After Pearl Harbor, Hawaii did not see widespread internment, unlike the mainland where there was a great deal of distrust towards Japanese residents in the face of possible invasion from Imperial Japan. The local Japanese population was too key to Hawaii’s economy to simply round up, but there was still deep fears they posed a sabotage threat, especially since the fears of an invasion by Imperial Japan were very real.
These fears extended to military personnel of Japanese descent. More than 1,300 soldiers of Japanese origin from the Hawaiian National Guard were pulled from their regiments and were formed into the 100th Infantry Battalion (Separate) or “One Puka Puka.” They were sent to Camp McCoy in Wisconsin, as much as to remove them as a security risk as to train them.
The 100th performed well in training, and the War Department decided to form a Japanese-American combat unit, the 442nd Regimental Combat Team. Nisei men, composed of the children of immigrants who had American citizenship, could sign a loyalty questionnaire and be registered for the draft, though many refused and hundreds spent time in federal prison.
The vast majority of the volunteers came from Hawaii, but over 800 were recruited from the internment camps on the mainland. The 100th and the volunteers joined at Camp Shelby, Miss., and formed the 442nd, designed as a self-sufficient combat unit with its own artillery and logistics.
It was almost a given that the 442nd or any other Japanese-American unit would not see service in the Pacific, since there were still widespread suspicions concerning their loyalty, but many of the recruits were assigned to the Military Intelligence Service. They were then trained in language and intelligence skills, and were assigned as an interpreters, interrogators, and spies in the Pacific theatre, playing a crucial intelligence role.
While the rest of the unit trained in Mississippi, the 100th departed to join the 34th Infantry Division in North Africa, which was preparing for the invasion of Italy. After joining the Italian Campaign at Salerno, the 100th participated in the terribly bloody fighting at Monte Cassino in early 1944, site of a famous Benedictine monastery that was destroyed by Allied bombing. The battalion took such heavy casualties that some war correspondents starting referring to them as the “Purple Heart Battalion.” By the time the battalion was pulled of the line, some of the platoons were down to less than 10 men. The 100th later received its first of four presidential unit citations.
Following further intense fighting at Anzio and assisting in the capture of Rome, the 100th was joined there by the rest of the 442nd, though the 100th was still considered a quasi-separate unit due to its distinguished record. Entering combat together on June 26, 1944, they faced a series of bloody actions conquering Italian towns and strong points, including major actions at Belvedere, Castellina Marrittima, and Hill 140. After months of grinding combat, they were sent to Marseilles in southern France, and the most celebrated episode in the 442nd’s history occurred with the rescue of the “Lost Battalion.”
The 442nd was sent north into the Vosges mountains to seize the city of Bruyere, whose surrounding hills had been heavily fortified by the Germans. They succeeded in taking the city after a bloody series of attacks and enemy counterattacks, but received almost no rest before being sent to the rescue of the 1st Battalion, 141st Infantry Regiment, originally part of the Texas National Guard. It had been cut off and surrounded by German forces after a failed attack near the town of Biffontaine, and all attempts to resupply it by air or break it out had failed.
Faced with heavy fog, steep terrain, dense forests, and heavy enemy artillery, the 442nd saw their most intense combat of the war, suffering more than 800 casualties before linking up and relieving the 211 besieged survivors of the 141st. After the rescue, they continued to press on to Saint-Die until being pulled off the line on Nov. 17. In a little over three weeks, the 442nd had suffered more than 2,000 casualties. The 100th alone was down from a strength of over 1,400 a year prior to less than 300 men. When the commander of the 36th Division called an inspection of the 442nd later, he grew angry over what he saw as soldiers missing formation, only to be told that those present were all that were left.
The 442nd would go on to see further action in France, Italy, and Germany and scouts from the unit were among the first to locate and liberate the German concentration camp of Dachau. By the time the unit was deactivated after the war ended, it was awarded 21 Medals of Honor, more than 4,000 Bronze Stars, and over half of the 14,000 men who had served in the unit had been wounded, making it by far the highest decorated unit of its size in U.S. history.
When his father deploys, 9-year-old Davidson considers himself “man of the house” — it’s a role he’s filled eight times.
Davidson’s father, Dave Whetstone — the surname is a pseudonym for security reasons — is a Green Beret currently on his tenth deployment. Dave has deployed nearly every year of Davidson’s life, and each time, Davidson “puts on a brave face,” he said.
To help other military families also be brave, the father and son duo recently published a children’s book, “Brave for my Family,” written by Davidson and illustrated by Dave, with some proceeds going to military charities.
The book was released on Veteran’s Day under pen names to protect their identities, and recounts the family’s experience with one of Dave’s deployments after a life-threatening battlefield injury, recovery, and Dave’s return to war — all through Davidson’s eyes.
“Brave For My Family”
While deployed, Dave tries to stay in touch with his family, he said. In the past, he’s recorded videos of himself — reading bedtime stories, praying, etc. — for his wife, Elizabeth, to replay for their children.
“While Americans are grateful for the sacrifices service members make for our country, it’s the sacrifices they don’t see that are the hardest,” Dave wrote in an email.
Story behind the story
While deployed to Afghanistan in late 2013 — four days shy of Christmas — Dave was hit by a rocket-propelled grenade.
During the explosion, shrapnel pierced the Green Beret’s face and tore through the right side of his body. It missed his carotid artery by a few millimeters.
Meanwhile, in Massachusetts, the Whetstones were with family over the holidays and carried on with their lives, unaware the patriarch of their family was fighting for his.
After the blast, the Special Forces officer suffered life-threatening injuries. He was triaged on the battlefield, and subsequently airlifted to Germany and briefly hospitalized there.
From Germany, Dave returned to the United States and underwent multiple surgeries at the Walter Reed National Military Medical Center in Bethesda, Maryland, where he eventually stayed for three-weeks.
