In 1940, the evacuation of allied forces from the beaches of Dunkirk commenced as approximately 338,000 troops were loaded into small boats over the course the rescue.
Also known as “Operation Dynamo,” German forces conducted hellish air raids killing the numerous troops that attempted to flee the area.
In the mix of all that chaos was 20-year-old Bill Lacey, a rifleman in the 2nd Battalion, Gloucestershire Regiment. Reportedly, Bill had already boarded a relief boat but decided to give up his seat to make room for a wounded man and leaped off the vessel.
Back on land, Bill turned around to see that the boat he had exited from was now well underway — without him.
He quickly located a raft and thought he could use it to rejoin the boat that was sailing off in the distance. As he took hold of it, he realized the raft was useless as it had two bullet holes poked through it.
As gunfire erupted in all directions, Bill witnessed German troops rounding up British stragglers taking them prisoner. Unsure of what the future held, he decided to make a run for it and take his chances surviving on his own.
Headed in the opposite direction as the armed Germans, he maneuvered south, hoping to run into other British troops.
Bill made his way into the woods and traveled deep into the hostile countryside not knowing how he was ever going to make it home.
His mission was to stay out of sight, as German patrols were consistently roaming the area.
He got rid of his issued uniform, hid his weapon, and donned clothes he had stolen from nearby washing lines to help blend into the local population. Bill was forced to drink from streams and eat handfuls of straw dipped in margarine.
“I had to learn to stay alive in the same way a wild animal would,” Bill states in an interview. “My only thought was to survive from one day to the next.”
Since he didn’t speak French, he nodded to locals if they attempted to interact with him. Then, one day after four long months of surviving on scraps, Bill finally saw an opportunity to make it home.
Bill spotted a fishing boat that was tied down to a small pier and began to format a plan in his head. After the sun went down that evening, he carefully made his way to the small vessel, slipped off the moorings, quieting boarded, and steered off toward the English coast.
The forgotten soldier arrived at the shoreline near Dover, England, weak with hunger and clad in ratty clothes. Soon after, he was arrested and transported to an Army base where intelligence officers interrogated him — they didn’t believe his traumatic story.
Luckily, they checked many French newspapers and found articles about a British soldier reportedly on the run who stole food from farmhouses. There was also a report about a fishing boat from the pier that went missing.
Bill Lacey takes a moment for a quick photo op. (Source: Mirror UK)
After proving himself, Bill was recruited into the British special operation division and completed several more years of service — finally retiring in his early fifties.
Sadly, the hero and survival expert passed away at the age of 91, but his Dunkirk legacy will live on forever.
On March 21, 1963, Alcatraz or “The Rock” closed its doors forever. Although modern society may know its name because of famous residents like Al Capone and James “Whitey” Bulgar, there is a rich history beyond that. Long before the daring escapes of mobsters, it was actually used by the United States Military as a fortified defense. It would also become the Army’s first long-term prison.
Discovered in 1775 and mapped by Spanish explorers, Alcatraz wouldn’t come under the ownership of the United States until after the end of the Mexican-American war in 1848. Two years later an Army and Navy joint commission recommended that it be a part of a triangle of defense for the bay of San Francisco. It was then that President Fillmore signed an executive order reserving it for public purposes. That purpose was a military prison.
Captain Joseph Stewart and Company H of the U.S. Artillery took command over Alcatraz. It would go on to house Army personnel who had violated rules and regulations. Two years after the Civil War began, a confederate ship was seized and its entire crew imprisoned on Alcatraz. As prisoners continued coming, more prison structures were built.
Prison construction continued, eventually covering up the original coastal fortification that was built in the 19th century. Alcatraz was officially designated as the Pacific Branch military prison in 1907 and was renamed “Pacific Branch, U.S. Disciplinary Barracks” in 1915. It was considered the place soldiers would go for punishment and to undergo “retraining.”
Army prisoners would go on to build almost all of the buildings on the island. The last soldiers departed Alcatraz in 1933 when it became the property of the Federal Bureau of Prisons. It would undergo some modernization and improvements before it opened its doors in 1934. A few months later, Al Capone would help make Alcatraz forever infamous.
The new federal prison became home to America’s criminal population that was deemed too difficult or dangerous to be anywhere else. It would house a total of 1576 men and there were 14 known attempts at escape. Alcatraz officially closed its doors on March 21, 1963, after it was decided it was just too costly to maintain.
Today, over a million tourists visit Alcatraz every year walking the halls and grounds of one of the most infamous prisons in history, many not knowing it was built by soldiers.
Nick Palmisciano commands an empire of apparel sales, MMA sponsorships, digital content, and social media mastery as the Founder and President of Ranger Up. Started in 2006, the company is on track this year to hit $10 million in revenue, and that’s due in large part to the former Army officer’s ability to overcome significant challenges.
Palmisciano founded the company while pursuing his M.B.A. at Duke University, after he started printing funny military-themed t-shirts for ROTC students there. Now nine years later, it’s a business that continues to grow.
WATM spoke in depth with Palmisciano about his business challenges, how he overcame them, his future plans, his heroes, and much more.
We Are The Mighty: When you refused a promotion and went all-in with RangerUp, it was a huge risk. Do you remember what you were you thinking at that moment?
Nick Palmisciano: I was scared, to be honest. I was scared about giving up the security of the whole thing, but I also felt very free for the first time in ages, you know, because I just — I controlled my destiny, you know, and being able to control your destiny is a very American trait and it’s something I didn’t fully appreciate.
Like I thought of myself as an entrepreneur when I was doing it part-time, but you know, when poor performance means you don’t get a paycheck it hits home so much more, and I’m sure you realize that … but you know you feel alive because you kill what you eat, the company grows, you get a paycheck, the company grows, you get to continue paying employees. [If] the company doesn’t grow, it dies, and you fail. So it’s a lot more exciting and a lot more rewarding when you do well and hits a lot more than a normal job when you do poorly.
WATM: Do veterans have an advantage or disadvantage in starting their own businesses?
NP: We have both. So the statistics show that veterans do better than any other population in the country at starting their own businesses and maintaining their own businesses. I think that’s true for a couple of reasons: One, we have endured a lot, and we are used to a situation where at first we are not the best at something, [and] we have to work really hard at it and, over time we get a skill set. Those are incredibly helpful attributes. When you’ve actually done hard things several times, it makes the next hard thing easier to accomplish.
