Podcasts about nco

Send us a textU.S. Army Special Operations Command Sergeant Major JoAnn Naumann returns to the podcast—this time from the range at Fort Bragg—for a conversation on leadership, transformation, and enabling the next generation of special operations forces.With nearly three decades in uniform and two years as the senior enlisted leader of USASOC, CSM Naumann shares the mindset shifts, hard-won lessons, and bottom-up insights that have shaped her time in the seat. She opens up about the transition from doer to enabler, why modeling honest feedback is non-negotiable for leaders, and how she's staying grounded while helping shape the future of Army Special Operations.In this episode, they explore:Why she believes she has the best job in the Army—and how she stays energized by the Soldiers around herWhat it means to lead across 80+ countries, and how she stays connected to the ground truthHow USASOC is driving transformation in structure, tech, and human performance—and why speed and soldier feedback are essentialThe challenge (and opportunity) of going from “operator” to enabler—and how shifting mindset scales impact across 36,000 teammatesWhy NCOs must be willing to say “that's a dumb idea”—and the importance of modeling that kind of candor for the forceThe value of reading, curiosity, and lifelong learning in sustaining leadership at the highest levelsHow she adapts her approach to different commanders—and what it really takes to make that relationship workWhether you're an NCO navigating your first staff job, a commander looking to build trust across the chain, or a lifelong learner looking for leadership insights forged under pressure, this episode delivers a front-row seat to how transformation happens—one question, one conversation, one Soldier at a time.Command Sergeant Major JoAnn Naumann currently serves as the Senior Enlisted Leader for U.S. Army Special Operations Command (USASOC), where she advises on matters affecting over 36,000 Soldiers across the special operations enterprise.Born and raised in New Jersey, CSM Naumann graduated from the College of William and Mary with a degree in American Studies and Government before enlisting in the Army in 1996 as a 35P Voice Language Analyst. She completed the Arabic Basic Course at the Defense Language Institute and Advanced Individual Training at Goodfellow Air Force Base.Over nearly three decades of service, CSM Naumann has held a range of leadership positions, including assignments with the 311th MI Battalion, the 344th MI Battalion, and Special Mission Units. She has deployed 14 times across CENTCOM and AFRICOM, and previously served as the Senior Enlisted Leader for Special Operations Command–Korea (SOCKOR), and as the Command Sergeant Major for the Joint Special Operations Command (JSOC) Intelligence Brigade.She is a graduate of the Joint Special Operations Forces Senior Enlisted Academy and has completed numerous military schools, including the Military Freefall Course, Airborne and Air Assault Schools, and the SOF Intel Leaders Course.CSM Naumann's awards include the Legion of Merit, Bronze Star Medal (1OLC), Defense Meritorious Service Medal, Air Medal, and the Order of Saint Michael. She is married to SGM (Ret.) Thomas Baird, who most recently served as the TRADOC G3 Sergeant Major.

Welcome to a historic edition of COHORT W, where we honor 250 years in the making.Today, 14 June 2025, we celebrate the 250th birthday of the United States Army—two and a half centuries of service, sacrifice, and leadership that have shaped the course of our nation and the world.To mark this extraordinary milestone, we're honored to welcome a leader whose career reflects the very spirit of this legacy—CW5 Aaron Anderson, Chief Warrant Officer of the Army.In this special episode, CW5 Anderson delivers a powerful and forward-looking message to the Warrant Officer Cohort and the Total Force—reflecting on 250 years of Army excellence while spotlighting the bold transformation underway to prepare our Army for the next era of warfighting.This message is more than a tribute—it's a challenge to all of us to lead with integrity, adapt with purpose, and carry forward the Army's enduring promise. This We'll Defend.

Send us a textWelcome to your daily dose of blunt-force intel. On this episode of Ones Ready, Peaches breaks down the 12 June Ops Brief with the same energy as a pissed-off NCO finding unbloused boots. From nuclear microreactors to E-7 program death rattles, and shady F-35 budget slashings, this rundown covers everything the Pentagon tried to slip under the radar.Oh, and did we mention Air Force One is getting a facelift from Qatar... and no one will say what it costs?This one's for the operators, the policy nerds, and the junior troops trying to make sense of senior leader decisions that sound like they were made during an Ambien trip.From partisan posturing to microreactor hype, this episode has one foot in the future and the other on a Congressional landmine. Grab your coffee and prep for turbulence.

In this episode we travel to the town of Bethune in Northern France to discover the stories of the men that died in a Casualty Clearing Station and are now at rest here. We find the final resting place of an NCO who was murdered by 2 of his men, who were executed for their crime and then buried a few hundred yards away from their victim. And who was the Indian soldier buried in Bethune who was posthumously awarded the Victoria Cross in 1914. We also find out why a medic's original grave marker remains in place today, rather than a Portland headstone. And much more too.

Thinking Inside the Box – The Gauntlet, part of the NTC Warrior Chronicles, brings you interviews with the United States Army's experts in combined arms maneuver, the Observer Coach Trainers (OC/Ts) of Operations Group, at the National Training Center (NTC), Fort Irwin, California. In this episode, host Command Sgt. Maj. Gary Kurtzhals sits down with Command Sgt. Major Alex Pulido, of the 3rd Armored Brigade Combat Team, 1st Cavalry Division to discuss duties of the Non-Commissioned Officer. They go in-depth about the roles of the NCO; what is expected, how they empower and measure success; and how the GREYWOLF Brigade validates and revalidates their standard operating procedures. To stay updated with the latest video from Operations Group, NTC Observer, Coach / Trainers, be sure to like, subscribe, and review us wherever you listen or watch. Stay tuned for more episode in the future. Thinking Inside the Box Podcast at Thinking Inside the Box on Apple Podcasts Thinking Inside the Box | Podcast on Spotify Thinking Inside the Box | Podcasts on Audible | Audible.com Operations Group milsuite page https://www.milsuite.mil/book/groups/ntc-operations-group (CAC Required) We encourage you to watch our TAC Talk series on YouTube at https://www.youtube.com/@tactalks-operationsgroupntc. Follow us on Facebook to see more from Operations Group, NTC https://www.facebook.com/operationsgroupntc Visit us at our Official Unit Webpage: https://home.army.mil/irwin/units-tenants/ntc-operations-group “Thinking Inside the Box and TAC Talks” are a product of the Operations Group, National Training Center. Episode hosted by CSM Gary Kurtzhals and edited by Annette Pritt

In this episode of COHORT W, host CW4 Jessie Morlan sits down with CW4 Kelvie Fore, the Warrant Officer Strength Manager for the Virginia Army National Guard, to discuss his extraordinary 35-year journey in the Army and his perspective on modernizing Warrant Officer Professional Military Education (PME).From beginning his career in 1989 as a 31U Unit-Level Communications Maintainer to becoming a 915A Automotive Maintenance Technician and now serving as Virginia's Warrant Officer Strength Manager, CW4 Fore brings a lifetime of insights to the mic. Along the way, he has served in many specialties, completed multiple overseas deployments, and shaped the next generation of Warrant Officers as a TAC Officer and Course Director at Fort Novosel.Tune in as CW4 Fore shares what worked in his PME experience, where improvements are needed, and how the Guard's future depends on balancing accessions with relevant, timely education. His story is a powerful reminder of how professional growth, lifelong mentorship, and personal grit form the backbone of our Warrant Officer Cohort.Topics include:Lessons from a multi-decade career in uniformBuilding and managing the Warrant Officer pipelinePME's evolving role in readiness and retentionPractical insight on bridging PME with operational demands

In this episode of the NCO Journal Podcast, we continue the discussion about the Army Congressional Fellowship Program (ACFP) with Sgt. Maj. Travis Votaw from the U.S. Army Combined Arms Center. Votaw, authored "The NCO as Congressional Fellow" for the NCO Journal in January.

During this episode of the NCO Journal podcast, we welcome U.S. Army Sgt. Maj. Brad J. Lopes, the NCO professional development directorate analyst at the U.S. Army Sergeants Major Academy, to discuss the new NCO Strategy.

In this episode of COHORT W, we sit down with Chief Warrant Officer 5 Steven Finney, the Command Chief Warrant Officer of the United States Army Special Operations Command (USASOC), to explore how Warrant Officer Professional Military Education (PME) is evolving within the elite world of Army Special Operations.With over three decades of service—from his early days as an infantryman, to earning his Green Beret, to mentoring future leaders—CW5 Finney brings deep insight into how PME must adapt for the future fight. His experience spans operational deployments globally, institutional leadership at the JFK Special Warfare Center and School, and strategic advising at the highest levels of Army SOF.Together, we discuss:The evolution of PME in Special OperationsHow elite Warrant Officers are developed to meet global challengesBalancing tradition and innovation within PMEMentorship, leadership, and lifelong service in the Warrant Officer CohortIf you want to hear how Special Operations Warrant Officers prepare to lead at the tip of the spear, this is the conversation you've been waiting for.

In this follow-up to Season 4, Episode 2, COHORT W continues the conversation on the future of Warrant Officer Professional Military Education (PME) with CW5 Carlos Terrones, Command Chief Warrant Officer of the U.S. Army Combined Arms Center.But this time, we widen the lens.Joining the discussion are CW4 Kent Frye, Commander of the Warrant Officer Recruiting Company (Active Component), and CW5 Aaron Anderson, the Chief Warrant Officer of the Army—bringing their operational and strategic insights to a conversation that connects education, accessions, and Cohort-wide modernization like never before.Together, they explore:Recent PME developments and pilot programsCritical accessions challenges, successes, and MOS shortagesHow modernization is shaping recruiting messagingEnterprise-wide alignment and leadership guidance from the CWAA unified vision for preparing the Warrant Officer Cohort for 2030 and beyondWhether you're leading at the unit level, recruiting tomorrow's Warrant Officers, or sitting in the PME classroom today—this episode brings perspective, clarity, and a clear call to action for shaping the future of our Cohort. Listen now to hear how PME, recruiting, and leadership are coming together to build the bench for the next generation.