Once the Whetstones received the terrible news, they also flew to Washington, D.C., and were reunited with their soldier on Christmas, Davidson said.
Davidson — who was 3 years old at the time — writes about this moment in the book.
“My mom cried, and I was pretty scared my dad was going to die,” he wrote.
An illustration from “Brave for My Family.”
In the book, Dave’s illustration depicts this moment, too. The wounded soldier is in the hospital — he’s battered, with multiple wounds and bandages — but embraced his son.
To this day, the illustration is hard for Elizabeth to see without reliving the memory, she said, because the artwork looks so real.
Also on Christmas day that year, Dave and his family were greeted by then-Vice President Joe Biden. The former VP, who visited wounded troops and their families at the hospital, invited the Whetstones to his home for lunch — an offer they took him up on the following year.
As he recovered, Dave learned his close friend — while also deployed in Afghanistan — was killed in combat. Although he was on convalescent leave, Dave requested special permission to return to Afghanistan and complete his deployment.
The blast claimed the peripheral vision from his right eye, and left parts of the shrapnel lodged in his body. However, Dave doesn’t believe the scars of war are the most painful thing a soldier can experience.
“I have been wounded in combat, I have lost close friends,” Dave wrote. “But, for me some of the toughest pills to swallow are not being there for first words, first steps, first Christmases, first birthdays, and all of the moments that I’ll never see again. The hardest thing is watching my kids grow up in pictures.”
Father and son share their story
Years later — during the summer before Davidson started school — the father and son duo started the foundation for their book. Together, they decided to produce something “that could help kids not be scared if their parents deploy,” Davidson said.
“I know what it’s like to have your dad deployed to a scary place,” Davidson added.
For nearly two years, and in-between deployments, the pair would spend the Sunday afternoons they had, usually after church, being creative together, Elizabeth said.
An illustration from “Brave for My Family.”
“Creating the book was therapeutic for them both,” she added.
For Dave, drawing is a way to organize his thoughts, and a passion that dates back to childhood, he said.
“Illustrating Davidson’s story gave me a strong motivation to create meaningful representation of our family’s sacrifice and courage,” Dave wrote. “It also allowed me to spend time recalling and appreciating the details of our family’s experience, and come to terms with some things.”
Part of the proceeds from the book will go toward charities like the Green Beret Foundation and help support military families and wounded warriors.
“I can’t express how proud I am of my family, and how immeasurably blessed I am to have each of them in my life,” Dave wrote. “I am so proud of Davidson for writing this book. But, if I’m being honest, this is only a snapshot of his talents and passion as a good young man.”
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.
Airman Magazine sat down with Gen. Tim Ray, the Air Force Global Strike Command commander, for an in-depth interview. The below excerpts highlight how the command continues to innovate and explore the art of possible. There are only historical traces of Strategic Air Command; these Airmen are now Strikers. Excellence and teamwork is in the job description; they’re attracting talent and working hard to keep it in-house, building the world’s premiere nuclear and conventional long-range strike team.
“This is about figuring out how to be competitive.” – General Timothy M. Ray
Airman Magazine: What does it mean to be a “Striker”?
Gen. Tim Ray: Strikers stand on the shoulders of giants like Schriever, Doolittle, Arnold and Eaker. That’s our heritage. We understand that air and space power is not about perfection; it’s about overcoming obstacles and challenges. Strikers are in a business that no one else can do. Strikers know the score; and the score is that there are no allied bombers out there. There are no allied Intercontinental Ballistic Missiles. What we do every day as a Striker is the foundation of the security structure of the free world. This fact is viewed in the eyes of our adversaries and it’s viewed in the eyes of our allies. In a very important way, there’s a lot riding on our Airmen, and we have to get it right every day.
Airman Magazine: What are some of the challenges Global Strike is facing and some of the conversations and solutions your team is coming up with?
Gen. Tim Ray: For us it’s to think about the competitive space we’re in, when the Cold War ended; there really was only one team that stopped competing at this level, of great power competition—the United States. We enjoyed a world order that was to our benefit. Now we have players on the scene with regional reach and capacity, and also global capacity, and we’ve got regional players who want to make sure that they have more sway. So think North Korea, Iran, China and Russia. So how we compete with them is not something that you can take lightly. When you step back and think about it, in this long-term strategic competition, how do we compete?
One of the things I’m very proud of in the command is what we’ve done with our weapons generation facility. Here’s an example: the old requirements for how you would build that were very expensive and somewhat outdated. We brought in a cross-functional team from across the Air Force. We gave everybody a right and left limit and we made them really think about this thing. The outcome of that effort is an option to re-capitalize our facilities at a third of the cost. We’re saving hundreds of millions of dollars that’ll have better security and better capacity. I think that’s the kind of business game we need to continue to play; to go and provide great, relevant capabilities, much more affordable for who we are as an Air Force and who we are as a military. I think that’s how we continue to take this particular thing on, is thinking about the context, what do we have to do to find ways to solve those problems.
A United States Air Force B-52H Stratofortress, accompanied by four Saudi Arabian F-15C Eagles, conducts a low pass over Prince Sultan Air Base, Saudi Arabia, Nov. 1, 2019. The B-52H, deployed from Barksdale Air Force Base, La., is part of a Bomber Task Force operating out of RAF Fairford, England. The aircraft is a long-range strategic bomber capable of delivering massive amounts of precision weapons against any adversary. The bomber conducted a sortie to the U.S. Central Command area of operations in order to conduct interoperability training with Saudi partners in support of our shared regional security interests. Strategic bombers contribute to stability in the CENTCOM and U.S. European Command (EUCOM) areas of operation, and when called upon, they offer a rapid response capability for combatant commanders. This mission to CENTCOM follows the B-1B Lancer mission to PSAB last week, again demonstrating the U.S.’s commitment to the defense of allies and partners.
