Pittsburgh Steelers vs. the AFC North
If you’re looking for an intense football matchup, look no further than when the Steelers play one of their AFC North division rivals. It doesn’t matter what an opponent’s record is, the Steelers are a force to be reckoned with. But the football gets brutal when playing against Cleveland, Baltimore, and especially Cincinnati. The Steelers are ahead in total wins against each.
The Browns bring their best football to Pittsburgh. Steelers QB Ben Roethlisberger can pretty much be described as a tank, especially as far as quarterbacks go, and it takes either a motorcycle accident or a meeting with the Browns defense to keep him from starting a game. Despite the Browns’ struggles for the last few years, Pittsburgh is still at a disadvantage in Cleveland, and the Browns have more home wins vs. the Steelers.
Until recently, the Ravens-Steelers game was a particularly intense matchup, with each team’s hard-hitting defense smothering the normally high-flying offenses of the other, and each able to keep the other at home during the post-season.
When the Steelers play the Bengals, things get violent and dramatic. Long-held frustrations with the other rear their ugly heads. No matter where the game is held, you can pretty much expect overzealous play, a flurry of yellow flags, helmet-to-helmet hits, and sometimes even bench-clearing fights. Even the coaches are guilty of putting hands on each other.
When asked about why there’s so much violence between the Bengals and Steelers, QB Ben Roethlisberger’s answer was “that’s AFC North Football.”