In this episode of COHORT W, host CW4 Jessie Morlan and CW5 Charmaine Hilliard, Assistant Executive Officer to the Chief of Staff of the Army, share a conversation that traces an extraordinary Army career and powerfully testifies to the impact of Warrant Officer Professional Military Education.From her early days enlisting in Jasper, Texas, to her leadership at the highest levels of the Pentagon, CW5 Hilliard shares the lessons, experiences, and key PME moments that helped shape her into the senior leader she is today. Together, they explore what worked well in her professional military education journey, how PME prepared her for strategic leadership roles, and how the Army can modernize PME for the next generation of Warrant Officers.Topics Covered:The importance of early professional developmentLessons learned from deployments and operational assignmentsHow PME shaped her growth from tactical to strategic leadershipInsights from teaching Warrant Officer coursesPreparation of Warrant Officers for enterprise-level leadershipWhat PME should preserve—and where it must evolve

Send us a textIn this powerful episode of Security Halt!, Deny Caballero sits down with Charles "Chuck" Ritter to dive deep into the fundamentals of military leadership, mastering the basics, and the transition from junior to senior NCO roles in Special Operations. They explore the crucial role humor plays in maintaining morale, the power of authentic leadership, and the lessons learned from overcoming failure. Chuck shares real-world experiences from his Green Beret career, emphasizing mentorship, self-reflection, communication, and staying true to personal values.The conversation also highlights the transformative journey from the battlefield to podcasting, revealing how vulnerability, health, and community support are essential for long-term personal growth. Whether you're a service member, veteran, or leader looking for real talk on resilience, leadership, and personal development, this episode delivers both hard-earned wisdom and a few well-earned laughs.

As promised, here's Part 2 with JB. Rob Robinson and JB discuss the importance of leadership in the military and corporate environments, referencing an NCO's letter about soldiers leaving the ranks. Rob, a retired lieutenant colonel, and JB, with 17 years as an infantry officer, emphasize that good leadership is crucial for retaining and developing soldiers. They highlight the role of NCOs as primary instructors and the need for mentorship and training replacements. They also discuss the transition from military to corporate roles, stressing the importance of intent-based leadership, accountability, and continuous improvement. Both agree that effective leadership involves respecting subordinates, fostering trust, and ensuring organizational growth.Link to the Documenthttps://drive.google.com/drive/folders/1oj77XNX3m6FB30U_v5w650dMBHa6KQGeDisclaimer: The content of the "Philosophy From the Front Line" podcast is intended for informational and educational purposes only. The hosts' and guests' views and opinions are their own and do not necessarily reflect those of affiliated organizations or sponsors. This podcast does not offer legal, financial, or professional advice. Listeners are encouraged to consult appropriate professionals before making decisions based on the content presented. "Philosophy From the Front Line" assumes no responsibility or liability for any errors or omissions in the content or actions taken based on the information provided during the podcast episodes.​ Fair Use Statement: This podcast may contain copyrighted material not specifically authorized by the copyright owner. "Philosophy From the Front Line" is making such material available to educate, inform, and provide commentary under the "Fair Use" provisions of U.S. copyright law (Section 107 of the U.S. Copyright Act). We believe this constitutes a fair use of any such copyrighted material as it is:​Used for non-commercial, educational, or research purposes.​Critically analyzed, reviewed, or discussed.​Used in a transformative way that adds new meaning or message to the original work.​If you own any content used and believe it infringes on your copyright, don't hesitate to contact us directly, and we will address the matter promptly.​Become a supporter of this podcast: https://www.spreaker.com/podcast/philosophy-from-the-front-line--4319845/support.

The Joint Readiness Training Center is pleased to present the ninety-eighth episode to air on ‘The Crucible - The JRTC Experience. Hosted by the Task Force Senior for the TF-1 (IN BN), LTC Charles “Chuck” Wall on behalf of the Commander of Ops Group (COG). Today's guest is the First Sergeant for Headquarters and Headquarters Company of Operations Group, 1SG Will Pogue. 1SG Pogue was previously a Company Team First Sergeant Observer-Coach-Trainer at the JRTC.   In this episode, we focus on warfighting fundamentals at the team through platoon level during large-scale combat operations (LSCO), emphasizing the gap between familiarity and true proficiency. A central issue discussed is how units often rush through collective training gates without ensuring mastery of basic tasks. This “check-the-box” mentality results in units arriving at the JRTC underprepared, especially when it comes to troop leading procedures (TLPs), indirect fire integration, support-by-fire shifts and lifts, and graphic control measures. The lack of unit-wide standard operating procedures (SOPs) and insufficient repetitions in home-station training were identified as key friction points. Best practices emphasized include deliberate, planned retraining windows; leader certification on SOPs; and daily reinforcement of team through company-level standards—especially through structured sergeant's time training.   Another focal point is the inconsistency within and across units when it comes to weapons squad performance, patrol base occupation, and movement to contact. The discussion notes that some platoons within a company display exceptional coordination and fire discipline, while others show significant knowledge gaps. The causes include high leader turnover, lack of doctrinal grounding, and insufficient focus on junior NCO development. Recommendations include certifying leaders before executing training, embedding retraining as a standard step in the 8-step training model, and reinforcing collective standards through battalion-wide forums or training events. The episode closes with a reminder that excellence in LSCO starts with discipline in the fundamentals—fieldcraft, communication, tactical planning, and leadership—and that repeated, standards-based training at home-station is the only path to achieving real warfighting proficiency.   Part of S03 “Lightfighter Lessons” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

In episode 48 of the Dirt Logistician, Wagoneer 11A(A) (MSG Robinson), Panther 17A (MSG Bryant) and Tarantula 17B (SFC Kitt) discuss an overview of the roles of NCOs when executing LRPs. Key topics include: Overview of NCO responsibilities in LOGSTATs Responsibilities at LRPs Service Station vs Tailgate Resupply Methods Recommended NCO involvement in planning process

In this compelling episode of COHORT W, host CW4 Jessie Morlan sits down with CW4 Ronald Carrion, Adjutant General Warrant Officer Intermediate Level Education–Follow On (WOILE-FO) Instructor, to explore the modernization of Professional Military Education through the lens of the Human Resources mission set.With over 20 years of experience supporting warfighter readiness across Iraq, Afghanistan, AFRICOM, and beyond, CW4 Carrion brings a unique blend of operational depth and instructional expertise. As a leader shaping the future of HR Warrant Officers, he discusses the evolving role of the Adjutant General Corps, the critical skills needed for success in large-scale combat operations, and how PME must evolve to remain relevant and impactful.

Send us a text"When you got a barrel of monkeys, you put a gorilla in charge." With these words, a drill sergeant forever shaped Michael Megan's understanding of leadership – wisdom he now passes to the next generation of military officers at Texas A&M University.Megan brings over 13 years of experience from the prestigious 75th Ranger Regiment to his role as Senior Enlisted Advisor for Rudder's Company, an elite organization within Texas A&M's Army ROTC program named after James Earl Rudder, former university president and WWII Ranger commander. His transition from special operations to academia wasn't merely a career move but a mission to shape future officers and strengthen the critical officer-NCO relationship that underpins military effectiveness.Throughout our conversation, Megan reveals what truly makes elite units exceptional – not flashy tactics or equipment, but relentless accountability and fundamentals. "The regiment just gets back to the basics constantly," he explains, highlighting how the organization's unique structure with lower-enlisted personnel creates both its greatest strength and challenge. His candid reflections on the selection process, the difficulty of maintaining standards, and the brotherhood that develops through shared hardship offer rare insights into one of America's premier fighting forces.Perhaps most fascinating is Megan's ability to identify tactical patterns across different domains – drawing direct parallels between military operations, football strategies, and combat sports techniques. This pattern recognition helps him teach complex concepts by meeting cadets where they are, using familiar frameworks to explain unfamiliar tactics. Under his guidance, Texas A&M's Ranger Challenge team has secured back-to-back national championships, outperforming hundreds of ROTC programs nationwide.Whether you're fascinated by military culture, leadership development, or the psychological elements of high-performance teams, this episode offers valuable insights applicable far beyond the battlefield. Follow Megan's continuing mission to prepare the next generation through his "Ranger U" podcast, available on all major platforms.Ranger U Podcast: https://creators.spotify.com/pod/profile/michael-meegan1/Instagram: https://www.instagram.com/r.a.n.g.e.r.u/https://linktr.ee/r.a.n.g.e.r.u?fbclid=PAZXh0bgNhZW0CMTEAAaZyR1ze7Oum38h-n3682enNDrLje8DGOP9aAS2ZUyWzaY2ljLjDvA_Av8g_aem_e4l5gCeWKR9TGoJR83N_pAFind out more about Big Tex Ordnance at bigtexordnance.com

-CHAPTERS-00:00 Introduction to Leadership and Military Background03:00 The Impact of Military School on Leadership Development05:53 Camaraderie and Teamwork in Military Training08:53 Group Punishment: A Double-Edged Sword12:02 Cultural Differences in Military Operations14:46 Transitioning from Enlisted to Officer18:00 The Importance of NCO and Officer Collaboration20:46 Real-Life Examples of Leadership Challenges24:14 Understanding Different Military Cultures26:50 Personal Experiences in the Military30:06 Leadership Lessons from Military Experiences37:55 The Drive to Succeed39:33 Career Changes and Military Dynamics40:44 Transitioning to Special Forces43:32 Injuries and Career Decisions49:12 Team Dynamics and Professional Jealousy53:22 Selfishness vs. Team Loyalty57:29 Experiences in Bosnia01:03:17 Comparing Bosnia and Afghanistan01:14:31 The Power of Psychological Warfare01:17:28 Evolving Perspectives on Combat and Leadership01:19:46 Navigating Command Decisions in Combat01:29:07 Disillusionment with Higher Command01:34:42 Leadership Lessons from the Pandemic01:39:30 Advice for the Next Generation of Military Leaders01:44:05 Innovating Firearms Training: The Warlock Way-SUMMARY-In this conversation, Travis Worlock shares his extensive military background, discussing the nuances of leadership, the impact of military school on his development, and the importance of camaraderie and teamwork. He reflects on the complexities of group punishment, cultural differences in military operations, and the transition from enlisted to officer roles. Worlock emphasizes the significance of collaboration between NCOs and officers, providing real-life examples of leadership challenges faced during his career. He concludes with insights on personal experiences that shaped his understanding of effective leadership. In this segment of the conversation, Travis Worlock shares his journey through the military, highlighting his determination to succeed and the challenges he faced in transitioning to Special Forces. He discusses the dynamics within military teams, the impact of injuries on his career, and the experiences he had while deployed in Bosnia. The conversation also touches on the complexities of being perceived as an outsider in foreign environments, particularly in relation to the local populations' sentiments towards American forces. In this conversation, Travis Worlock shares his extensive military experience, discussing the psychological aspects of warfare, the evolution of his perspectives on combat and leadership, and the challenges of navigating command decisions. He reflects on disillusionment with higher command, leadership lessons learned during the pandemic, and offers advice for the next generation of military leaders. Additionally, he introduces his innovative approach to firearms training, emphasizing the importance of adapting training methods to real-world scenarios.