Airman Magazine: Can you talk about the atmosphere of how we handled things back during the Cold War and how, in today’s great power competition, things are different?
Gen. Tim Ray: With the Cold War, there was bipolarity and a set number of competitors. With the Warsaw Pact and Soviet Union versus everybody else; we had the lead. Now we have multi-polarity with competitors like China, Russia, North Korea, Iran, violent extremist organization challenges; they are now part of the equation. So you have to think more broadly about this global situation.
Things are in this conversation now that weren’t back then, space, cyber, hypersonics, the information domain, the internet, what happens in social media, all those influencers. That’s a very different game when you start to understand what’s really going on out there.
Airman Magazine: How do you maintain a vector and vision for the command in an ever-changing competitive space?
Gen. Tim Ray: When you read the book Why Air Forces Fail, we see that there’s no loss based on a lack of tactics, techniques, or procedures. It’s always for a lack of ability to adapt to what’s going on. So when I think about that particular space, you have to realize this is really more of a chess game. So you can’t try to win every move. But you have to avoid being put on the chess board without options, and that’s how the enemy is playing the game. So you need to know how you get to checkmate on the enemy. And certainly when it comes time to maneuver on the board, you think more strategically. When you consider that dynamic, so how the Soviet Union dealt with us, they tried to win every day, and it didn’t work for them. So we step back and consider what’s going on, you have to set a pace to build margin and to compete that is sustainable.
Airman Magazine: What does the Global Strike Command of 2030 look like?
Gen. Tim Ray: The command in 2030 understands readiness and capacity as an ecosystem. How we tend to look at it these days is fairly numerical. And as you begin to modernize and change you have to think about it as an ecosystem. You have to think about the rate at which you can bring new technology on. You have to think about it in the rate at which you can keep it relevant for the conflict ahead of you, and put those capabilities in on time. You have to understand the training requirements, and the manpower.
So we’re standing up our innovative hub that’s connected to AFWERX—StrikeWerx. We’ve got great connections with academia here locally, and then building that more broadly. So that innovative space, that data, that ecosystem approach, means that I think we can be much more capable of keeping that margin in play, and doing it as affordably as we possibly can. So that piece, that’s an important part of just the organize, train, and equip.
We’re absolutely tying ourselves to space in a very formal way because that’s a big part of how we’re going to operate. Multi-domain command and control, multi-domain operations, means many sensors, many shooters. And to be able to connect them all together, I tell you, if you’re serious about long-range strike, you’re very serious about multi-domain operations, because that’s how we’re going to do this. And so it’s a big part of who we are.
An unarmed Minuteman III intercontinental ballistic missile launches during a developmental test at 12:33 a.m. Pacific Time Wednesday, Feb. 5, 2020, at Vandenberg Air Force Base, Calif.
Airman Magazine: How important is it to develop and adopt simulation training technologies that are compatible across the command and that are scalable to an Air Force level?
Gen. Tim Ray: Starting locally at each of the wings, we’re beginning our own efforts to use augmented and virtual reality. It’s already in play in a couple of our wings. Certainly I see the ability to bring artificial intelligence into that, to make sure that we’re doing really smart stuff. We can measure human performance now more accurately, and so you can compare that to a standard.
I’m a huge fan of simulation. There’s a lot of things you can do, but there’s also some real-world things that you’ve got to do. So you’ve got to keep those two things in balance. Not one before the other, but really it’s about putting them together correctly to give you the best trained Airmen, and that you’re relevant. I see us continuing to work down that line. I believe that all the new platforms that we’re bringing on with the new helicopter (MH-139 Grey Wolf), certainly the B-21, the new ICBM, and the new cruise missile, all those capabilities I think we have to bake in the virtual reality, augmented reality, dimensions to training, and the maintenance and the support and the operations. I think that’s got to be foundational, because it’s a much more affordable and more effective way to go.
Airman Magazine: General Goldfein said when it comes to the nuclear enterprise, that there might be a great cost to investing in it, but the cost of losing is going to be much higher. Can you expand on that statement?
Gen. Tim Ray: When you think of our nuclear triad, it must be looked at through the lens of the Chinese triad. Which is not big, but it’s a triad and modernized. The Russian triad which is large and modernized. Then, look at our triad through the minds of our allies and partners. That’s the context. And we don’t get to pick our own context. We don’t get to pick how we want to manage that. That’s the reality of how this operates.
Airmen from the 90th Missile Maintenance Squadron prepare a reentry system for removal from a launch facility, Feb. 2, 2018, in the F. E. Warren Air Force Base missile complex. The 90th MMXS is the only squadron on F. E. Warren allowed to transport warheads from the missile complex back to base. Missile maintenance teams perform periodic maintenance to maintain the on-alert status for launch facilities, ensuring the success of the nuclear deterrence mission.
Airman Magazine: How important is our commitment to our allies in this fight?
Gen. Tim Ray: What you’ll find is that, whatever happens in the nuclear realm, will need to play out in the capitals of all of our allies. What it is and what it isn’t, what it means and what it doesn’t mean. Because there are countries out there who are, on a routine basis, asking themselves whether they need to build a nuclear program. And because we’re doing what we do, the answer to that is no, they don’t have to. So there is a counter-proliferation dimension here. Back in the Cold War there was the United States, there was the UK, the French, and the Russians. Now there’s India, Pakistan, you’ve got North Korea, and China and so on. You’ve got a very different world. We don’t need more of those. It simply complicates it and makes it more difficult. So it has to play out in our minds, how we intend to stay the course in a way that works. That’s the difficult piece.
Airman Magazine: The Minuteman III was placed in the ground in 1973. As we look at updating those systems, moving toward more integrated, how do you look at the security aspect of that when it comes to the ICBM capability?