The other thing is that we genuinely like to work in teams and we are happy when other people succeed, but the military is built around [the idea that] you learn something, and then you achieve a level and then you teach other people how to achieve that level and your success is married to their success. That’s not true in the civilian world. People are a lot more self-centered — whether that’s a good thing or a bad thing, they are focused on their own promotion, their own skill sets, their own growth, and they don’t think about the team as much as military people do.
So that’s the upside. The downside is that the military makes things very easy for us, and that’s probably counterintuitive because nobody looks back at their military experience and says “Man that was so easy” but they tell you “If you want to go to this next job, you go to this school. If you want to go to this next job, you need to do these things in the unit. You need to have these jobs.”
There’s a structure to the whole thing. There is no structure in entrepreneurship and when I see people [who] are trying to start business that are really sputtering, a lot of times they’re coming to me, they’re coming to other entrepreneurs and they’re saying that they’re looking for advice, but they’re really looking for me or others to do all of the work for them and they just want to knock down these easily set up targets. And that’s just not the way that entrepreneurship is. You have to go into nebulous situations and figure out a way through and there’s a lot of suffering in there and you might be great for two years and then something else comes in and changes the whole game, and you have to rethink everything that you’re doing.
So there’s good and bad. You know on the whole, I think you’re better off being a veteran, and the statistics show that, than not, but there are things that kind of bite us in the ass too.
WATM: How about in the corporate world?
NP: Um, again, it’s kind of — it’s a two-pronged answer — thinking that you are better than people, or that you are owed something, or that they all suck because they’re civilians, you are setting yourself up for failure. So if you go in with that approach, which a lot of people do, and then complain that no one wants to hire vets, you’re not going to do well, because frankly, nobody wants to be treated like sh-t. No one want to be looked down upon, so if you go in with a negative attitude, then people aren’t going to like you and you’re not going to get hired. If you go in with the same attitude that you had when you went into a new job in the military — “I don’t really know what I’m doing and I have to rely on the people around me to teach me everything I need to know, but be proactive in learning everything that you can,” — you’re going to do extremely well.
Every time I had a new corporate job, I spent most of my time for the first few weeks basically talking to everybody that was in the group — no different than somebody coming into a new unit [and] figuring out how the unit works what the SOP’s were — and then after that after I felt like I had a handle on it. Then I was going to best practices and other organizations, the internet, etc. to figure out how I could improve my job, the organization, and take it to the next level in any number of areas.
That’s the approach that you need to take to figure out what’s going on and then figure out how you can be most valuable and see what you can bring to the table, as opposed to “let me tell everybody here how things should really work, I was in the military.”
So just like anything else, going in humble with the intention of truly being helpful as opposed to trying to rise above other people is going to make you successful.
WATM: How do we get over that “I’m better than you” military mindset?
NP: I try to flip it around for people. You know, when people get out [of the military] and go to college and college students are making gross assumptions about them, you know about how having post-traumatic stress is going to result in them doing something insane, or about killing people or about this, that, or the other thing … all the stereotypes that you hear about college students.
How much does that infuriate them? How much does that make them want to have nothing to do with these people, does that make them feel like they’re a fish out of water in this organization?
Flip it around and treat somebody like that because they don’t have the same experiences that you had, and guess what? You’re the a–hole. You know, so stop being an a–hole.
You go in and you’re walking into their organization. You wouldn’t walk in from basic training, or for that matter, walk in off the street to basic training and [say] “alright check it out drill sergeant, let me tell you how it really is.” Because they’re gonna be like who the f–k do you think you are?
It’s no different. It’s no different walking into a company. You can’t walk in one day and tell everybody how it is or how it should be or, the way that it should work or that they’re all wrong, because you don’t know what you’re doing — no matter what experience you have — you don’t know what you’re doing. You don’t know how that organization [operates], what they do on a daily basis, and you don’t know the constraints and you don’t know the personalities involved.
You know if you flip it around, it suddenly sounds ludicrous, right? It’s the same thing.
WATM: What do you think was your biggest challenge with RangerUp, and how did you get through it?
NP: [Sighs] There’s a new one every year, man. Honest to God. There’s a new one every year. You know, the most dramatic challenge I went through [was that] I went through leaving corporate America and literally a month and a half later I was going through a divorce, so I rapidly ran out of personal [funds]. I sold everything that I had, mutual funds and all that stuff, and I was down to $1,300.
And the key there, just like the key has been in every other time that I’ve had a crisis with the company is to focus on one thing at a time every single day and try to improve. You know, whether it’s marketing, whether it’s inventory management, whatever, because if you take a step back and you look at all of it, all the problems and all the challenges, it’s overwhelming.
So, you know, putting it in military terms, right, if you can sit back and say I want to conquer the country of Iraq, that’s an insane task that requires many people thinking and assessing and even then it’s challenging but when you break it down: The first thing I need to do is, I need to take this city, I need to take this block, I need to take this street, [and] it becomes manageable.
So sometimes, especially when everything is sh-tty, and when cash flow’s tight and when you don’t have enough inventory … when sales are down for the month and there’s a new predator or whatever it is. When things are very challenging, you’ve got to narrow them into a list, because otherwise it’s overwhelming.
You put one thing on the list at a time, you do it until it’s done, and you do it so that it’s high quality, and then you do the second thing on the list and when you knock things out like that and you go through the formula of A, B, C, you find yourself in a better position after several miserable weeks.
If you just try to solve it all at once, you get nothing done, you can’t sleep at night, and it doesn’t improve. And so, I went from being a dude that had a lot of money to a dude that had $1,300 to his name and had maxed out credit cards.
But by knocking out one thing at a time, the next month I had $1,350, and the next month I had $1,500, and you know, I’ve taken that approach with everything. So every time something goes wrong, you have to assess, what is it?
Well, this time I have too much inventory in styles that weren’t really selling, how did that happen? So you figure all that out, and what I know is that I need money right now to make a sale on this inventory that isn’t showing, even if I take a loss on it because I need to get cash into the system, then how do I figure out how to do that next time? What led me to this?
So you need to go through the steps and at some point, like right now we have a very fancy inventory management system, we use algorithms to determine that we built based on our analysis and how many of something we should order. But that didn’t happen in a day because we f–ked up, and then we fixed it, and then we f–ked up again and then we fixed it, and as long as you don’t make the same mistakes, over time you start building a business that is very efficient and very sophisticated.