This was originally recorded in 2021 and in honour of one of our fallen; Alfred Bar (R.I.P Mar 08/2017). We talk about life, joining the military, and Joe shares some good stories. Including one of a particularly bad parachute exit. It brings in perspective the danger of the job but also the value of excellent training.Joe is to be the next course NCO, a very loving human, knowledgeable SAR tech, and good friend. There is a lot shared in the episode and i hope you enjoy it.To Al:If you can talk with crowds and keep your virtue,       Or walk with Kings—nor lose the common touch,If neither foes nor loving friends can hurt you,    If all men count with you, but none too much;If you can fill the unforgiving minute    With sixty seconds' worth of distance run,   Yours is the Earth and everything that's in it,       And—which is more—you'll be a Man, my son!RESCUE!!!!!Support the show

Greg Whaley grew up an AF brat and came to USAFA from Eielsen AFB, Fairbanks, AK. Greg got a summer stint in the NCO program at Wright Pat and 3rd Lt in Germany. Many semesters on the Dean's List earned him UPT at Williams. His USAF career took him into SAC and bomber pilot at Loring (Maine), Fairchild ( Spokane), a Master's in OPs Research at AFIT, HQ SAC (Offut), aircraft commander at McConnell (Kansas) & Lajes in the Azores (middle of the Atlantic Ocean), His next and final assignment was to the DC area where he retired, achieved his Wharton MBA and entered the world of government consulting. Stops at SAIC & General Dynamics planted the seed of his own business which became Academy Solutions Group. 20 years later, after landing on the Inc 500 list three times (2011, 12, 13) he successfully sold the company and retired again. He discusses his current position that many of us are also doing.

Gene Decode discusses the pioneering work of William Milton Cooper, former US Naval Intelligence briefing officer, in revealing the extent to which a secret government has been set up and operates out of DUMBs located throughout the US and worldwide. Decode reveals the extent to which human trafficking occurs either for Satanists who require living subjects for sacrificial rituals in DUMBs or for genetic experiments conducted by extraterrestrials as part of secret agreements.Decode also discusses how Draco Reptilians use battles with human supersoldiers as a rite of passage for their young warriors as depicted in the Predator movies. He next discusses ancient technologies found underneath Ukraine, which are a factor in NATO's proxy war against Russia. Significantly, he added that such ancient technologies included a functional space ark.Gene Decode became interested in Deep Underground Military Bases (DUMBs) in the 1990s while completing his service in the US Navy as a senior NCO with 20+ years of experience. He investigated claims by whistleblowers such as Phil Schneider and established a network of contacts in the intelligence community, covert operations, and US Special Forces. He learned of the locations and activities of DUMBs throughout the world, which he claims currently numbers as many as 500 in the US and 5000 worldwide.Gene Decode's website is: https://www.genedecode.org/

Subscriber-only episodeSend us a textStrap in, folks—Peaches is on one today. If you're expecting a warm hug and a participation trophy, you came to the wrong place. We're diving into the dumpster fire that is the infamous Airmen, NCO, and Senior NCO Facebook page, where complaints flow like cheap beer at an E-Club on a Friday night. From uniform meltdowns to patch politics, we're covering it all. So, if you're triggered easily, maybe skip this one—OR don't, and we'll see you in the comments.Also, stop lurking and hit the damn buttons: Like, Subscribe, Leave a Review, and Consider Becoming a Member. Because, let's be honest, if you made it this far, you're at least hate-watching, and that still counts.Join this channel to get access to perks: HEREBuzzsprout Subscription page: HERECollabs:Ones Ready - OnesReady.com 18A Fitness - Promo Code: 1Ready ATACLete - Follow the URL (no promo code): ATACLeteCardoMax - Promo Code: ONESREADYDanger Close Apparel - Promo Code: ONESREADYDFND Apparel - Promo Code: ONESREADYHoist - Promo Code: ONESREADYKill Cliff - Pro...

Gene Decode provides an update on exotic technologies and contemporary exopolitical affairs around the planet in response to a series of questions beginning with William Tompkin's claims that Nautilus class nuclear attack submarines were retrofitted to fly into space.  Decode corroborated that converted nuclear submarines were prototype spacecraft used in the Navy's Solar Warden space program as their fission engines had sufficient power for installed antigravity devices. Next, he discussed the re-election of President Donald Trump and his commitment to the release of advanced technologies, which he was prevented from doing in his first administration. Several patents on exotic technologies and nuclear fusion energy were discussed. Decode also discusses the emergence of mystery drones around the planet and believes that these comprise both Deep State assets and extraterrestrial spacecraft revealing themselves all over the Earth. Finally, Decade responds to the takeover of Mount Hermon in Syria, and how this is related to Deep Underground Military Bases created by the Anunnaki all over the planet. Decode became interested in Deep Underground Military Bases (DUMBs) in the 1990s while completing his service in the US Navy as a senior NCO with 20+ years of experience on five classes of submarines that included four nuclear and one diesel-powered submarine. Gene Decode's website is: https://www.genedecode.org/

fWotD Episode 2790: 1964 Brinks Hotel bombing Welcome to Featured Wiki of the Day, your daily dose of knowledge from Wikipedia’s finest articles.The featured article for Tuesday, 24 December 2024 is 1964 Brinks Hotel bombing.The Brinks Hotel in Saigon, also known as the Brink Bachelor Officers Quarters (BOQ), was bombed by the Viet Cong on the evening of December 24, 1964, during the Vietnam War. Two Viet Cong operatives detonated a car bomb underneath the hotel, which housed United States Army officers. The explosion killed two Americans, an officer and an NCO, and injured approximately 60, including military personnel and Vietnamese civilians.The Viet Cong commanders had planned the venture with two objectives in mind. Firstly, by attacking an American installation in the center of the heavily guarded capital, the Viet Cong intended to demonstrate their ability to strike in South Vietnam should the United States decide to launch air raids against North Vietnam. Secondly, the bombing would demonstrate to the South Vietnamese that the Americans were vulnerable and could not be relied upon for protection.The bombing prompted debate within the administration of United States President Lyndon B. Johnson. Most of his advisers favored retaliatory bombing of North Vietnam and the introduction of American combat troops, while Johnson preferred the existing strategy of training the Army of the Republic of Vietnam to protect South Vietnam from the Vietcong. In the end, Johnson decided not to take retaliatory action.This recording reflects the Wikipedia text as of 00:34 UTC on Tuesday, 24 December 2024.For the full current version of the article, see 1964 Brinks Hotel bombing on Wikipedia.This podcast uses content from Wikipedia under the Creative Commons Attribution-ShareAlike License.Visit our archives at wikioftheday.com and subscribe to stay updated on new episodes.Follow us on Mastodon at @wikioftheday@masto.ai.Also check out Curmudgeon's Corner, a current events podcast.Until next time, I'm standard Justin.

In this episode we tell the previously untold stories of a soldier who was wounded at Ypres in 1914 and died of his wounds 10 years later, and the man who succumbed to his wounds after suffering awfully in a Prisoner of War Camp. And the tank crew that got stuck in the mud at Thiepval but fought to the death. We also discover how an NCO was murdered by 2 of his men and how they ended up buried in the same cemetery. And much more too.

Special guests CSM Jason Duncan and SFC Marcel Blood join the NCOJ Podcast to discuss how the war in Ukraine allows our NCOs the opportunity to analyze challenges faced by Ukrainian, military and their attempts to adapt and overcome in combat.

Redefining Mindsets and Building Community In this week's Team Never Quit Podcast, Marcus and Melanie's guest is Earl Granville, a true testament to resilience, leadership, and the power of positive mindset. Earl shares his transformative journey from trauma to triumph, offering listeners insights into how to redefine their own mindset to create the space for positive shifts in life. He discusses stepping out of your comfort zone, becoming the leader you are meant to be, and the critical importance of building and maintaining a healthy community. Earl's story is nothing short of inspiring. Just two weeks into basic training at Fort Benning, GA, with his twin brother Joe, the tragic events of 9/11 unfolded, marking a pivotal moment in his life. Earl went on to serve nine years as an Infantryman in the Army National Guard, with multiple deployments to Bosnia, Iraq, and Afghanistan. During his final tour, Earl lost his left leg below the knee due to a roadside bomb, and tragically, he also lost two of his teammates, Major Scott Hagerty and Specialist Derek Holland, on that same day. After the loss of his limb in combat and the passing of his brother Joe, who took his own life while serving on active duty, Earl discovered the power of a positive mindset and became a passionate advocate for mental health, physical fitness, and resilience. He continues his journey as a public speaker, traveling the country to share his story and motivate others to overcome challenges. In addition to speaking, Earl works with several non-profits like Operation Enduring Warrior, the Oscar Mike Foundation, and WarriorStrong, all of which help wounded veterans and law enforcement officers stay physically active post-injury. Earl's efforts have earned him numerous awards, including the 2018 Attorney General Heart So Big Award, the Junior Chamber International (JCI USA) TOYA Award, and the 2018 Daughters of the American Revolution Veterans Volunteer Award. He retired as a Staff Sergeant with multiple honors, including the Bronze Star, Purple Heart, and Combat Infantryman Badge. Tune in to hear how Earl Granville's story of overcoming adversity and his commitment to positive change can inspire you to face your own challenges with resilience, build stronger connections, and lead a life of purpose. In This Episode You Will Hear: • One good thing about these conflicts in Iraq and Afghanistan is that we've had a lot of people in their 20s and 30s that were losing limbs that causes technology to be boosted. (3:48) • The amputee's best friend is your Allen wrench. (7:03) • [At] NYPD, the culture today is like the modern day Vietnam veteran. (21:09) • Joining the military made it about me. What can I get out of this? Sure – free college. But going to Iraq, I became an NCO, put in charge of people. I realized this isn't about me, it's about us. (37:27) • There's pride that people take when tragedy happens. It's what the community does to honor those who aren't here anymore. (42:52) • I remember going over the headset talking to my guys like “Damn, it's beautiful here, look at this green grass. Who's water the grass in Afghanistan?” The next thing I remember, I saw nothing but black. (65:52) • I was ejected out of my Humvee and I wasn't wearing mu gunner's harness which probably saved my life, because the roof peeled back like a tuna can. (70:04) • Everything happened right in my situation. I really do feel that way. What do I have to complain about? (70:20) • Afghans don't have the will to fight. (76:26) • Have you ever met an Afghan or an Iraqi with an Iraqi flag or an Afghan flag tattoo? (76:43) • I went under for surgery on my hip, and I woke up in Germany, with a nurse pulling a breathing tube out of my throat. (79:02) • Joe [my twin brother] seeing me in this state, says to me: “I shoulda just gone with you. (84:23) • It's not forever. I'm gonna get my independence back. I'm gonna be walking again, cause it's not forever. (96:08) • While on active duty, my twin brother, Staff Sergeant Joe Granville, takes his own life. (97:57) • How do I get this second chance at life, and Joe [my twin brother] take his away? (98:08) • Not every mental health situation with an armed forces service member is PTSD related. (109:00) • The big thing people need is purpose – military or not. (110:29) • I found this passion of physical fitness once again thanks to being introduced to Crossfit. (120:41) • People you surround yourself with, I truly believe, makes who you are. (125:15) Socials: - Website: earlgranville.org - IG: Earlgranville - Enduringwarrior.org - Oscar mike foundation Oscarmike.org - warriorstrongink - IG: team_neverquit , marcusluttrell , melanieluttrell , huntero13 -  https://www.patreon.com/teamneverquit Sponsors:    - Navyfederal.org           - GoodRX.com/TNQ   -  kalshi.com/TNQ    - PXG.com/TNQ   -  joinbilt.com/TNQ    - Tonal.com [TNQ]   - greenlight.com/TNQ   - PDSDebt.com/TNQ   - drinkAG1.com/TNQ    - ghostbed.com/TNQ [TNQ]   - Shadyrays.com [TNQ]   - qualialife.com/TNQ [TNQ]   - Hims.com/TNQ   - Shopify.com/TNQ   - Aura.com/TNQ   - Moink.com/TNQ   - Policygenius.com   - TAKELEAN.com [TNQ]   - usejoymode.com [TNQ]   - Shhtape.com [TNQ]