Gen. Tim Ray: Security on all dimensions for the nuclear portfolio is so critical. You have to have a very high degree of assurance there. What we’re doing is a priority
You now have a challenge with the old ICBM. When, not if, you need to make a modernization move for a new component, you have a phenomenal integration bill. Right now, we don’t own the technical baseline, which means we have to pay a very high price for that. It was not built to be modular, so now we have to have a lot more detailed engineering, and it’s going to take a lot longer to do that. And it’s less competitive, because there’s only handful of people, maybe one or two places which might even want to take that on.
For the new system, the Ground-Based Strategic Deterrent, there’s a different value proposition there. One, it’s modular in design. It’s mature technology. It’s built to be in the ground for a long time. We’re talking about a two-third reduction in the number of convoys, which is a significantly safer world. It’s two thirds fewer openings of the site to do work on it, and to expose it to the outside. You’ll have a more modern communication capability, which means you can design in a much more cyber-resilient capability, and you can look at redundant paths. So I think at the end of the day, the value proposition of being able to make affordable modernization moves or changes to reduce the security challenge, and to bring in that modern technology that you can now work on in a competitive environment, that’s just a much smarter way of doing business.
Airman Magazine: You mentioned the Air Force just acquired a new helicopter which your command will be utilizing. Can you please talk about the acquisition of new technology for your command?
Gen. Tim Ray: There’s a formula for affordability. You need to have mature technology. You have to have stable requirements. You need to own the technical baseline so that you don’t have to pay the prime contractor extra money to go fix it. You need to be modular so that you can make very easy modern modifications without it having to be an entirely new engineering project. So you just have to reengineer that one piece to interface with it all. Then you’ve got to get it on the ramp on time, and then begin your modernization plan. That’s the formula. That’s exactly how the new helicopter played out in a competitive environment. It was the best option. I think we’re going to find it’s going to meet our needs quite well. That’s going to be a tremendous help, and I think it’s going to go faster than fielding a brand new system. So we’re modifying something that has the capacity to be modified. I think it’s a great, great success story.
The MH-139A Grey Wolf lands at Duke Field, Fla., Dec. 19, 2019, before its unveiling and naming ceremony. The aircraft is set to replace the Air Force’s fleet of UH-1N Huey aircraft and has capability improvements related to speed, range, endurance and payload.
Airman Magazine: The Air Force has the great responsibility of being entrusted with the most powerful weapons on the planet. What’s your view in being part of such a huge responsibility?
Gen. Timothy Ray: It is a tremendous responsibility to be in charge of two thirds … On a day to day basis, to be in charge of two thirds of the country’s nuclear arsenal, while there may be some instability, the world without these particular capabilities would be very different. I believe it’s important for us to look at it beyond simply day to day stewardship. If you really think about it, it’s not just the global strike portfolio, or the Air Force portfolio, or even the DoD, the Department of Defense, this is the nation’s arsenal. And the nation’s arsenal, and our leadership role in the world, and the role we play, there’s a tremendous application across the planet. So that just underscores how important it is on a day to day basis.
Ailani Myers wasn’t even three years old when she was diagnosed with acute lymphoblastic leukemia (ALL), an aggressive cancer of the blood. Although her battle is far from over, she and her family are focusing on something else too: saving other children.
Giggett Johnson is the sister of Ailani’s mom, Princecine Johnson, a 23-year veteran of the Navy.
“Ailani was born without complications and was healthy up until her second year, when they came to visit the family in Texas. We noticed she was acting different. She had a rash and an odd spot on her head so we rushed her to the hospital,” Johnson said.
It wasn’t long after that first hospital visit that Ailani received her diagnosis of ALL. The family quickly dove into treating her cancer and tried desperately to find a blood stem cell donor. But there wasn’t one on the registry. One barrier to finding a match that Ailani and many children like her face is being of mixed race. Her mother is black and her father white, which greatly reduced her chances of finding a transplant match.
Without a readily-available match, the family made the decision to bring Ailani to Johns Hopkins. It is one of the world’s leading experts in treating pediatric cancer and specifically doing haploidentical bone marrow transplants — a half-match transplant usually from a mother or father.In part because of her ethnicity, it was her greatest chance at a cure.
Ailani with her dad.
Ailani’s father, Kurt Myers, is an active-duty chief warrant officer in the Navy. The Navy gave the family orders to Fort Meade, Maryland, to allow the family to be close to the hospital. Ailani received a haploidentical transplant from her father in 2019 which was successful. But three days before her one-year transplant anniversary, a scheduled bone marrow biopsy indicated her leukemia had relapsed. Despite the devastating setback, she and her family remain committed to a cure.
Beth Carrion is the family’s Be The Match representative and she is imploring the public to register to be a possible donor, especially those with diverse ethnic backgrounds.
“We have to end the healthcare disparity and bridge that gap. We need help to do that,” Carrion said.
According to the Be The Match website, for over 30 years it has managed the largest and most-diverse marrow registry in the world. In the years since its founding, the nonprofit has helped lead the way for innovative advancements in transplants — and in the process, saved countless lives. But they need more people to register to donate, as there are thousands of children waiting.
Only 20% of patients will actually require a marrow transplant, with most of them being children under 10 years old. The rest desperately need parts of your blood for treatment. Unfortunately, medical television shows have dramatized the process and led potential donors away in fear. The donation is not as painful as it is portrayed in television and you are asleep while they do the procedure.
“I think when people hear the word ‘registry’ they think organ donation and that isn’t what it is. This is just a blood product and your body will replenish it,” Carrion explained.