But at the beginning it’s like “hey, how many of these should we order? I don’t know, 100? 150?” And now it’s… I don’t want people rounding because we found two years ago that by rounding up to the nearest 12 shirts, we added $80,000 of inventory, 3 or 4 shirts at a time, and that money needs to be working, not sitting on the shelves.
You see what I’m saying? It all kind of builds.
WATM: I’ll follow up by asking, specifically, because you brought up the thing with $1300, how did you break that up, what was your priority there? It’s daunting, you’re looking at your account and seeing that you only have $1300, and you’ve gotta make money. What were the manageable tasks that you found got you to $1350 in the next month?
NP: The first thing was figuring out where the money was going, [and] where are we spending. One of the the big things back then was we really valued things. We were a smaller company, doing what the other people were doing, and we really valued things like athlete sponsorship and trade shows, and you know all the things that all the other companies are doing that everybody tells you are critical.
[We] just kind of walked through that and asked, is this critical? What does it really cost to do a trade show? What does it really cost to have an athlete? And then you figure out what the value of having these things really is. We almost don’t do any trade shows anymore because the average trade show ended up costing around $27,000 when all is said and done, and you just don’t get that kind of return. It’s just a thing that somebody created that people do, and everyone goes, “oh you’ve gotta be involved in this or else you’re not really in the industry.”
Well that’s not true at all, but that’s what everybody says. And you know, we do sponsor athletes, but we only sponsor our kind of athlete, and we figured out what that meant.
Inventory. It was a big issue back then and I was trying to figure out why sales weren’t growing — why we were very profitable, but we had no cash on hand. So it was a simple Excel spreadsheet where I rank-ordered all of the styles by sales and then to the right I put their inventory value and then I realized that I was getting 80 percent of our sales on about 20 percent of our inventory, and the other 80 percent of our inventory accounted for 20 percent of our sales.
It was embarrassing because I knew this stuff from business school, but it’s completely different when you’re in it, day to day, and you think about things like if I only print this smaller number, it’s gonna cost a dollar something more per shirt and that’s gonna be a ton of money — and it is a ton of money — and it’s not hundreds of thousands of dollars in useless inventory, and there’s no science to that.
It’s hard to balance what’s appropriate. Is it profitability or is it cash flow? You’ve gotta strike a balance, like you’ve gotta hold some inventory or you can’t sell but if you have too much inventory you have nothing available for investment.
So we did a fire sale on that 80 percent of the inventory and much of it we took a loss or did breakeven on, and then all of a sudden we had some cash and we invested that cash into styles that sold, and we were able to then create more styles and started developing styles more routinely.
All of these things were things I was working on over several months and the low point just happened to be at that $1,300 and so I had already been working to solve the problem. And it finally started clicking that following month, like all of a sudden these new styles were coming in, we were selling more, we had a little more cash on hand. I was able to pay myself a little more, and it wasn’t a ton more — like another $100 or $150 a month — but that little amount made all the difference. So you kind of chip away at these small things and they add up to be big things very quickly.
WATM: What are the tools you use on a daily basis to be more productive and get things done?
NP: I’m not a really fancy guy even though I have an appreciation for a lot of these crazy apps out there but really at the end of the day there are three tools that I use all the time.
Excel is the lifeblood of everything I do and I am an Excel ninja. People say that they are an Excel ninja because they can do a couple of basic formulas but there is nothing I cannot do in Excel. Spreadsheets are very complicated you know, drop down menus and like it’s just … [being] able to very quickly look at data and convert that into a few possible directions that you should go and that you should look at, is invaluable. If you’re gonna start your own business and you’re one of those people that’s like “Oh I’m not good at that, or I really don’t know that much about Excel,” take courses, start figuring out how to do analysis, [because] it’s really important.
The second thing is Quickbooks; I don’t care if you’re a brand new business and you only have $400 in sales, start using Quickbooks, start figuring out how all the different sheets work and fit together and constantly be looking at your business to see what’s going on. If you don’t know, then your success is just dumb luck.
You have to know what’s going on in the company. And then the last thing is just that I use the notepad on my iPhone and Tom [Amenta, COO of RangerUp] has Evernote or whatever the hell it’s called, and a few other fancy things but I just use the notepad every day and write down what I have to do on this day, and if I don’t get these things done then I have failed.
Or, at the very least I take it and I move it on to the notes for the next day. But every single day I am trying to knock out certain things. So those are the three very simple tools that I use constantly. You open up my computer and there’s always six or seven Excel sheets open and I get a daily Quickbooks report with a list of various things that are important to me along with a scorecard that the various managers inside the business provide me on a weekly basis and I hold myself accountable with my phone which is always with me.
WATM: I’d be really fascinated to learn what your creative process is like. You guys are churning out videos, blog posts, social media, memes, all kinds of stuff. How do you decide what’s good, who’s coming up with this stuff? Can you take me through what that’s like?
NP: We have a really good creative team and that’s me, Tom Amenta, Jack Mandaville, Patrick Thomas Baker, and all of our designers. It’s just a really good group of people, but it also extends to anybody [who] wants to be involved.
So sometimes we have, I don’t know, three organized meetings about various topics in terms of creativity every week so one is the design process, one is videos, and one might just be general ideas about projects you take on.
But then also there are people like Jack, Pat and I that are literally always thinking about this kind of stuff. Like I’ll wake up in the middle of the night sometimes and jot down some stupid video idea or an article I want to write or whatever, and it hits me and I put it down.
And you know, our whole concept is we want to entertain our friends. That’s the way that we look at our business. How can we entertain, educate, or just generally amuse our friends? If we do that right everything falls into place. And if we don’t do that right, we’re just another t-shirt company.
NP: Range 15 is a post-apocalyptic comedy. Think of it as “The Hangover” after the apocalypse with veterans leading the charge to save the world. And in terms of the plot that’s kind of what I can give up right now.
The main character in this movie is going to be Mat Best. He’s got the high cheek bones and the steely blue eyes so we thought it was a no-brainer, and then the rest of the Ranger Up and Article 15 crew who I’m with, Dakota Meyer, Leroy Petry, Tim Kennedy and we just got a really interesting call that I did not expect from another well-known military celebrity that is interested in being involved.