Gene DeCode became interested in Deep Underground Military Bases (DUMBs) in the 1990s while completing his service in the US Navy as a senior NCO with 20+ years of experience. He investigated claims by whistleblowers such as Phil Schneider and established a network of contacts in the intelligence community, covert operations, and US Special Forces. He learned of the locations and activities of DUMBs throughout the world, which he claims currently numbers as many as 500 in the US and 5000 worldwide. In his latest Exopolitics Today Interview, Decode discusses the role of the Illuminati (aka Cabal/Deep State) in taking over DUMBs built by the US military and other national militaries, to create corporate-controlled secret space programs and underground Satanic lodges hidden from surface humanity. Due to the sensitive nature of the information revealed by Decode, this video interview will not be released in full on YouTube due to its restrictive Terms and Conditions. The video interview will be only available on Patreon, Rumble, and Spotify. Patreon.com/michaelsalla Rumble.com/exopoliticstoday Spotify. https://spoti.fi/2Tlt8HH Gene DeCode's website is: https://www.genedecode.org/ --- Support this podcast: https://podcasters.spotify.com/pod/show/exopoliticstoday/support

CSM Alex Kupratty, 4th ID and Fort Carson senior enlisted leader joins the NCO Journal podcast to discuss his article based on a new program he designed to bring Soldiers in to talk about their professional issues and creative ways to solve them.

The Joint Readiness Training Center is pleased to present the seventy-ninth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the S-3 Operations Officer for the Plans / Exercise Maneuver Control, MAJ Daniel Plumb on behalf of the Commander of Ops Group (COG). Today's guests are CPT Princeton Bradley and SFC Michael LaPlant. CPT Bradley is the S-2 Intelligence Observer-Coach-Trainer for TF-3 (IN BN) and SFC LaPlant is the BN Fires Support NCO OCT for the Fires Support TF.   MAJ Plum, with extensive experience as a maneuver planner, brings a strategic perspective to command post operations. CPT Bradley, previously a battalion S-2 and Division G-2 targeting officer, offers insights from an intelligence background, emphasizing the importance of situational awareness and security in command post layouts. SFC LaPlant provides a seasoned NCO's perspective on discipline and functionality, underlining the challenges and advantages of open-air, camouflaged CPs over traditional setups. Together, these leaders provide a comprehensive view of how modern command posts can operate more effectively across multiple domains in large-scale combat operations.   In this episode we discuss some of the fielding lines of effort to modernize command posts with the goal of increasing survivability in modern warfare. Specifically we look at some of the ways that CP operations on the modern battlefield demand flexibility, mobility, and minimized visibility across multiple domains. We emphasize the need for command posts to be adaptive in layout and function to reduce their electronic and physical signatures, making them less susceptible to enemy detection and targeting. One notable lesson from exercises at JRTC is the evolution from traditional, stationary setups to a more mobile and modular approach where these are strategically positioned. This mobility allows units to quickly relocate command posts as the battle conditions change, leveraging natural terrain and camouflage to avoid detection and reduce vulnerability to enemy indirect fires and electronic warfare.   Another key insight is an effective command post is simply qualified personnel coupled with systems and processes, made easier with specialized equipment. The goal is to get the right people at the right place and right time with the right systems then you'll be incredibly effective at C2-ing your unit. Additionally, we highlight the importance of modular design and system integration within the command post itself. By organizing vehicles by function and ensuring that essential command elements can operate independently or together, units improve situational awareness and enhance staff integration. This flexibility is particularly valuable in an unpredictable combat environment, where a command post must quickly transition between supporting current operations and planning future movements. Practical lessons show that offsetting signal-heavy components like antenna farms can further enhance survivability by decreasing the likelihood of detection by enemy electronic warfare assets, thus supporting command continuity even under hostile conditions.   Due to operational security concerns this is the “cut edition” made for the general public. For the “uncut edition” and ‘Ideal CP SOP' please checkout our MilSuite and Microsoft Teams' channels.   Part of S09 “Got Comms?” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

NC Scout is a former Infantry Scout in one of the Army's best Reconnaissance Units, a former NCO, serving in both Iraq and Afghanistan. He joins LTC Steve Murray to provide an update of the damage Hurricane Helene caused in Black Mountain, NC, the state/federal governments response, the people of Appalachia coming together, test for prepping and much more. PLEASE SUBSCRIBE LIKE AND SHARE THIS PODCAST!!!   Video Version of Show Rumble- https://rumble.com/v5i607v-coffee-and-a-mike-nc-scout-and-ltc-steve-murray-preventing-americans-from-c.html   Follow Me Twitter/X- https://x.com/CoffeeandaMike Instagram- https://www.instagram.com/coffeeandamike/ Facebook- https://www.facebook.com/CoffeeandaMike/ Truth Social- https://truthsocial.com/@coffeeandamike Gettr- https://gettr.com/user/coffeeandamike Rumble- https://rumble.com/search/all?q=coffee%20and%20a%20mike Apple Podcasts- https://podcasts.apple.com/us/podcast/coffee-and-a-mike/id1436799008 Gab- https://gab.com/CoffeeandaMike Locals- https://coffeeandamike.locals.com/ Website- www.coffeeandamike.com Email- info@coffeeandamike.com   Support My Work Venmo- https://www.venmo.com/u/coffeeandamike Patreon- patreon.com/coffeeandamike Locals- https://coffeeandamike.locals.com/ Cash App- https://cash.app/$coffeeandamike Mail Check or Money Order- Coffee and a Mike LLC P.O. Box 25383 Scottsdale, AZ 85255-9998   Follow NC Scout X - https://x.com/Brushbeater Website-  https://www.americanpartisan.org/ Website- https://brushbeater.org/ Website- https://brushbeater.store/ Podcast- https://open.spotify.com/episode/0mQpEagCwDWlqzB3wjYr0b?si=Nig1HyP9RlSE_ZemsCy-kw Books- https://a.co/d/fuKh1Bv   Follow Steve Rumble- https://rumble.com/c/LTCStevenMurray X- https://x.com/Ltc_Steven_Mur Email- steve@republicarmament.com Spotify- https://open.spotify.com/episode/7fCLG8Pv7G2RcdF4PjD2q0?si=ed122c1ca37b465b Apple Podcast- https://podcasts.apple.com/us/podcast/ltc-steven-murray/id1671930154   Donations Hurricane Helene Victims- https://www.samaritanspurse.org/ Asheville Humane Society-  https://www.ashevillehumane.org/ Clear Branch Baptist Church Phone- (828) 669-7111 Email- clearbranchbaptistchurch@yahoo.com   Sponsors Vaulted/Precious Metals- https://vaulted.blbvux.net/coffeeandamike Independence Ark Natural Farming- https://www.independenceark.com/

In episode 46 of the Dirt Logistician, WAG 11A (MSG Robinson), GM 37A(A) (MSG Cardoza) and WAG 12A(A) (SFC Benavides) discuss best practices when preparing for the Division LOGPAC at the DSA and receiving the Division LOGPAC at the BSA. Key topics include: Overview of NCO involvement from receipt of mission to execution of the Division LOGPAC at the DSA Best practices for receiving the Division LOGPAC at the BSA Importance of NCO involvement in planning and execution of the Division LOGPAC The importance of communication between the CSSB/DSSB and the BSB