The giving of blood and blood products is lifesaving. Ailani recently underwent a new treatment called CAR-T cell therapy where her own T-cells were filtered from her blood and re-engineered in a laboratory to target her leukemia. She then had to receive extensive chemotherapy to prepare her body to receive those re-engineered T-cells. Through it all, Ailani has remained positive – even as she continued to lose her hair yet again, something that broke her heart the first time she went through it.
If this treatment is unsuccessful, they will be going with another half-match transplant with her mother.
Although all seemed poised to be heading in the right direction, the family had another setback.
“She fell and scraped her knee and because she was immunocompromised from chemotherapy, she ended up with a fungal infection in the scrape. The fungus disseminated throughout her whole body resulting in several major complications. They had to give her white blood cell transfusions, extensive antifungals, and do surgery to clear the infection,” Carrion shared.
According to Ailani’s aunt, she was terrified when she got up from falling.
“When she fell, she said ‘Uh oh, uh oh. I fell I fell.’ She knew that something devastating could come out of a fall,” she said.
But even with the additional challenges Ailani is facing on top of battling her cancer, she hasn’t lost her happy disposition and sweet personality.
“Sometimes when my sister calls me to tell me how Ailani is, I’m at a loss for words. I don’t know what to say other than we’re praying and trying to be strong for her,” Johnson said through tears.
Her family describes Ailani as a fighter, a beacon of light and good. It is their hope that by sharing their story more people will raise their hands and register for Be The Match. Registration is simple, easy and painless. For the potential children matched with prospective donors it’s a scientific miracle. It will also save their lives.
To learn more about how you can register for Be The Match and get your cheek swab, please click here or text “saveailani” to 61474.
In 1949, six men gathered in Indianapolis for the last meeting of the Grand Army of the Republic, a Civil War veterans organization. At its peak, it boasted 400,000 members with thousands of posts nationwide. By 1949, however, only 16 remained. And only six were able to make the trek to Indianapolis. One of those was 108-year-old James Hard, a veteran of the battles of First Bull Run, Antietam, and Chancellorsville.
In the next four years, all but one of those would have died, and with them, the firsthand memory of Civil War combat.
The battle standard of James Hard’s Civil War infantry unit.
The only one of the six to outlive Hard would be Albert Woolson, the last known member of the Union Army and the last undisputed surviving member on any side of the Civil War. But Woolson never saw action as a member of a heavy artillery unit from Minnesota. Hard was the last surviving Union combat veteran of the Civil War.
Between 1900 and into World War II, the surviving number of American Civil War veterans began to dwindle at an exponential rate, much like what the U.S. is seeing with its World War II veterans today. The Grand Army of the Republic held marches, and a yearly meeting called the Encampment to celebrate those veterans who served and to make sure they held on to their hard-won rights.
A 1912 Grand Army of the Republic parade marching through downtown Los Angeles.
James Hard was born in Rochester, New York around 1843. He lied about his age in 1861 to be able to join the Union Army. He joined the 37th New York Volunteer Infantry Regiment, also known as the Irish Rifles, in May 1861 and his service record verified his claim.
His unit was stationed around Washington, DC until Gen. Irvin McDowell used the 37th as a reserve unit in the battle of First Bull Run. McDowell had never led troops in combat and was soundly beaten. Its biggest loss came at Chancellorsville in 1863 when it lost more than 200 men to night fighting and a surprise attack during a flawed, unorganized retreat. A young James Hard was present for all of it.
The last of America’s Union Army, gathered in an Indianapolis ballroom in 1949.
By the time the First World War came around GAR membership was still very strong, its encampment still bringing in numbers just shy of a half a million or so. By the time the United States entered World War II, however, the Civil War veterans time had passed, and with their memory went so many of their numbers. In 1942, just over 500 Civil War veterans were on the rolls of the Grand Army of the Republic.
At the outset of the Cold War and the Atomic Age, only 16 remained. They were too frail to walk in any parades and had to be accompanied to Indianapolis by their Veterans Administration nurses. They drove through the parade route in vehicles, machines that were a very new invention to them.
The White House responded publicly on Oct. 4, 2018, to a heated confrontation between the Chinese navy and a US destroyer in the South China Sea.
“China wants nothing less than to push the United States of America from the Western Pacific and attempt to prevent us from coming to the aid of our allies,” Vice President Mike Pence said at the Hudson Institute. “They will fail.”
He explained that China prioritizes the erosion of American military power.
“China’s aggression was on display this week,” he said, referring to a dangerousencounter between the People’s Liberation Army Navy destroyer Lanzhou and the US destroyer USS Decatur in the hotly-contested South China Sea Sept. 30, 2018. “A Chinese naval vessel came within 45 yards of the USS Decatur as it conducted freedom-of-navigation operations in the South China Sea, forcing our ship to quickly maneuver to avoid collision.”
“Despite such reckless harassment, the United States Navy will continue to fly, sail and operate wherever international law allows and our national interests demand,” Pence explained. “We will not be intimidated; we will not stand down.”
Highlighting the Trump administration’s focus on renewed great power competition with China and Russia, the vice president insisted that the US will employ “decisive action to respond to China.”
China has accused the US of endangering regional peace and stability.
“The U.S. side has sent warships into waters near China’s islands and reefs in South China Sea time and again, which has posed a grave threat to China’s sovereignty and security, severely damaged the relations between the two militaries, and significantly undermined regional peace and stability,” the Ministry of Defense said in response to the latest clash.
“The Chinese military resolutely opposes such actions,” the ministry added.
The latest incident in the South China Sea comes amid heightened tensions between Washington and Beijing, and the situation could soon worsen, as the US military is reportedly considering a proposal for a major show of force as a warning to the Chinese, which perceive American actions moves to contain Chinese power.