And he has already had a very popular movie done about him, but he has never done a comedy before, and I think we’re going to be adding his seal to the mix here. But the concept here is that veterans are always portrayed in a certain way in movies, even positive movies. It’s always about sacrifice and suffering and they always end up worse off from their experiences. And that’s really just not the case. I mean it’s the case with some people, sure, but on the whole veterans are the most industrious, fun, can-do people that I’ve ever met and that I think most people will ever meet and so we just wanted to have fun with it.
So for example, we’ve got two Medal of Honor recipients in this thing and they’re poking fun at each other and the service. And they’re in a movie that could be described as one of the most ridiculous movies that you’re ever gonna see anywhere, and they’re doing it because they should be able to do it. Nobody should be able to tell these guys, “you can only do this type of film” or this kind of documentary.
No, because they want to do the same kind of thing that we want to do. They want to amuse our friends, they want to show them that you can do anything. I mean for all, for any negative threads that are on us doing this silly movie, at the end of the day, in 24 hours we’ve raised almost $200,000 [Editor’s note: Now it’s almost $500,000] to do a movie for our community.
I’ll be honest, the folks at IndieGoGo spoke to a mutual friend and had told them that we were going to launch and they kind of ignored it. And the president of IndieGoGo called and his question to them was “Who the f–k are you guys?” Because he didn’t understand, he did not understand how we were doing it, and it’s because people don’t understand the community and understand what these kinds of things mean to the community.
It’s gonna be a good movie. It’s gonna be really funny and it’s going to be for us, and because we’re doing it for us we don’t have to compromise the message at all. We don’t care if someone’s offended by it. We don’t care if this isn’t Hollywood appropriate, and if this isn’t gonna do well in the Asian market. We don’t care about any of that stuff.
Because we’re doing a movie that our fans want us to do. And it basically breaks all the rules. Our IndieGoGo campaign wasn’t set up the way IndieGoGo says you should set up a campaign, our marketing strategy isn’t what they say you’re supposed to employ, we’re not relying on Hollywood interviews, we’re not relying on press and we’re not relying on any of this stuff and we’re doing it hardcore, direct and social.
And we’re on pace right now to be one of the largest funded movies ever on IndieGoGo, and I think that speaks less about us and more about the community.
WATM: What about the decline of the military comedy in a post 9/11 environment? Why has that happened and were you actively trying to combat that?
NP: You should be able to have fun with it. And we saw the same kind of thing with some people with “Enlisted.”
Military veterans are not saints. And I don’t mean that in like we aren’t good people, but you do not need to bow down to the altar of the veteran. We’re regular people, and we should be able to make fun of ourselves. And if you think that veterans can’t because they have to live up to some standard or stereotype, that’s your problem, not ours.
I think most veterans have a lot of fun, are funny people, enjoy life and don’t want to be stuck with this view that they are droids that are serious and boring people. I think it’s unfair and we want to shatter that.
WATM: It seems counterintuitive to work with Article 15 Clothing, which outsiders would view as a competitor. How do you explain that relationship? It seems antithetical to the norms of business to be friends with companies creating such similar products.
NP: With Article 15, we have a very similar ethos. Those guys genuinely care about the veteran community; it’s not just window dressing. So they’re genuine guys and I like them personally, but the second part of it is that I don’t think it’s a zero sum game. I don’t wish failure on anybody.
We grow, they grow. Grunt Style [another military apparel company] grows and it’s not a bad thing [because] these people are employing veterans and doing good things. I’ll be honest with you, I haven’t had a single year where we haven’t had triple or double digit growth, so I’ve got no reason to complain.
When you sit around and look at competitors and worry about what they’re doing, and worry about other people, you are stagnant, you’re not improving, you’re not creating new products. You’re just worrying and you’re trying to go backwards. When you [should] look forward you grow.
That’s what we do, so I worked with Article 15, and we became friends, I gave them some advice here and there, and as a result of that mutual trust we kind of hung out and came up with the concept of doing this together and it’s been a really good partnership.
You can ask them the same questions and I’m relentless — that’s my personality — so from the moment that we decided to do this, I’m the guy who is annoying the sh-t out of everybody like “hey, we gotta do this, here’s our timetable, hey, we’ve got to get the lawyers to do this, we’ve gotta fill out this form and here’s the script notes. I need this and I need that.”
And Jarred [Taylor] is a promotional genius, Mat is a very creative dude, he’s hilarious, Jack [Mandaville] is hilarious, and everyone is kind of bringing something to the table. Individually I’m not gonna say, “could Article 15 have not done this without us?” No, I would never say that. They’re motivated guys, and they could have done it, same with us, like we could have done the same thing.
But together, we’re unstoppable. And I truly feel that way. Working together on this, we’re unstoppable. We’re putting up numbers that are shocking on IndieGoGo because the general population has no f–king idea who any of us are. But we’re still putting up numbers that are a quarter of what Broken Lizard just did with “Super Troopers” and that’s a movie that probably 20 percent of America has seen and loves, because we work great together, and have been able to kind of check egos and just work really hard.
So, for me it’s just been a win for everybody and it’s been an awesome experience.
WATM: You were an Army officer, so I’m curious as to what terrifies you more: leading a unit of soldiers, or leading your own company? Or is it similar?
NP: It’s really different. And I also think it’s different because as you get older you think about things differently too. Like to think if I was this age, and if I were to take a platoon now, I would have been a lot more afraid than I was then, because when you’re 21 or 22 and just out of Ranger School, you feel like you’re unstoppable and you’re surrounded by guys who feel like they’re unstoppable.
Deploying was definitely nerve wracking because, a lot of people say this, but I was one of the guys that really loved everybody in my platoon even if they were a pain in the ass, and I really looked at them as my family. And it was terrifying to think of losing somebody. But I was fortunate that I wasn’t in a position where that happened. So, I was a young guy and felt invincible and never was faced with some of the bad things that happened to other people.
The stress is different though. The stress of a business is constant, and it’s not something where there is a clear, there’s no clear enemy right? It’s just this constant stress. Do we have the right inventory? Do we have the right ideas? Do we have the right advertising strategy? Oh crap, this thing went wrong. We need to fix this. The shirts came in wrong, the movie title headline is off because of X,Y, and Z, the lawyers didn’t get us the paperwork in time.