While a cadet at the Air Force Academy, Jason Kim '99 experienced the “pedestal effect” and learned the importance of curiosity, compassion, trust and mutual respect.   SUMMARY Jason Kim, a USFA class of '99 and CEO of Firefly Aerospace, discussed his leadership journey and experiences. He emphasized the importance of curiosity, compassion, and mutual respect in leadership. Jason shared his upbringing in Richardson, Texas, and his parents' influence. He recounted his time at the Air Force Academy, highlighting the humbling experience of being among top cadets and the value of building trust. Jason detailed his career path, including roles at Boeing, Raytheon, and Northrop Grumman, and his MBA from UCLA. He stressed the importance of giving back to the Air Force Academy and the Space Force.   OUR FAVORITE QUOTES "I think just being curious and being an active listener and asking questions and listening to other people, sometimes people want to vent, or sometimes people want to just be heard or have a voice, or some, most of the time, people just have good ideas." "And so I would just say, just be curious, what did I miss? Did you miss something? Did we both miss something? If you get all those great ideas and you share it amongst different people from different backgrounds and walks of life, you don't miss as much, you know, and you're just bet off better off, you'll have a better solution." "Building that trust, you know, with your your your teams, that's extremely empowering and motivating when you trust someone else, and they trust you, and you can go much, much further when you build that trust up." "We got this drilled into us, and we didn't even know at the time how important it was. But you know, building that trust, you know, with your your your teams, that's extremely empowering and motivating when you trust someone else, and they trust you, and you can go much, much further when you build that trust up." "And then the last thing I would say is, I think we were one of the first classes that had non commissioned officers alongside with AOCs that were there to teach us about mutual respect, about mutual respect between officers and non commissioned officers. And I think that went a long ways for for all of us, because, you know, once we went to the real Air Force, you know, we were going to lead a lot of officers and NCOs, and getting that kind of exposure early on was helpful, but also learning about mutual respect, that's something that is extremely important in any work setting that you're in."     SHARE THIS EPISODE FACEBOOK  |  LINKEDIN      CHAPTERS 00:00:  Introduction and Background 02:24:  Welcome to Long Leu Leadership 07:42:  Early Inspirations and Motivations 10:56:  Discovering the Air Force Academy 16:00:  Memorable Experiences at the Academy 23:26:  Leadership Lessons Learned 26:32:  Leadership: Curiosity, Compassion, and Mutual Respect 28:14:  Startup Journey: Taking Risks and Minimizing Regrets 30:07:  Leadership Lessons: MBA and Personal Growth 32:05:  Startup Experience: Joining and Growing a Company 36:18:  Family and Risk-Taking: Lessons from Parents 39:36:  Hidden Talent: Drawing and Painting 45:36:  Giving Back: Involvement with the Air Force Academy Foundation 51:30:  Impact of the Air Force Academy: Building Resilience and Confidence   TAKEAWAYS Growing up in Texas with immigrant parents instilled a strong work ethic and a desire to give back to the country in Jason Kim. Inspired by the space shuttle program and the Gulf War, Jason decided to pursue a career in the military. At the Air Force Academy, Jason experienced the pedestal effect and learned the importance of curiosity, compassion, trust, and mutual respect in leadership. Jason's academic and extracurricular experiences at the Academy helped shape his leadership skills and provided him with lifelong friendships. His parents and role models like Colonel Ellison Onizuka influenced his decision to join the Air Force and give back to the country. Curiosity, compassion, and mutual respect are essential qualities in leadership. Taking risks and minimizing regrets can lead to personal and professional growth. Giving back and supporting future generations is important. The Air Force Academy provides valuable experiences and lifelong friendships. Learning multiple languages and exploring different cultures can broaden perspectives. The Academy's challenging environment builds resilience and confidence.   ABOUT JASON KIM '99 Mr. Jason Kim '99 is a member of the Air Force Academy Foundation Board of Directors. He is also CEO for Firefly Aerospace. Jason's career includes his work in the satellite and national security space for Boeing Raytheon and Northrop Grumman. While in the Air Force, he served as a program manager for the Space Superiority Systems program and Reconnaissance Systems Program offices. He has served on the boards of the National Defense industrial Association and space enterprise consortium formation Committee. He began his Air Force career as a cadet, having graduated with a degree in electrical engineering, followed by a master's in electrical engineering from AFET and then an MBA from the University of California, Anderson School of Management.    CONNECT WITH JASON LinkedIn     ABOUT LONG BLUE LEADERSHIP Long Blue Leadership drops every two weeks on Tuesdays and is available on Apple Podcasts, TuneIn + Alexa, Spotify and all your favorite podcast platforms. Search @AirForceGrads on your favorite social channels for Long Blue Leadership news and updates!          SPEAKERS Guest:  Mr. Jason Kim '99  |  Lt. Col. (Ret.) Naviere Walkewicz '99   Naviere Walkewicz  00:01 Our guest today is Mr. Jason Kim USAFA class of '99 and a member of the Air Force Academy Foundation Board of Directors. Jason's career includes his work in the satellite and national security space for Boeing, Raytheon and Northrop Grumman. While in the Air Force, he served as a program manager for the Space Superiority Systems and Reconnaissance Systems program offices. He has served on the boards of the National Defense Industrial Association and Space Enterprise Consortium Formation Committee. He began his Air Force career as a cadet, having graduated with a degree in electrical engineering, followed by a master's in electrical engineering from AFET and then an MBA from the University of California Anderson School of Management. We'll discuss Jason's life before, during and after the Academy, and we'll ask him to share a unique talent. We'll end with his advice for those striving to become leaders and those already in leadership positions, endeavoring toward excellence. Jason, welcome to Long Blue Leadership, my friend, my classmate. Thank you for being here today.   Jason Kim  01:04 Thank you for having me, and thanks for using my call sign.   Naviere Walkewicz  01:09 You're welcome. I know we want it to catch on so everyone knows now. Well, as we do in this, this is such a wonderful opportunity for our listeners to get to know you, and we like to go back and so for us, we're talking, you know, closer to 30 something years ago, right, when you were young. Jason, tell us about what life was like before the Academy was even in your in your line of sight.   Jason Kim  01:31 So, I grew up in Richardson, Texas. It's a suburb north of Dallas, and if you've been to Dallas, it's a metropolitan city, and but it's a little bit country as well. And so yes, I grew up with cowboy boots. I grew up with a belt buckle, you know, driving a pickup truck, all those kinds of things. But I'd listen to all kinds of music. So, judging by my call sign, you know, rap music, R&B, but also some country as well. And my parents were first-generation immigrants from South Korea, and so I really saw how hard they worked, you know, learning a different language, buying a house, doing all that in their late 30s and 40s and raising three children. I'm the youngest of three boys, and so I'm very, you know, grateful for what my parents did for us three boys. My dad was an electrician on oil rigs and was in the oil and gas industry, and that's why we ended up in Texas. And I'd see him travel away for a month at a time, and then come back home for a month to places like Venezuela and United Arab Emirates and Gulf of Mexico and all kinds of places. And so, you know, I heard stories of travel and just everything he was doing. So, we'll get to this later, but he was definitely an inspiration early on for me, and he always, you know, was very grateful for being a naturalized citizen and allowing our family to grow up in the U.S. and get an education. And so, he always kind of inspired me to give back to the country, and always do good things for the community as well. And so that's where I kind of got those roots. And, you know, also being the youngest of three boys, my older brothers were seven and nine years older than me and so you can imagine I was the little kid that they would bring along to school or, you know, meeting with friends. And so, I learned the good things from them and emulated the good things, but then the bad things, the mistakes that they made, I tried to avoid that. So, I kind of got it easy watching them. And so, I owe a lot to them coaching me and mentoring me as I grew up, and then being in Texas, of course, what did I play sports in, I played football. And I would say that a lot of the leadership skills that I got early on came from football, and a lot of the work ethic came from football — the teammates, the collaboration, the strategy. Texas football is pretty legit, and so I got to watch tape, I got to lift weights, practice. All those things that Tom Brady says in his Hall of Fame speech I resonate with now, I didn't end up like Tom Brady, but I resonate with what he said, all those early mornings, waking up, you know, training, all the hard work. It really taught me a lot of good lessons. And, you know, I still kind of  have a lot of that work ethic because of, you know, playing football, and a lot of the team and collaboration came from collaborating with 10 other football players trying to score a touchdown, or keep others from scoring a touchdown. And also, a big reason why I'm a big college football fan, so I'm really happy to see your son play for the Falcons, and I'm going to be rooting for him and the rest of the Falcons, as well as my other alma mater, UCLA, so I'll be at those games as well.   Naviere Walkewicz  05:55 That is awesome. I mean, I'm almost developing a visual of young Jason and his two older brothers and his mom and dad. And what a story. I mean, I think about, you know, just first off, the confidence, resilience and grit of your parents, right? And then you're seeing this, and you're growing up in a household. So, what, as the youngest? I mean, I think, like you said, you were able to kind of see what to avoid, what pitfalls to avoid, and how to kind of navigate that. Well, when did the military kind of come into the picture? Was that something that your older brothers participated in through school? How were you introduced into that side of the world?   Jason Kim  06:32 Yeah so, I would say it kind of goes along with some inspirational people in my life. You know, growing up in Texas, the Space Shuttle program was a big deal. And I think you and I were 8 years old when the space shuttle Challenger event happened, and one of the astronauts that was a hero among all the astronauts on that mission was Col. Ellison Onizuka, and he made a career in the Air Force. He was a test pilot, graduated with his Ph.D., I believe, and became an astronaut, and really gave his life in many ways, to for science and for the Air Force. And so, seeing someone like that that also kind of looked like me was a good role model for me at an early age. And so that kind of got me interested in the Air Force and the Shuttle program. And then, you know, I think you and I remember when we're young, 1991 before we went to the Academy, you know, the Gulf War, and we saw on TV for this first time, all this shock and awe and Gen. Schwarzkopf and Colin Powell, and all the strategy that was used. The technology. You know, you heard about the second offset strategy with those F-117 Nighthawks, and all the flares that you would see that night. And it really just made an impression on me. It got me kind of excited about the military and all the technology that's involved. And also, you know, kind of got me into thinking about being a pilot someday. And again, you know, my dad always saying, “Hey, give back, Jason. You know, this country has given a lot to our family. Give back.” I kind of got that motivation to go into the military. And then, you know, I think we also had family friends that had some people that went to the academies, whether it's the Naval Academy or others, and got to learn a little bit from them what was it like to go to the Academy? And these were really good role models as well. So, I got with my liaison officer, which was a really great liaison officer, got me involved with what I needed to do to get more information. And went to the summer scientific seminar and spent a week on the campus and got to learn what it was like to be a cadet, somewhat. Yeah, it was actually fun. But, you know, meeting people, meeting the upperclassmen, and they were all super nice at the time. And I also, it turns out, I met my future roommate there, and we were, yeah, we met at the summer scientific seminar. And so, lo and behold, when I go into basic cadet training, I see him there. I'm like, “Oh my gosh, you were there at the same time as me!” So it was a really great experience, and that kind of solidified it for me that I wanted to go the Air Force Academy.   Naviere Walkewicz  09:56 So, I mean, you had some great role models to kind of facilitate some of that interest. There was a lot of things happening in the country that, you know, we both were, were very familiar with, and it created some feelings of pride and wanting to give back. Were you always thinking about the Air Force Academy because of those motivations, or were you thinking other service academies as well?   Jason Kim  10:16 I think I had my heart set on the Air Force Academy. You know, I don't know if I said before, but you know, my parents had me late, later in life, and so since I was the baby of the family, by the time I got to the age of going to college, my parents were retirement age, and I was not going to put them through what they did for my older brothers, which was room, tuition, board, and all that stuff that they had to work hard to pay for. I wanted to get a scholarship somehow. And this was a way to give back to the country, get a scholarship, get a great education. Plus, you know, I applied to all the service academies. But, you know, you'll, you'll hear this later, but I wasn't the best swimmer, so I wasn't going to go to the Naval Academy. West Point was foreign to me. I just didn't know enough about the Army, and I wanted to be a pilot. So, I thought, “Hey, the Air Force Academy is the best way to do that.”   Naviere Walkewicz  11:17 Awesome. So, you had a great ALO (pronounced AY-low and is an Academy Liaison Officer) you know, you kind of went through the process, which, in itself, is quite a process, as we remember. And so how did you find out? When did you find out you received an appointment to the Air Force Academy?   Jason Kim  11:31 That was, oh, that was, you know, I've had a lot of great moments in my life, so it's, that's reaching far back. I just remember that I was super happy. You know, it was Congressman Sam Johnson of the 3rd District of Texas that, you know, gave me the nomination. He was actually an Air Force pilot and a Vietnam POW. He since passed away. But, you know, getting a nomination from a legend like that was very much an honor. You know, I also got a senatorial nomination to go to the Naval Academy, but not knowing any better, as the 18-year-old, or whatever I was, 17-year-old, I was like, “Sorry, Senator, I'm going to the Air Force Academy. Thank you very much. I'm not going to the Naval Academy.” So I was very set on going to the Air Force Academy. I was very, very happy, because it was hard to get in. I mean, one of the challenges I had as a fairly big football player in high school was the, you know, the test that you have to physical fitness tests you have to take to get into the Air Force Academy. So, you had to do all the pull ups and the runs and all that stuff. And I had to cut weight, and it really took me waking up every morning, just going through the routine of practicing all those things, and eventually got enough confidence to pass the physical fitness test and all the other things you got to go through. So, it was very rewarding to get to the point where I got in.   Naviere Walkewicz  13:15 That is awesome. And I can see that drive, I mean, just from your family instilled in you to get to be like you said, confident, ready to go. That's no surprise at all. So, talk about at the Academy, we know a little about your roommate. You met him in summer scientific seminar. What was your Academy experience like?   Jason Kim  13:35 I remember Day 1 because there are two funny things that happened. One, somehow I got lucky, and I got paired up with a NCO, enlisted person, who I wish I remembered his name. He didn't end up staying after Basic Cadet Training, so I lost touch. But what he did for me was amazing, because he already knew the drill. He was like, “Jason, you don't know how to wear BDUs, but this is how you do it. This is how you put the blouses on.” How did I luck out? I had somebody that knew what to do and was teaching me how to do it from Day 1. So very, very much grateful to that individual. I wish I could have kept in touch with him. The second funny thing is, we all had name badges. And you know, my name badge, for some reason, it said Jun Kim. And I was like, OK, that's my last name, and it's June, I think. So it makes sense. And then everybody, all the upperclassmen, were like, “Is your name Jun Kim?” I was like, “Yes, yes, sir. My name is Kim,” and I thought it was the month. But it turns out they accidentally switched my nametag with another Cadet named Jun Kim. Yeah, and so he was wearing my Jason Kim, and so, on Day 1, you know, it was very confusing, and that got me into a lot of trouble. They're like, “Do you know…,” all the things you could think of, I was getting all those kinds of comments. And so, it was quite the memorable experience. It's like, it's hard enough being a new doolie and trying to figure it out. But then when you have those kinds of incidents, it's like, it makes it even more confusing, but it was memorable.   Naviere Walkewicz  15:33 Oh, that's awesome. I can, literally picture this.   Jason Kim  15:37 That was Day 1, and then, you know, life as a cadet. They warn you of this. They warn you of the pedestal effect, where you're in high school, you're top of your game, and top of your class and you varsity letter and all that stuff. But when you get to the Academy, oh, boy, was I humbled. I mean, there were people that were smarter than me, more athletic than me, you know, better in every way. And so, I just felt very average. And in retrospect, there's nothing wrong with that, right? But just being around 1,500 cadets, you know they just were the best of the best from wherever they were. It was very, very humbling, but also rewarding, because I got to meet people from different states. I'd go on spring break to California for the first time, because I'd make friends with people that were from Northern California or Los Angeles. So, I got to meet a lot of lifelong friends that have been my support group for my entire life, you know. And every time I get together with my friends from the Academy, it's just like it was old times. It just, it's hard to explain, but you know what I'm talking about, and…   Naviere Walkewicz  17:02 I do. It just feels like time didn't pass.   Jason Kim  17:05 That's right. Some of us, like yourself, look like you do from those days. Some of us aged a little bit differently, like myself, but yeah, it was a great experience. Now, if you remember our year — our year was the first year that had the increased level of the internet and so that got a lot of people in trouble. Because, you know, “What's this internet? What do you do with it?” What we got in trouble for in my class was we played a lot of online games, you know, in first-person kind of games. So, I remember there was a game called Quake, and it was a lot of us just playing together in our in our dorm rooms and spending a little bit too much time on that. And then I remember other video games, like Goldeneye on Nintendo, and it just sucked so much time out of our days that, in retrospect, it's like, “What were we doing?” So, I guess you could say we were kind of old-school video gamers back in the day.   Naviere Walkewicz  18:20 It's funny. I was just going to ask you, we knew that you were getting into electrical engineering. What else were you doing? So, it sounds like it wasn't football, but it was Nintendo.   Jason Kim  18:30 I really loved sports. So, I loved taking all the intramural sports and the classes like golf and tennis, and I got into rugby for a little bit, for a minute, which I really enjoyed, but it's not a very forgiving sport, so that didn't last that long. But, you know, I think just the camaraderie you get playing sports like that was fun, and I think from the academic side, you know, I did go into electrical engineering, so I did all the nerdy stuff. That's probably why we didn't cross paths. Also, you probably weren't at the robotics competitions that we were doing, because that's really nerdy. But we got into doing little Roomba robot construction before Roombas existed, and we created our own Pac Man, you know, handheld games from scratch using a box of parts and processors. And my senior design project was pretty interesting. My classmate and I decided to make a digital karaoke machine. You know, using everything we learned from electrical engineering and apply it to something fun. I just remember us just trying to make the most of it with our friends and our classmates, and trying to make it fun, because it could be a lot. I took a lot of semester credit hours my freshman year. I just remember something like 22-plus credit hours. It was just a lot, and you really needed a way to recharge. And so those were some of the ways. But of course, the skiing was amazing. You know, being so close in proximity to all the ski resorts, like Breckenridge and Copper Mountain and Vail — all those great places. So those were always fun things to do. I had my first bowl of pho in Denver.   Naviere Walkewicz  20:49 In Denver?   Jason Kim  20:52 I remember that vividly. I went to one of my first concerts, Smashing Pumpkins at the Nuggets center. And then I got to go to Red Rocks. So, there was a lot of cultural things that I got to be a part of, too.   Naviere Walkewicz  21:09 I love that. So some of the things that you expressed, and I think this is great for our listeners, because, you know, sometimes some of some of our guests have been very, I don't say tunnel vision, but there's very, like, one track they've been really dedicated to, like one aspect. You know, obviously we have to do military, academic and, you know, physical fitness, athleticism, but there's kind of one track that they really hone in on. It seems like you really kind of experienced a lot, and through all of that, I might ask, what were some of the leadership lessons you picked up and learning about yourself, because you kind of talked about that pedestal effect, right? You were really kind of high coming from high school, and then you came to the Academy, and you kind of had to rediscover yourself in a different way. And it looked like you did that. What did you learn?   