While the vice president stressed the threats posed by China to American interests, he emphasized that the US desires a productive relationship with Beijing. “But be assured, we will not relent until our relationship with China is grounded in fairness, reciprocity, and respect for our sovereignty,” he said.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
For the past 75 years, the French Senate has claimed Paris’ lush Luxembourg Palace, former home of Marie de Medici, mother to King Louis XIII, as its home. During that entire time, rumors swirled about a large bust of Adolf Hitler, the man who once tried to burn Paris to the ground, hiding beneath the Senate chambers.
It turns out the rumors are not only true, but other Nazi paraphernalia are down there with the Führer’s giant head.
The Luxembourg Palace Gardens in World War II.
When Nazi troops were forced to abandon Paris in 1944, German Chancellor Adolf Hitler ordered the last commander of the Nazi occupation, Gen. Dietrich von Choltitz, to level the city. Hitler said the city must not be given to the Free French except laying in rubble. When the Germans finally abandoned the city, Choltitz surrendered 17,000 men to the Free French and left Paris the way it was. Hitler was furious.
During the German occupation, the Luxembourg Palace was the headquarters building for the Luftwaffe, the German Air Force. After the Germans left, the palace was turned into the home of the French Senate, where the legislative body has been ever since – and ever since, the rumors of the Nazi leader’s bust have persisted but never been proven.
Until Sept. 5, 2019.
The Luxembourg Palace today.
The French newspaper Le Monde and reporter Olivier Faye conducted a serious investigation into the persistent rumor, finding not only the bust of Hitler, but a 10×6.5-foot long Nazi flag along with various other documents left over from 75 years ago. The only thing is, besides the palace’s history of headquartering the Nazi Air Force general staff, no one really knows how the Nazi memorabilia came to be in the basement of the French Senate.
In the waning days of the Nazi occupation, Luftwaffe personnel made a fast break for the exit, leaving the Luxembourg Palace in a state of disrepair and outright chaos. The Free French forces looted everything they could from the Nazi occupiers, and Nazi memorabilia became very valuable on the black market (it still is today). It’s believed these particular pieces of Nazi culture were hidden away by someone intent on selling them, hiding the pieces in the basement until a buyer could be found. That clearly never happened.
None of the Senators interviewed by Le Monde knew of the Nazi bust or flag in the basement – and no one knows what to do with them now.
You already know to wear a mask, social distance, and wash your hands often. But if you’re at high risk of getting severely sick with COVID-19, or if you’re very worried about your family’s health, you probably want something more. Isn’t there anything else you can do to boost coronavirus prevention in your family?
Yes, but, they’re not exactly accepted by science — or society. Some of them are backed by limited evidence; others are just bizarre; none are part of the blanket CDC recommendations (although Anthony Fauci has personally endorsed the first). You probably don’t need them for a trip to the grocery store, but if you want that extra sense of security or have to go into a high-risk environment, they can help. Here are extra ways to reduce your COVID-19 risk, even if you’ll look wild doing them.
Slapping a pair of goggles on your face can prevent you from getting infected by the coronavirus. The same way that the virus can get into your body via your mouth and nose, it also can from your eyes — one reason that you’re not supposed to touch your face without washing your hands. “If you have goggles or an eye shield, you should use it,” Anthony Fauci, the top infectious disease specialist in the U.S., told ABC News. The same way masks offer some protection to your mouth and nose against droplets containing the virus, goggles do for your eyes.
If you don’t want to look like a mad scientist, glasses and sunglasses can protect your eyes, though droplets can get in from the sides, according to the American Academy of Ophthalmology. If you wear contacts, it may be best to switch to glasses during the pandemic, especially because people with contacts touch their eyes more often.
Experts recommend wearing eye protection in high-risk situations, such as when caring for someone with COVID-19 or traveling on a crowded airplane. But don’t put all your bets on goggles. A review study from June found that eye protection decreases coronavirus risk, but it also concluded that the evidence was weak. And the path to your respiratory system is less direct from the eyes than the nose and mouth, so it may be harder to get COVID-19 this way.
Sanitize Your Nose
Sanitizing your nose the way you sanitize your hands could reduce your risk of getting COVID-19. But don’t go shooting hand sanitizer up your nostrils. There are specific products made to help, such as the Nosin Nasal Sanitizer, which you swab on the inside of your nostrils for 12-hour protection and a “soft smell of citrus.” Think of it like washing your hands, but for your sniffer. Do it in private and no one even needs to know.
Though it sounds ridiculous, nose sanitizing actually works. The Sanitize Your Nose campaign is backed by a full board of qualified doctors and nurses. The nose is a “perfect warm, moist, hairy reservoir where harmful germs can grow and multiply,” Ron Singer, an orthopedic surgeon, and advisor to the campaign, told FOX Rochester. Nasal sanitizers kill those germs and offer daily protection against them, though they have not been tested against COVID-19 specifically
Wear Masks That Open When You Eat
Though staying home is your safest option, there are masks that allow you to eat on the go if you must. Some of these masks have a zipper you can unzip to pop food into your mouth, like this black number that would be equally at home in a bondage film. Others come with a hole you can stick a straw through for drinking and close when you’re done, like these floral masks. They look absurd, but in theory, they make it less likely you’ll get or transmit COVID-19 while chowing down. However, they aren’t tested. Many of the designs don’t have perfect coverage, so don’t treat them as your go-to mask. But if you need to eat or drink in public, they can offer extra protection.
Get Your Vitamin D
Sounds like bullshit, right? Take these vitamins and you’ll be COVID-free! But Vitamin D may reduce your risk of coronavirus infection or help you get better if you do get COVID-19, according to a new commentary in The Lancet. Though there isn’t any conclusive evidence in regard to COVID-19, past studies have shown that Vitamin D protects against other acute respiratory infections. It makes sense Vitamin D would help fight against the coronavirus too because it supports antiviral mechanisms in the body. If you want more Vitamin D, take a supplement or spend 5 to 10 minutes outside without sunscreen most days of the week.