So now, my brain works 24/7, and it’s never over. In the nine years I’ve been doing this, I’ve basically had this constant stress in the back of my head, whereas the military, the stress has much higher peaks but shorter duration.
You get back from deployment and that stress drops significantly, then you deploy and the stress peaks. Within an entrepreneurial endeavor, the stress never goes away. It’s just always there. There’s always something you could be doing. That was a convoluted answer, but in the worst situation, [there’s] no question about it that the military is more stressful. On a day to day basis it’s more stressful to be an entrepreneur.
WATM: Living or dead, who are your top 3 heroes?
NP: George Washington is the best president we will ever have. I’ve read just about everything written on the man and people have no idea how much that dude did for the country and for our way of life.
Cheesy I know, but my father came over from Italy when he was eight years old, volunteered for Vietnam, served for six years, got out and used the GI Bill to be the first person to go to college in our family on either side, graduated valedictorian, and sacrificed significantly so that my mom and my brother and I grew up thinking anything was possible, and essentially made it so that we did make anything possible that we wanted to do.
And then third, gosh, you know the third one is a tough one, I’m not really a big hero worship kind of guy but I’m gonna go with Captain America. I’m serious. I’m going with Captain America because no matter how bad it gets, he sticks to doing what the right thing is and he never allows his principles to be shaken.
WATM: You want to start a new business instead of RU. What is it?
NP: That’s a tough one for me to answer because I have so many offers on the table right now. If I wanted to do something completely different I would do something that involved absolutely zero inventory.
So we’re kind of doing something that’s been a dream of mine for a long time, and that’s to get into the movie business. I mean, we might get into doing this movie and realize that we all hate movies. You know I enjoy doing advertising work, I could also see myself at some point disengaging from business and spending some time doing some nonprofit work.
It’s tough for me, because literally every day someone is trying to buy us, get us involved in a new business or hire me or Tom or somebody away from here. So I almost can’t even answer that.
At the end of the day, I want to work with really good people because the business almost doesn’t matter. I don’t even really like T-shirts. I tell people that all the time. But I really like my customers. And that’s what keeps me in the game with RangerUp.
If I had the opportunity to take over a $200 million business, but the focus was on football players or something, I don’t think my heart would be in it and I don’t think that I would be as good at it. Working with good people, and customers that I believe in, that’s kind of what motivates me. I need to care about what I’m doing.
I was in a position in corporate America where I was making a lot of money, I was on pace to make a bunch more money, and that taught me that I really don’t care about money. I mean obviously, I need to eat and I need to take care of my family, but I don’t need to be Kanye or Mayweather blowing 100K at a strip club. That’s not gonna make me happy. So whatever I do, the work has to be worthwhile.
WATM: What’s the #1 business book you find yourself recommending to people?
NP: I don’t really believe in business books. They’re just cheesy, they’re narcissistic, they’re people telling you how great they are, for the most part.
I would tell you that Ryan Holiday wrote a really cool book called The Obstacle Is The Way. It’s not really a business book but it is a great read and it’s founded on the principles of stoicism. And if you want to go back even further, read Marcus Aurelius. One of the great things that I learned from Ryan, and this is just from personal interaction with him, is that if you want to know something about a topic, any topic, walk into the bookstore and find the oldest book on that topic that’s still in print, because if it’s still in print, it’s because it’s a good book.
If it’s a new thing that someone famous just wrote, it’s probably a piece of sh-t, and I’ve found that to be true. And I’ve started reading older and older books, and the classics, and philosophy, because I find that to be a lot more valuable than reading about some dude that just launched an app and is 25 and trying to tell people how to run their life and run their business.
Sometimes people are really good, sometimes people are really lucky, [and] sometimes people are really good and can’t tell a story. Read old books.
WATM: What about a military-related book?
NP: That’s tough. I really like Gates of Fire, I really like Starship Troopers, the book, not the movie although the movie’s fun. The Long Grey Line, that’s a great book. Black Hawk Down. There [are] so many great books out there it’s hard to pick just one. Sean Parnell’s Outlaw Platoon, that’s a new one. I really enjoyed that book and Sean is a great guy. That probably makes that book even better for me, but to say that I have a favorite is pretty challenging.
WATM: Last thing: Where do people go to learn more about you? Besides RangerUp.com, do you have a personal website, Twitter account, Instagram, or smoke signal that you would recommend? Video you would want people to watch?
NP:@Ranger_Up is my Twitter, and that’s me tweeting 90 percent of the time. I don’t have a personal account yet but I’ve been getting kicked in the ass to start one so that’s coming soon [laughs].
Watch the “How to Get a Job” series. That’s what I care about. Just figuring out how to get people set up for success, so if the question is what am I about, that’s gonna be the best video for that.
Upon entering a room lined with panels and LED lights, described solely as something out of a science fiction movie, people in polar white suits are ready to re-skin a new beast.
The airmen working across two shifts in the work center, paint and renovate the aircraft and equipment assigned to the Air Force’s largest combat F-16 Fighting Falcon wing.
The work being performed on the aircraft is intended to provide a protective finish that prevents damage to the structure and enhance the aircraft’s overall lifespan.
“Our mission here is to remove defective aircraft coatings,” said Tech. Sgt. Ryan Tinsley, 20th Equipment Maintenance Squadron corrosion control noncommissioned officer in charge. “We also inspect for corrosion and reapply coats should the aircraft need it.”
Airmen assigned to the 20th Equipment Maintenance Squadron corrosion control paint barn, work on an F-16CM Fighting Falcon at Shaw Air Force Base, S.C., Nov. 13, 2018.
Tinsley went on to say the flight helps identify and troubleshoot paint fatigue that may be caused by consistent flights.
Within the facility, a locker room houses the protective gear of the airmen assigned to the 20th EMS aircraft structural maintenance flight.
“When we paint, no matter what we are working on that day, we keep safety in mind at all times,” said Tech. Sgt. Joseph Harris, 20th EMS corrosion control shift lead.
Each job requires the airmen to gear up from top to bottom to prevent any damage or poisoning that could be caused by the exposure to paint fumes.
During the painting process, corrosion control airmen inspect the aircraft for any cracks or wear that may have been caused through various aerial missions.
“Our airmen are the ones out there doing the hard work,” said Tinsley. “They are either sanding or painting anything that may come into the paint barn … they’re the real work horses, they’re killing it.”