Jason Kim  21:53 Yeah, so some of the leadership things that I would say, that I got exposed to — and it made me kind of think about it and much later in life, kind of reinforce it — was just to be curious. A lot of times as leaders, you can jump to conclusions but I think one technique that is very helpful, no matter what industry you're in, is just be curious. You know, when you have employees, you could hold folks accountable but be curious about it. Ask the right questions. “Is everything OK? Do you have enough support? Do you have the tools, training to do what you need to? How's your family life?” That kind of stuff. So, I think you could be very curious and compassionate and graceful in terms of leadership, and that's partly learning from good leaders, but also bad leaders that didn't do that. So, I think you got to see both sides as a cadet, and you always want to pick the good leaders and emulate the good behaviors and leave out the bad. So that's one thing I would say. You know, we got this drilled into us, and we didn't even know at the time how important it was. But building that trust with your teams — that's extremely empowering and motivating when you trust someone else, and they trust you, and you can go much, much further when you build that trust up. And then the last thing I would say is, I think we were one of the first classes that had noncommissioned officers alongside with AOCs (Air Officer Commanding) that were there to teach us about mutual respect, about mutual respect between officers and noncommissioned officers. And I think that went a long ways for all of us, because once we went to the real Air Force, we were going to lead a lot of officers and NCOs and getting that kind of exposure early on was helpful. But also learning about mutual respect — that's something that is extremely important in any work setting that you're in. So those are kind of three examples of leadership, things that I would say I remember from the Academy that are also still important today.   Naviere Walkewicz  24:35 I think that's wonderful. Maybe you'll even share an example where you saw either curiosity, compassion or mutual respect really play a role in your professional or personal life after the Academy, but before we get there, I remember you talking about wanting to maybe get into space, right? The astronaut program, be a pilot. How did that all shape out? Because you were an electrical engineer, and then what?   Jason Kim  24:58 So, I really wanted to be a pilot. And for some reason, I really liked the C-17, the Globemaster. And I think it's because it was a fly-by-wire kind of system. It was a stick, but it was like more of a commercial airline-kind of transport plane. So, it was a blend of — fighter pilots use sticks but it was still kind of an air mobility command-kind of system. But, you know, unfortunately, my eyesight, my color deficiency, just didn't allow me to go into that track. So, I really just leaned on and doubled down on my electrical engineering background and got to go to Wright-Patterson Air Force Base as my first assignment. And there I was an engineer-slash-project-manager working on uncrewed aerial vehicles before they became popular. So, things like the Global Hawk and the Predator, UAVs, those were things that I was getting exposed to, and I got to put payloads on. If you remember, in the 1999 timeframe, there were Hellfire missiles put on the Predator. I was there when that was happening. And so, it was just very, very amazing to see all that happen before my eyes. I got to work on the U2 and put payloads on the U2 and other very important missions. And I think that exposed me to the real Air Force. Even though I wasn't flying, I got exposed to assets that actually went into the theater and were very valuable. And then from there, I got assigned to L.A. Air Force Base, and finally got to live out my dream of living in Los Angeles, and was assigned to the Space Superiority Material Wing, and that's where we were acquiring satellites and ground systems to help protect our freedom in space. And so, I learned a lot about space there and ground systems. And, you know, after several years working there, I decided I wanted to go into industry. And so, I did two things. I went to a large aerospace company and became a program manager there. You know, now, in charge of designing and building these satellites. So I went part time to UCLA to get my fully employed MBA, just knowing that I wasn't going to know everything about industry. I wasn't going to know everything about how to be part of a company, and so I wanted to kind of learn more about that side of the industry by getting an MBA. Unbeknownst to me, the MBA wasn't just about company operations and finances, it was actually about leadership. And so, I got a lot of leadership lessons from my MBA program as well. So, it gave me a lot of confidence. And what I mean by that is confidence in just going with your gut, taking risks, getting into high-risk, high-reward situations. And it's because I learned about, the company financials, the underpinnings of a company. I learned about entrepreneurism, what it what it's like to start up a company or operate a company or go through different case studies of how to turn around a company. I learned a lot about accounting and how important and valuable that is. But then most of all, I learned a lot from my classmates. And there were people from the Hollywood industry or investment banking or the medical industry. So, it was really great to learn from my classmates. It got me to conference level where I was like, “Hey, what am I doing at this company? I want to take a risk and go to a startup company.” And I did. I took that leap of faith, and that's where our first, you know, joined Millennium Space Systems, which was a small startup company when it was 20 people. But it was something that I guess I go back to the Air Force Academy where, you know, there's that quote in the Eagle and Fledgling statue that says, “Man's flight through life is sustained by the power of his knowledge.” That kind of always stuck with me and it's one of those things where, when you join a startup company, and you help grow it, and eventually we sold the company to Boeing, you learn so much. I mean, I had five different hats, you know, and I had to learn about finance, program management, business development, engineering, integration and test, all that stuff, mission operations — you learn all those things by doing, and no one will ever be able to take that knowledge away. You just, you just get it for life.   Naviere Walkewicz  30:34 Wow, there's, there's so much that, I mean, you covered such a span, because I'm imagining, you know, maybe I don't want to call — maybe “gift” is not the right word, but not being able to be a pilot might have been something that opened up obviously these opportunities for you in ways that you could not have even foreseen. So, I actually wanted to go back to that really quick and just ask, how did you, how did you kind of re-change your thoughts or shape your mindset to, “OK, well, it's not that. So, what's next?” And how did you handle that? Because I think some of our listeners find themselves in situations where, “Well, if I do all these things, then it will lead to this.” But sometimes there are things outside of your control that even if you do all the things, you can't get there.   Jason Kim  31:20 Well, I think, first of all, I'll always be a fan of pilots and aviators and all these fighters and bombers and transport airplanes — I definitely bleed blue still to this day. So, I definitely appreciate all of our classmates that have sacrificed so much to fly in the Air Force and defend us. That's kind of my mindset is, “What can I do to still contribute to the mission to national security?” And so as long as that was kind of my guide-star, I was fine, because I knew that I was contributing to the mission in some way, whether it be acquiring platforms and putting payloads on those platforms to go support our classmates, or today, you know, designing and building systems and operating systems that end up helping national security. It's really the mindset of, “What can I do to help and make a difference, to help defend our country?” So that's how my mindset shifted, because it takes all of us to contribute what we each contribute to make these missions work. And so that's kind of where my head was at.   Naviere Walkewicz  32:50 I think that's fantastic advice. And there's this theme that's been woven since you talked about your parents, and I think it's this, you know, looking forward and investing in yourself and educating yourself. And so along this path, you've done those things. You're also a family man. When did that kind of come to fruition and how does your family feel about when you joining startups and taking risks and doing some of these things?   Jason Kim  33:16 It goes back to my dad. He gave me a lot of great advice when he was still around, and one of the advice was just sharing his regrets. You know, a lot of people thought he was my grandfather because he had me so late. Really,there's something to be said about that. He was very wise. He had a lot of experience in life, and he had global experience and had seen so many different hardships and overcome them. And he would always say, “Hey, I wish I would have taken, you know, that risk and left my company and joined my other co-workers to go start up that other company.” That actually happened. He had co-workers that ended up starting up a different old drilling company in Texas, and he thought it was too much risk at the time. He regrets that, because obviously those people that went over at the time they did, they did well for themselves. So he would tell me stories like that, and really all that wisdom he would just try to share with me from a young age. And it's hard to admit, but at some point in your, all of our lives, we start to realize how right our parents were sometimes, and so, you know, a lot of the risk taking that I'm doing, that I have done, stems from advice that my dad gave me. It's like, “Hey, go for it. Take the risks. Don't have those regrets.” And so, I think I have lived my life in that manner — just minimize the regrets and take some risk and take calculated risk and really be confident with yourself and double down on yourself. So, yeah, absolutely.   Naviere Walkewicz  35:12 I love that. And your family obviously doubles down on — yeah.   Jason Kim  35:16 I mean, I had kids late in life. I really enjoy spending time with my kids. That's how I recharge. You know, I've got a son that's turning 9 this month, and a daughter that turned 6 a couple months ago, and just watching them grow up and be curious and learn and ask questions and try different things out. You know, we try not to push things on our kids, and I'm the same way. I'm not trying to push anything on my kids, but I do want to give them a lot of opportunities that I wish I had, and just expose them to those opportunities, because you just never know which one takes off and which one really resonates with them. And so that's kind of my mindset right now is, “How can I give my son and daughter as many opportunities as possible so that they could figure it out on their own what they want to do,” right?   Naviere Walkewicz  36:09 Well, even the words that you used, you kind of talked about some of those lessons that you took away as a cadet, and you are seeing it in your children, with the way that they ask questions and the way that they explore. So, I think you have kind of taken those and pass it into your legacy line. I do want to ask a question, because we always find it fascinating when we learn more about our guests. So, do you have a hidden talent that you might share with our listeners?     Jason Kim  36:35 I do. I wish I could say it's something that is so fascinating. But really, it's just some something that I could — I could draw and paint really well, and it was something that I just noticed when I was very young. You know, I learned from my older brothers, and they were pretty good at it, too, but I learned at an earlier age than them, and so I've always been able to sketch and draw realistic pictures. When I was younger, drawing Lamborghinis. Because I always wanteda Lamborghini Countach. They don't make those cars in the price points that I would like, so I don't have one today. But I was always drawing things. And, you know, recently, I started painting as well, and it was crazy. I had never done oil painting before, and when I had my first child, my son, whatever got into me, I just picked up a brush and painted a picture of him, and it actually looks like him. And we did a side by side, like picture of him smiling, and the painting of him smiling. It definitely captures his essence, because I never got training or anything. And so, I would say that's my hidden talent. It was even hidden for me. And, you know, it's just amazing — just go for it. Just go do it. And that's one of the things that I would recommend to people that are wanting to go the Air Force Academy is just get out of your comfort zone and do as many things as you can early on, even before going to the Academy. You know, learn different languages. Just learn as much as you can. Learn lifetime sports. Take lessons of swimming or golf or tennis — all those kind of things. Just do as much as you can, because you'll get busy when you're at the Air Force Academy and you'll have less time to do all the things you want to do. But even when you're in industry and you're working, you don't have as much time to go do that kind of stuff. And you may not think you have a lot of time during junior high or high school, but you do, and you should take advantage of just learning as much as you can, and you'll appreciate it later in life when you go travel to Paris or travel to different places like Thailand or, you know, Japan. You know, if you learn those languages, you can explore those places even more in a way that you know is more enriching, and that gets me to that's what I want to do more of, is travel, travel globally with my family. I think that's something that I want to expose my kids to. And a lot of times you grow up in the United States and you start thinking, “Hey, there's only one way to think about stuff.” But when you travel — and I got to travel for work to Paris a couple years — it opened my eyes. It opened my eyes to a different world and how other people think and dress and go about their daily lives. I've also gotten to London recently for work, and that was eye opening as well, and been to Southeast Asia as well. So, it's just fascinating to go to this these different places and learn the cultures and talk the languages and meet the people. It's very enriching.   Naviere Walkewicz So how many languages do you speak?   Jason Kim So, I grew up learning Korean so I can speak a little bit of Korean. I obviously took Spanish because I grew up in Texas, and that Spanish is a very valuable language in Texas, even in California. And because I took Spanish, you know, when I get to the Air Force Academy, what do they do? They said, “Hey, we don't want you to take Spanish. We want you to be the handful of people that takes Arabic.” So, I got the privilege to take Arabic. I got volunteered into it, and it was very, very difficult for me, because I just had no background in it. I struggled with it. But the silver lining is that I learned about a new culture, and I learned about how to write right to left and, you know, just a new language and new foods that go along with it, too. So I really appreciated that. In hindsight, at the time I didn't think it was that easy, but in hindsight, I wish I would have done more and kept the fluency in it, because learning a different language means you can talk to a different group of people, and you can learn more or teach each other new things. So, it just opens a lot of doors.   Naviere Walkewicz  42:02 So, the experiences you've had, both from the Academy and the languages and throughout your career, both professionally as well. It's personally, what's something that you've taken back from those experiences that you might share with a listener that maybe hasn't had that kind of exposure, that they can bring to the leadership table. And how do you use that at yours?   Jason Kim  42:20 I think it just goes back to what it touched on before, is just the curiosity. Just always be curious. You know, I think Ted Lasso had it right. Just be curious, right? If you had just asked questions about, “Hey, did you throw darts when you were younger?” Oh, if you would have known that you would have known that Ted lasso was really good at darts. I think just being curious and being an active listener and asking questions and listening to other people, sometimes people want to vent, or sometimes people want to just be heard or have a voice, or, most of the time, people just have good ideas. And you know, it's all about, “Hey, did I miss something? Did you miss something? Did we both miss something?” If you get all those great ideas and you share it amongst different people from different backgrounds and walks of life, you don't miss as much and you're just better off, you'll have a better solution. And in my industry, you have a better design, you have a better result, performance result. And so, I would just say, just be curious.   Naviere Walkewicz  43:29 What did your road back to the Academy look like? You know, now you're part of a board of (USAFA) Foundation directors, and so you talked about learning from your dad and your mom, always about giving back. So, I have to think that's probably been part of was in the back of your mind. But how did that all come together?   Jason Kim  43:44 You know, I had no road map to do the job that I'm in right now. I never anticipated doing this job, and I also didn't anticipate being on the board of directors for the Air Force Academy Foundation. But I had folks reach out from, you know, the Air Force Academy Foundation, and ask me, “Hey, do you know what we do? You're a big football fan. Are you aware there's a Falcon Stadium renovation?” And I was like, “No, tell me more.” And with that first visit, I actually donated right away, I was like, “I'm on board. Sign me up. I want to donate to this because I believe in it.” You know, Falcon Stadium was where we graduated, right? It's such a memorable place. We saw a lot of football games there. And so, it means so much. So, I was all about donating to that cause. And then I would say that the second time around, when the same person came back and said, just to check up on me — he had mentioned, “Hey, there's this foundation, and they're looking for someone that has a space background, and you have a space background. So, are you interested in potentially coming to a board meeting?” When I went and attended the board meeting as a guest, I just stared around the room, and I was just in awe, because there was Paul Kaminski, who's, to me, is one of my role models in terms of all that he's done for the country and continues to do for the country. And he was on the academic committee. And so, of course, I wanted to join the academic committee. I saw Gen. Eberhardt. I saw Gen. Born, and there were just so many amazing people, Paul Madera, that I was just in awe. And, you know, from that respect, I was like, “Sign me up. I want to be a part of this.” And I saw them and how much they cared about the Academy and the cadets and making sure that the Academy kind of stayed relevant and was giving the cadets the best education that they can to compete with the Stanfords and MITs and the Harvards, I really saw a good cause, and then the fact that they were interested in my space background. I said, “Yeah, I definitely want to be part of whatever I could do to contribute to the Air Force Academy, to graduate not only people that are going to go to the Air Force, but also to the Space Force.” And so that's something I hope to contribute to is maybe someday a future space education center at the Air Force Academy, so that the cadets could get a great education and be future leaders in the Space Force as well.   Naviere Walkewicz  46:53 Well, it certainly makes a difference. And I think I remember seeing you at that first board meeting that you participated in. I was so excited to see you. That was like, oh, '99s in the house. So that was wonderful. Yes, well, I have two questions left. The first one is, really, I want to just ask you, because we've covered so much, and you've given such wonderful, I think, advice and just perspective. But is there anything that I didn't ask you that you had wanted to, you know, talk about today?   Jason Kim  47:20 You know, I think at the end of the day, going through the Air Force Academy is extremely challenging, but after you graduate, and after you go through life experiences, all the hardships, the challenges, what I've realized is going through the Academy kind of helped me overcome what I had to overcome in my adult life and in my industry life. We didn't like it at the time but breaking you down and then building you back up and making you get up back again every time you fall down, gives you life lessons and a confidence in yourself that you can kind of do anything that you put your mind to. I really believe that the Air Force Academy kind of helped me overcome a lot of different hardships in my life. You don't really realize that going through it, but later in life, I appreciate the fact that I went there and getting through there actually gave me the confidence that I could get back up and be OK and keep growing and continuously learn and get better and improve. So that's kind of something that I could attribute to the Air Force Academy.   Naviere Walkewicz  48:49 Oh, that is awesome. And, I mean, and it's obviously taken you to new heights. Leading a corporation is no small feat. So,  one of the things we really like to do is make sure we kind of hear the takeaways, from you to our listeners. So, it's really kind of a message to them. But before we do that and get your final thoughts, I just wanted to offer a note of thanks to our listeners for being here on the Long Blue Leadership. The podcast drops every two weeks on Tuesdays and is available on all your favorite podcast apps. Be sure to send us your thoughts and comments at socialmedia@usafa.org, and listen to past episodes at longblueleadership.org  So, Jason, I want to come back to you now, because I hope that gave you a little bit of time to think about what is the message you'd like to share to our listeners. And our listeners are far and wide. We have those aspiring to go to the Academy, we have family members of cadets, and we have graduates all alike. What would you like to share when you think about kind of your experiences in the realm of leadership?   Jason Kim  49:48 To them, I think the Air Force Academy is a great place to graduate from. It's really hard to get through. So, be really proud of your sons and daughters that are going through it and persevering, and it really is a great experience for them. For those that are prospective students: You're going to get to do things that you never could do anywhere else. You know, jump out of planes fly gliders, eventually go into the Air Force or Space Force. And then for graduates, we've made so many lifelong friends, and we've made so many memories. It's something we can all do is give back, whether it's — go march back from Jacks Valley, or go to the reunion this year for our 25th reunion for the class of '99, or go to some football games. The Foundation has plenty of great, noble causes to donate to, because it's all about that Long Blue Line. We want the next set of cadets to get an even better experience in education than we did. We want to keep it going.   Naviere Walkewicz  51:12 It is always a pleasure to not only hear your voice, but today, I got to see you as well. That just brings me such joy, and I can't wait until our reunion, just in a couple of months as well. Thank you so much for your time today, Jason, it's been amazing. Lil' Kim, thank you. Bye.   KEYWORDS Jason Kim, Firefly Aerospace, Air Force Academy, immigrant parents, work ethic, space shuttle program, Gulf War, military career, pedestal effect, curiosity, compassion, trust, mutual respect, leadership, CEO, curiosity, compassion, mutual respect, electrical engineering, startup, satellites, taking risks, giving back     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation      