The Pentagon’s new report on China’s developing military capabilities exposes the fighting force on the front-line of China’s quest to control the seas.
The Chinese Maritime Militia, a paramilitary force masquerading as a civilian fishing fleet, is a weapon for gray zone aggression that has operated in the shadow of plausible deniability for years. Supported by the People’s Liberation Army Navy “grey hulls” and Chinese Coast Guard “white hulls,” the CMM “blue hulls” constitute China’s third sea force.
“China has used coercive tactics, such as the use of law enforcement vessels and its maritime militia, to enforce maritime claims and advance its interests in ways that are calculated to fall below the threshold of provoking conflict,” the report explains. For instance, after the Permanent Court of Arbitration in The Hague discredited China’s claims to the South China Sea last July, Beijing dispatched the CMM to the territories China aims to control.
“China is building a state-owned fishing fleet for its maritime militia force in the South China Sea,” the Pentagon report introduced.
China presents the CMM as a civilian fishing fleet. “Make no mistake, these are state-organized, -developed, and -controlled forces operating under a direct military chain of command,” Dr. Andrew Erickson, a leading expert on Chinese naval affairs, explained during a House Committee on Armed Services hearing in September.
The maritime militia, according to the Pentagon, is a “subset of China’s national militia, an armed reserve force of civilians available for mobilization to perform basic support duties.” In the disputed South China Sea, “the CMM plays a major role in coercive activities to achieve China’s political goals without fighting, part of broader [People’s Republic of China] military doctrine that states that confrontational operations short of war can be an effective means of accomplishing political objectives.”
The Department of Defense recognizes that the CMM trains alongside the military and the coast guard. A 2016 China Daily article reveals that the maritime militia, a “less-noticed force,” is largely “made up of local fishermen.” The article shows the militia training in military garb and practicing with rifles and bayonets.
“The maritime militia is … a component of China’s ocean defense armed forces [that enjoys] low sensitivity and great leeway in maritime rights protection actions,” explained a Chinese garrison commander.
The CMM is not really a “secret” weapon, as it has made its presence known, yet throughout the Obama administration, government publications failed to acknowledge the existence of the maritime militia. “We have to make it clear that we are wise to Beijing’s game,” Erickson said in his congressional testimony.
The CMM harassed the USNS Impeccable in 2009, engaging in unsafe maneuvers and forcing the U.S. ship to take emergency action to avoid a collision. The maritime militia was also involved in the 2011 sabotage of two Vietnamese hydrographic vessels, 2012 seizure of Scarborough Shoal, 2014 repulsion of Vietnamese vessels near a Chinese oil rig in disputed waters, and 2015 shadowing of the USS Lassen during a freedom-of-navigation operation. China sent 230 fishing vessels, accompanied by several CCG vessels, into disputed waters in the East China Sea last year to advance China’s claims to the Senkaku/Diaoyu Islands administered by Japan.
Commissar of the Hainan Armed Forces Department Xing Jincheng said in January that the members of the Maritime Militia should serve as “mobile sovereignty markers.” He stated that this force is responsible for conducting “militia sovereignty operations” and defending China’s “ancestral seas,” territorial waters “belonging to China since ancient times.”
“I feel that the calm seas are not peaceful for us,” he said. “We have to strengthen our combat readiness.”
While the maritime militia has been mentioned by Navy officials, as well as congressional research and commission reports, the new Department of Defense report is the first high-level government publication to address the third sea force. “The fact is that it is there,” U.S. Pacific Fleet Commander Admiral Scott Swift said in November, “Let’s acknowledge that it is there. Let’s acknowledge how it’s being command-and-controlled.”
Dragging the maritime militia into the light significantly limits its ability operate. “It is strongest—and most effective—when it can lurk in the shadows,” Erickson wrote in the National Interest.
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Army Air Forces Lt. Col. Louis E. Curdes got a piece of every original signatory to the Axis Pact: Germany, Italy, and Japan. If that wasn’t outstanding enough, it’s how he got an American flag kill mark on his fuselage that earned him a place in military history — and maybe even the Distinguished Service Cross.
It’s not a mistake. The young, 20-something pilot earned every single one of his kill marks. He joined the Army Air Corps in 1942 at the age of 22 to fly planes against the Nazis. By 1943, he was a hotshot lieutenant scoring three kills against Nazi Messerschmidt Bf-109s, the workhorse of the German Luftwaffe, in his P-38 Lighting. That was ten days into his first assignment. Within the next month, he notched up two more kills, earning fighter “ace” status.
In August of that year, he ran into an Italian Macchi C.202 and shot that one down. Unfortunately, that was his last combat kill over Europe. He was shot down by Nazi pilots over Italy and captured by the Italians, resigning himself to spending the rest of the war in a POW camp.
But that didn’t happen. Italy capitulated a few days into Curdes’ internment.
Curdes was then sent to the Philippines and put behind the stick of the new P-51 Mustang fighter, going up against talented Japanese pilots. He was quickly able to shoot down a Japanese recon plane near the island of Formosa. His hat trick was complete, but that’s not where the story ends.
He and his plane, “Bad Angel,” were fighting over Japanese-held Bataan when his wingman was shot down over the Pacific. Soon after, he saw a C-47 transport plane, wheels-down, headed to land on the Japanese island. When he was unable to make radio contact, he tried to physically wave the transport off, but came up empty. So, rather than allow the American plane and its crew to be held prisoner by the Japanese, he used the option left: He shot them down over the ocean.
Curdes skillfully took out one engine and then the other without blowing the entire cargo plane to bits. He was able to bring the C-47 down just yards from his downed wingman. Curdes returned to the site the next morning as an escort to an American “flying boat.” The pilot, crew, and its human cargo were completely intact.