With the continued support of these technicians the mission of the 20th Fighter Wing can thrive and allow the pilots to accomplish the suppression of enemy air defenses mission anytime, anywhere.
While some people see the NFL’s Salute to Service as a PR stunt, paid for by the U.S. military (we know who you are; we read the comments), what you need to know is that no matter who’s paying for it, those players really mean it. It’s the individual that really takes on the mantle of showing affection for U.S. troops.
To see appreciation in action, look no further than the 49ers’ George Kittle.
The 49ers’ tight end was the top passing target for San Francisco during the Veterans Day game on Monday night. The former Iowa Hawkeye had nine receptions for 83 yard in the 49ers’ loss to the Giants, but it was the reception he gave before the game that has fans talking.
The Nov. 12th game was played on the evening the United States observed Veterans Day and, as a result, was attended by dozens of uniformed servicemen and women from every branch of the U.S. Armed Forces. The 49ers invited the troops to open the game.
At the end of the National Anthem and before the game’s kickoff, Kittle made his way to the sidelines to shake each of the visiting troops’ hands. The video of Kittle shaking hands went viral, but not because Kittle had a camera following him – there was no time for a photo op. That’s just the kind of guy he is.
Kittle and the 49ers led for much of Monday night’s game, outdone only in the last few minutes of the game, losing to the Eli Manning-led Giants 27-23.
“He’s got a good personality,” says 49ers head coach Kyle Shanahan. “He acts like a WWE wrestler and I don’t think that’s an act; I think that’s who he is 24/7, which is fun to watch. But you’ve always got to watch out for him. He’s pretty rowdy all the time.”
Fellow players and staff describe Kittle as a “mild-mannered and respectful citizen” off the field. On the field, however, they call him a “scarlet-and-gold-clad superhero,” according to Bleacher Report.
When you think about tanks, images of the German Tiger, the American M1 Abrams, or the Russian T-72 come to mind.
But tanks can be homemade, Mad Max affairs as well. And while they may not be packing the firepower of an Abrams, they can still be very hard to stop, and make for nightmare for opposing forces without any armor.
Why would someone want a homemade tank? Well, the reasons can vary. In 2008, a Kettering University student wanted a decisive advantage during paintball tournaments. So, he and some friends built a half-scale Tiger tank with an air cannon and 360-degree turret. Yeah… if you see this, you know you’re coming out second-best in the paintball competition, the only question is if you will be clean or dirty when you collect your participation trophy.
Other times, the home-made tanks are made for movies. In one case, movie directors made a full-scale replica of a Tiger tank. The movie was called “White Tiger,” and it featured a Tiger tank as the villain. It is of interest to note the video below features a number of Tiger tanks in it, whether they are 40 percent scale models or full-size.
The Tiger tanks came in two main varieties. Each had an 88mm main gun and two 7.92mm machine guns.
Other home-built tanks were done as shells for wheelchairs or even a full-sized car. The fact is, these home-build tanks bear a resemblance to the earliest tanks built – in essence, armored tractors. One was an original design, and another was based on a go-kart.
In any of these cases, we imagine the local police have had some interesting thoughts on the matter.
As if the lowly soldier of World War I didn’t have enough to worry about on the hellish battlefields of France — from massive flamethrowers, to giant artillery guns to poison gas — there was a lot of nastiness that could kill you in no-man’s land.
Not quite the nightmare scenario of living, walking Ents from “Lord of the Rings,” the British and later the Germans nevertheless disguised sniper hides and observation posts in positions designed to look like trees destroyed on the battlefield made from steel drums and camouflaged to look like an everyday arbor.
In the constant game of cat and mouse that marked the stalemate of the Western Front, diabolical designers looked to the splintered wreckage of the pock-marked battlescape to hide their positions. According to a story about the deadly hollowed-out trees in the London Daily Mail, the Brits found wrecked trees they could use to construct what they called “O.P. Trees” for observation posts.
Is that a German Baumbeobachter behind me? (Photo from Wikimedia Commons)
“The ideal tree was dead and often it was bomb blasted,” the MailOnline story said. “The photographs and sketches were then sent to a workshop where artists constructed an artificial tree of hollow steel cylinders.”
“It contained an internal scaffolding for reinforcement, to allow a sniper or observer to ascend within the structure,” the story added.
The trees were built to look exactly like the ruined ones in no-man’s land, so troops would sneak between the lines in the dark and replace the real tree with the fake one. Manned by a British Tommy, the O.P. Trees gave a better view of the battlefield than peering over the trench line.
Historians say a soldier perched within the tree would relay his observation to another trooper posted below, who’d carry the information back to the lines for an attack.
An O.P. Tree being installed on a World War I battlefield by British troops. (Photo from Wikimedia Commons)
“As far as we know the trees were surprisingly successful and none of them were detected by the enemy,” a historian with the Imperial War Museum in Kensington, England, told MailOnline. “In 1916 the Germans had captured a lot of the higher ground on the Western Front and even the elevation of a few feet through one of these trees could prove crucial.”
The Germans later caught on to the tactic and built there own, calling them Baumbeobachter (which means “tree observer”) and used them throughout the war. The Brits are said to have used their first O.P. Trees during the battle of Ypres in Belgium in 1915, and historians estimate around 45 were deployed to the Western front.
Human rights champion Nadia Murad was recently co-awarded the Nobel Peace Prize. In August 2014, Murad’s village in northern Iraq was attacked by the Islamic State in Iraq and Syria (ISIS) and she was sold into sexual slavery.
She managed to escape, sought asylum in Germany in 2015 and has fought for the rights of the Yazidi minority ever since. Upon becoming a Nobel laureate, she said:
“We must work together with determination — so that genocidal campaigns will not only fail, but lead to accountability for the perpetrators. Survivors deserve justice. And a safe and secure pathway home.”
Accountability has become a key issue. While the United States-led international coalition has dislodged ISIS from the cities it had occupied and controlled, namely Mosul and Raqqa, the group is weakened but not dead.
ISIS remains a force in the Middle East
Both the U.S. Department of Defense and the United Nations estimate that approximately 30,000 ISIS fighters remain in those countries.
At the same time, a significant number of foreign fighters from places like Canada, the U.K. and Australia have fled Iraq and Syria. Numerous countries are struggling to find policy solutions on how to manage the return of their nationals who had joined the group.