NC Scout is a former Infantry Scout in one of the Army's best Reconnaissance Units, a former NCO, serving in both Iraq and Afghanistan. We discuss the damage of Hurricane Helene, lack of government response, 2nd/3rd order consequences, explosion at GA chemical plant, possible port strike, Houthis, Red Sea, and much more. PLEASE SUBSCRIBE LIKE AND SHARE THIS PODCAST!!!   Video Version of Show Rumble- https://rumble.com/v5gz76d-coffee-and-a-mike-nc-scout-2nd-and-3rd-order-effects-of-hurricane-helene.html   Follow Me Twitter/X- https://twitter.com/CoffeeandaMike Instagram- https://www.instagram.com/coffeeandamike/ Facebook- https://www.facebook.com/CoffeeandaMike/ Truth Social- https://truthsocial.com/@coffeeandamike Gettr- https://gettr.com/user/coffeeandamike Rumble- https://rumble.com/search/all?q=coffee%20and%20a%20mike Apple Podcasts- https://podcasts.apple.com/us/podcast/coffee-and-a-mike/id1436799008 Gab- https://gab.com/CoffeeandaMike Locals- https://coffeeandamike.locals.com/ Website- www.coffeeandamike.com Email- info@coffeeandamike.com   Support My Work Venmo- https://www.venmo.com/u/coffeeandamike Patreon- patreon.com/coffeeandamike Locals- https://coffeeandamike.locals.com/ Cash App- https://cash.app/$coffeeandamike Mail Check or Money Order- Coffee and a Mike LLC P.O. Box 25383 Scottsdale, AZ 85255-9998   Follow NC Scout Twitter/X - https://x.com/Brushbeater Website-  https://www.americanpartisan.org/ Website- https://brushbeater.org/ Website- https://brushbeater.store/ Podcast- https://open.spotify.com/episode/0mQpEagCwDWlqzB3wjYr0b?si=Nig1HyP9RlSE_ZemsCy-kw Books- https://a.co/d/fuKh1Bv   Sponsors Vaulted/Precious Metals- https://vaulted.blbvux.net/coffeeandamike Independence Ark Natural Farming- https://www.independenceark.com/