Among the passengers he shot down was a nurse Curdes dated just the night before, a girl named Valorie — whom he later married. The story was rewritten by Air Force Col. Ken Tollefson in his book US Army Air Force Pilot Shoots Down Wife.
The AH-64 Apache has become a legendary helicopter — proving to be more than a capable replacement for the AH-1 Cobras in United States Army service, but this gunship almost didn’t see the light of day.
Back in the late 1960s, the Cobra was seen as just a stopgap. The Army ran a competition for an Advanced Aerial Fire Support System and, ultimately, selected Lockheed’s entry, designating it the AH-56 Cheyenne and ordering ten prototypes.
The Cheyenne was not a conventional helicopter. It had a top rotor and a tail rotor, but it also added a pusher propeller. This gave it a top speed of 245 miles per hour, according to MilitaryFactory.com. By comparison, the AH-64 has a top speed of just under 189 miles per hour. The Cheyenne had a single 30mm cannon and could carry BGM-71 TOW missiles, 2.75-inch rockets, and external fuel tanks.
So, why didn’t the Cheyenne become a staple? First, a fatal crash and numerous delays marred the project. Additionally, the Army’s Cheyenne was seen as a violation of the Key West Agreement, causing further friction. Plans to buy 600 Cheyennes were quickly scaled down to 375 as costs climbed.
Ultimately, the Army scrapped the Cheyenne when the Air Force began the A-X project, which eventually lead to fielding the A-10 Thunderbolt II close-air support plane. The Cheyenne was officially cancelled on August 9th, 1972. Eight days later, the Army began the Advanced Attack Helicopter program, which eventually produced the AH-64 Apache.
The Cheyenne hasn’t failed entirely, though. Sikorsky’s S-97 Raider prototype looks like a more advanced version of the Cheyenne. In a real sense, the Cheyenne was almost five decades ahead of its time.
During the Civil War, a rivalry between two Confederate generals led to 30,000 pinned-down Union troops escaping encirclement in 1864, allowing them to go on and capture Atlanta, rallying Union morale, and ensuring a Republican victory in the elections and a Union victory in the war.
The USS Hartford and Admiral Farragut forces their way past Confederate defenses at New Orleans in 1862,
(Julian Oliver Davidson)
The year 1864 was possibly the most important of the war. The presidential elections that year were framed as a referendum on the war. Supporters of a continued Union advance against the South were backing the Republicans as those who wished to create a negotiated peace backed George McClellan and the Democrats.
The Confederates, meanwhile, knew about the divisions and were doing everything they could to convince common Northerners that the war wasn’t worth the costs. Gen. Robert E. Lee invaded Maryland, privateers attacked Union shipping on the high seas, and commanders elsewhere redoubled their efforts to bleed the Union for every yard lost.
Amidst all of this, two capable Confederate generals in Louisiana were constantly arguing with one another. Gen. Edmund Kirby Smith was the commander of Confederate troops in the Trans-Mississippi in 1863 and 1864, and one of his subordinates was Maj. Gen. Richard Taylor, son of former U.S. President Zachary Taylor and brother-in-law of Confederate President Jefferson Davis.
Both were described as having skill at tactics and strategy, but Smith was a cautious West Point graduate while Taylor was Yale-educated man with hot blood, constantly angling to take the fight to the Union.
In 1864, the Union was still trying to cement their control over the waterways in the south, completing their Anaconda Plan to choke off the South from external or internal resupply. To that end, massive numbers of troops were sent up the Red River that forms the border between Louisiana and Arkansas.
Smith wanted to slow the Union advance with defensive engagements punctuated by the occasional counterattack, while Taylor was itching to push his way back to the Gulf of Mexico and eventually re-take New Orleans.
The Battle of Irish Bend Louisiana
(William Hall, Harper’s Weekly)
So, when Taylor saw Union Forces overextend themselves while moving up the Red River, he sent his forces to smash into their weak points, winning victories at the Battles of Mansfield and then Pleasant Hill. Union commanders, worried that they would soon find themselves separated from one another and encircled, fought their way south and finally holed up in Alexandria, Louisiana.
This was what Taylor had been waiting for. His enemy was in a weak position, outnumbered, and with no place to run. But Taylor didn’t quite have the forces necessary to finish the fight — all he needed was a little help from Smith.
Instead, Smith took the bulk of Taylor’s forces and re-deployed them to Arkansas where they helped harry an enemy that was already in retreat. The Union forces at Alexandria saw the sudden gap in the lines and broke out, making their way back east. 30,000 Union troops were now free to continue fighting.
Follow that to the actual assault on Atlanta and following siege. While Union forces were able to get to Atlanta with relative ease — the last serious Confederate attempt to prevent a siege took place on July 22 and only 35,000 of the 100,000 Union troops actually engaged in the battle — the siege itself was a close-fought thing.
The siege ran from late-July to late-September, barely wrapping up in time for Northern newspaper reports to buoy Union morale and support for the war, leading to Lincoln’s strong re-election numbers. But Sherman relied on his numerical strength to win the fight. He used two of his armies to pin down Confederate troops or to draw their attention while his third army sneaked by to attack their rear or snip away supply lines.
With only two armies (or with three undersized armies), none of that would’ve worked. Instead, Sherman would have had to maintain a conventional siege against repeated and determined counterattacks, likely delaying the fall of Atlanta or even preventing it. The removal of 30,000 troops really might have tipped the scales against him and, therefore, against Lincoln.
Luckily, Sherman never had to face that possibility. Instead, he had plenty of troops to capture Atlanta, was able to split his forces after, marching east to the sea with the bulk of his men while the rest cut west across the South —all because two Confederate generals in Louisiana couldn’t work together.
As for them, Taylor was eventually recognized by the Confederate Congress for what successes he had achieved receiving promotion while Smith remained in the Trans-Mississippi, angry, until the end of the war.