The Canadian government has stated publicly that it favors taking a comprehensive approach of reintegrating returnees back into society. Very few foreign fighters who have returned to Canada have been prosecuted.
Poster of Nadia Murad speaking to the UN Security Council at the Yazidi Temple of Lalish, Kurdistan-Iraq.
Things are about to become much more complicated for officials in Ottawa. Stewart Bell of Global News, reporting recently from Northern Syria, interviewed Canadian ISIS member Muhammad Ali who is being held by Kurdish forces in a makeshift prison.
Ali admits to having joined ISIS and acting as a sniper, and playing soccer with severed heads. He also has a digital record of using social media to incite others to commit violent attacks against civilians and recruiting others to join the group.
Another suspected ISIS member, Jack Letts, a dual Canadian-British national, is also locked up in northern Syria. The same Kurdish forces are adamant that the government of Canada repatriate all Canadian citizens they captured on the battlefield.
Soft on terror or Islamophobic
The issue of how to manage the return of foreign fighters has resulted in highly political debates in Ottawa, demonstrating strong partisan differences on policy choices and strategies to keep Canadians safe.
The Liberal government has been accused of being soft on terrorism and national security, while the Conservative opposition has been charged with “fear mongering” and “Islamophobia” for wanting a tougher approach, namely prosecuting returnees.
But the most important point is that Canada has both a moral and legal duty to seek justice and uphold the most basic human rights of vulnerable populations.
Open trials can serve as means by which to lay bare ISIS’s narrative and to help counter violent extremism and future atrocities.
They can also serve as a deterrent and warning to other Canadians who might try to join ISIS as it mutates and moves to other countries in the world like Libya, Afghanistan, Egypt, the Philippines, Pakistan or in Mali, where Canadian peacekeepers have just been deployed.
If Canada truly stands for multiculturalism, pluralism, the rule of law, global justice, human rights and the liberal international order, then we must be firm and take a principled stand to prosecute those have fought with ISIS. That includes our own citizens. No doubt Nadia Murad would agree.
The British monarchy has a long tradition of military service, but there has only been one woman from the British royal family to ever serve in the Armed Forces. That’s right, Queen Elizabeth II served in WWII.
When WWII ravaged Europe, nearly everyone stood up to defend their homeland. Men, women, farmers, and businessmen did their duty alike. This includes then-Princess Elizabeth. Like her father, who served in WWI, she enlisted on her 18th birthday despite being in the line of succession for the throne and her father’s reluctance.
Princess Elizabeth enrolled in the Women’s Auxilary Territorial Service (ATS), similar to the American Women’s Army Corps, where many women actively served in highly valuable support roles. Responsibilities of the ATS included serving as radio operators, anti-aircraft gunners and spotlight operators, and, her occupation, as mechanics and drivers.
It wasn’t a lavish position, but despite the grit and grime, she didn’t symbolically change a single tire and call herself a mechanic. She took her duties very seriously and she was spectacular. She took great pride in her work and loved every moment of it. Collier’s Magazinewrote at the time that “one of her major joys was to get dirt under her nails and grease stains on her hands, and display these signs of labor to her friends.”
She learned to drive every vehicle she worked on, which includes the Tilly light truck and ambulances. On VE Day, The Princess Elizabeth slipped away with her sister to cheer with the crowds. The war was finally over and no one recognized the Princesses as they walked through the crowds incognito.
Less than a decade later, she would be crowned the Queen of England. Her independent spirit has endured to this day, as she isn’t a fan of being chauffeured around when she can drive herself.
To watch some archival footage of Her Most Excellent and Britannic Majesty, Elizabeth II, by the Grace of God, of the United Kingdom of Great Britain and Northern Ireland, and of Her Other Realms and Territories, Queen, Head of the Commonwealth, Defender of the Faith in her younger, WWII days, watch the video below:
Sleep is, apparently, one of those things that medical professionals tend to claim is vital to not dying. While in the military, you’ll get so little sleep that your body grows accustomed to functioning at a high level with just four hours of non-continuous sleep.
For one reason or another, putting aside large chunks of time for that vital sleep just doesn’t happen. So, troops quickly learn how to rack out at the drop of a dime while smothered in their gear. Or they find a nice, cozy spot underneath a HUMVEE in the glaring Afghan sun with only their rifle and pebbles to keep them comfy.
It’s really an impressive skill — and it’s usually among the first truly mastered by even the most average of recruits.
That’s not to say that calories are a good thing either. It’s a level of complication that can’t be footnoted into an article about sleep deprivation, though.
(U.S. Army photo by Sgt. Kimberly Hackbarth)
The biggest contributing factor to this mastery over snoozing is that troops are constantly on the move. The human body is only meant to exert so much effort and that limit is pushed daily by all troops. Normally, the body needs to both sleep regularly to rebuild damaged muscles and eat healthy foods to replenish what’s lost.
Troops supplement this by maintaining a higher-than-average caloric intake. It’s assumed that an average active male in their twenties should take in about 3000 calories to function normally. The average deployed troop takes in three MREs per day, which totals 3,750 calories.
Contrary to popular belief, eating calories is actually a good thing if you’re moving about as much as troops do. This intake means that the body has more to work with when it finally has time to recharge.
Troops exhaust themselves by being constantly in motion. When an opportunity to knock out arises, even if it’s just for a few minutes, it will be seized.
And you really don’t want to try that while on guard duty. That’s still punishable under the UCMJ.
(U.S. Army photo by Spc. Charles M. Willingham)
The next contributing factor is that troops are generally sleep deprived and have their sleep cycles interrupted constantly. Starting in basic training, a drill sergeant could wake everyone up at 0100 for sh*ts and giggles, have a special someone pull fire guard at 0300, and wake up for the rest of the day at 0500.
The body does most of its recharging during cycles of REM sleep, the first of which starts after roughly 45 minutes of sleep and again in another 45 minutes. The rigors of training, however, rarely permit troops to achieve multiple cycles of REM, so the body tries to recharge as much as possible during those first 45 minutes. As this pattern of interrupted sleep becomes the norm, the body adapts and requires less time to get into REM cycles.
In essence, this pattern resembles polyphasic sleeping — which is a terrible thing to try without adding in a solid, 6-8 hour chunk of rest into the mix.
Even if it’s in broad daylight on a pile of sharp rocks.
(U.S. Army photo by Spc. Ken Scar)
The body actually can’t handle this type of sleep deprivation but, by sheer power of will (and a metric f*ck-load of caffeine), troops can shut off their body’s warning signs.
Troops’ bodies can endure this for a few days, typical of a combat mission while deployed, but a dearth of sleep can’t last for weeks. There will have to be a time when that troop hits their rack to get a full night’s rest.
And when they do, it’s some of the best sleep they’ve ever gotten.
This was a common scene for Marines with the Force Reconnaissance Company, III Marine Expeditionary Force, stationed at Camp Schwab in Okinawa, Japan, who conducted high altitude high opening sustainment training at IDIS-Corp facility in Parker, Ariz., from July 12 to August 1, 2017.
“We’re out here in Parker, Arizona within this IDIS facility and we’re doing HAHO sustainment training, increasing our capabilities as teams to clandestinely infiltrate from high altitudes – offsetting between 10 to 25 kilometers and ultimately landing on our designated impact point,” said the Platoon Commander of the Force Recon Company, III MEF.
The training allows the reconnaissance company to perform a more clandestine means of insertion through tactical scenarios, i.e. surface-to-air threats or radar signatures that prevent an aircraft from getting in closer.
“This training is important because it allows us to provide the supporting unit commander that special insert capability,” said a team leader for the Force Recon Company, III MEF. “For us, jumping that unmarked and unknown drop zone is going to allow that commander to extend his area of influence and he is going to be able to do it all in-house as opposed to having to outsource to another Special Operations Command.”
When conducting a long range insertion, the Marines now implement the Joint Precision Air Drop System, otherwise known as the JPADS system. The Force Reconnaissance Marines of III MEF were the first Marines ever to jump out of aircraft following the JPADS with a delay around 15 seconds and successfully landed on the designated impact point.
“We can follow the JPADS system out of the aircraft and navigate to the designated impact point,” said the Platoon Commander. “What we can do is load that JPADS up with vehicles for mobility, food and water for sustainment; it could be used for sensitive equipment, so we can use it once we hit the ground.”
JPADS allows the Marines to increase their sustainment, survivability, and mobility by bringing in vehicles, chow, water, batteries, or other sensitive equipment required for mission accomplishment.
“Jumping with the JPADS is kind of a fire and forget thing because I know we have the quality riggers that have programmed what they need to do. I know the checks have been done and that is just one less thing I have to worry about,” said a team leader. “The JPADS allows me to think about the jumper’s safety.”
With that ease of mind, the jumper can focus on the jump and actually enjoy the scenery on the way down.
“I remember one particular jump: I looked out and the first thing that came to mind was in the beginning God created and I was able to actually see the earth, his creation. I was able to see God’s hands at work,” said the Assistant Team Leader for the Force Recon Company, III MEF. “You’re looking at the earth and can see expansive mountains, it’s like flying, and it’s an adrenaline rush.”
The combined effort of the clear-minded Marines and the JPADS is one of the many capabilities the Marine Corps can use to accomplish its missions.
The U.S. military is famous for several things. The food in the DFACs, early morning PT and extreme grooming standards, just to name a few. One of the most underrated things about the military though is the sense of humor amongst troops in the field.
One gun crew from the 1st Armored Division certainly lived up to that legacy of laughs this week after a picture was posted on the division’s website showing that soldiers had named their M109A6 Paladin self-propelled howitzer “Coronavirus.”
We’re taking preventative measures in the field as we continue to train and protect the safety of our Soldiers and Leaders.
As a force we must stay alert as we train to be lethal in combat.
#IronSoldiers #BulldogBrigade #COVIDー19 #IIICorpsCOVID19pic.twitter.com/V79CftGvf1
Yes, the virus currently circling its way around the globe and through the media has made its way into the psyche of a few soldiers.
But these 13Bs are hardly the first to christen their weapons with names. Earlier this year, an M1 Abrams belonging to the 3rd Infantry Division, was spotted sporting the name “Baby Yoda.” Other colorful names include “Change of Regime,” “Bull Dog II”, and “New Testament.”
The traditional isn’t limited to U.S. soldiers either.
In fact, soldiers have been naming their weapons since at least medieval times, when knights gave names to their trebuchets. And today, visitors to historic battlefields like Gettysburg can still make out the names etched on the back of a few artillery pieces.
As for the coronavirus, of COVID 19 as it is officially called, at press time, there are currently 11,500 cases in the U.S., according to a report from the Washington Post.
The U.S. military is on the frontlines of the country’s pandemic response. In addition to the thousands of National Guardsmen currently activated, President Donald Trump recently tasked the U.S. Navy to deploy both of its hospital ships to treat COVID 19 patients, reports Reuters.
The Navy operates two hospital ships, the U.S.N.S. Comfort and the U.S.N.S. Mercy. Although the ships belong to the Navy, the deck crew is usually manned by civilian members of Military Sealift Command, while the health care staff is comprised of military personnel.
The two ships, which were converted to floating hospitals from oil tankers in the 1970s, are the military’s only such vessels, with one covering the Atlantic and the other the Pacific.
Before he was a U.S. senator, and later a presidential candidate, John McCain was a naval aviator over the skies of Vietnam. But the 1958 graduate of the Naval Academy is probably known less for his flying skills and more for what he did on the ground, as a prisoner of war for more than five years.
“I hated it, and yet I made some of the most important discoveries and relationships of my life in prison,” McCain wrote in a post on Quora, in response to the question of what it was like to be a P.O.W.
When he was shot down, McCain was on his 23rd mission: A bombing run over Hanoi. “A Russian missile the size of a telephone pole came up — the sky was full of them — and blew the right wing off my Skyhawk dive bomber,” he recalled in U.S. News World Report.
With his jet traveling at roughly 575 mph, he was able to eject. But when he landed in enemy territory, he had broken his left arm, his right arm in three places, and his right leg near the knee. He was captured soon after, and taken to the infamous Hỏa Lò Prison, better known by its prisoners as the “Hanoi Hilton.”
In his Quora post and in his book “Faith of my Fathers,” he recounted his poor treatment and very limited contact with the outside world. But there were two big things McCain learned:
“I learned I wasn’t as strong as I thought I was, but I was strong enough,” he wrote. “And I learned there were things I couldn’t do on my own, but that nothing is as liberating as fighting for a cause that’s bigger than yourself.”