The German General Staff in 1914 was widely thought to be the best organised institution for waging war that the western world has ever produced. Its ability to plan, prepare and achieve its strategic goals was a key part of Germany's successes and strengths during the war. This podcast episode explores the qualities of the General Staff and the officer, NCO, professional soldier and conscript ranks at the start of the conflict. Help the podcast to continue bringing you history each weekIf you enjoy the Explaining History podcast and its many years of content and would like to help the show continue, please consider supporting it in the following ways:If you want to go ad-free, you can take out a membership hereOrYou can support the podcast via Patreon hereOr you can just say some nice things about it here Become a member at https://plus.acast.com/s/explaininghistory. Hosted on Acast. See acast.com/privacy for more information.

Gene DeCode became interested in Deep Underground Military Bases (DUMBs) in the 1990s while completing his service in the US Navy as a senior NCO with 20+ years of experience. He investigated claims by whistleblowers such as Phil Schneider and established a network of contacts in the intelligence community, covert operations, and US Special Forces. He learned of the locations and activities of DUMBs throughout the world, which he claims currently numbers as many as 5000. * Among DeCode's network of contacts was a British MI6 operative who shared information corroborating the disclosures of whistlelblowers such as James Casbolt concerning the capture and abuse of childxxx in DUMBs for many purposes…. Among DeCode's network of contacts was a British MI6 operative who shared information corroborating the disclosures of whistlelblowers such as James Casbolt concerning the capture and abuse of children in DUMBs for many purposes. DeCode learned that children were used for portal travel, space-time experiments, sex-industry, genetic experiments, and adrenochrome harvesting. He claims that Special Forces from the US and other countries are working with extraterrestrials and Inner Earth civilizations to find and rescue the children. Many battles have occurred in DUMBs throughout the world to liberate children and other captives in DUMBs. DeCode claims that seismic activities around the planet mark battles at various DUMBs where children are being rescued by the Earth Alliance and their Non-Human Intelligence allies. DeCode asserts that once rescued, most of the children cannot be repatriated to surface humanity due to the horrific abuses and genetic changes they have undergone. Instead, they are taken to off-planet locations to be cared for until surface humanity is ready to learn the full truth of what they have suffered in the DUMBs and can be repatriated without further harm or repercussions. Gene DeCode's website is: https://www.genedecode.org/ --- Support this podcast: https://podcasters.spotify.com/pod/show/exopoliticstoday/support

Brig. Gen. Gavin Marks '96 discusses the absolute importance of standards and integrity in leadership, and how a new, more rigorous approach at the Academy will build that in to cadets making them Day-1 leaders. SUMMARY Brigadier General Gavin P. Marks, Commandant of the Air Force Academy, shares his journey from being a young man in Atlanta, Georgia to becoming a pilot and eventually serving as the Commandant. He discusses his experiences at the Air Force Academy, including basic cadet training and the challenges he faced. General Marks emphasizes the importance of perseverance, leaning on support networks, and maintaining high standards in leadership. He also reflects on the impact of the Academy on his personal and professional development. General Gavin Marks reflects on his personal journey and the impact of his wife on his military career. He discusses the importance of being adaptable and humble as a leader and the unique responsibilities of command. He shares his decision to return to the Air Force Academy and the changes he is implementing to better prepare cadets for the challenges of great power competition. General Marks emphasizes the love and passion that the leaders at the Academy have for developing future officers and encourages listeners to continue dreaming big.   OUR FAVORITE QUOTES "How you do anything is how you do everything." "There's always somebody better." "I want to make sure that they feel like they got their money's worth from a military development perspective or military training perspective."  "The leaders at the Air Force Academy, from top to bottom, love deeply, deeply love the institution, and are incredibly passionate about the development of these young men and women into officers in the Air Force and the Space Force." "Continue to dream big. Don't let anyone dissuade you from goals that you have. And as it relates specifically to the Air Force Academy, it is absolutely worth it."   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   CHAPTERS 00:00:  Introduction and Background 01:53:  Returning to the Air Force Academy 02:52:  Young Gavin Marks: Childhood and Calling to Serve 07:04:  Challenges and Growth in Basic Cadet Training 08:29:  Lessons in Leadership and Perseverance 11:45:  Choosing the Air Force Academy and Pilot Training 15:06:  Reflections on the Academy's Impact 20:52:  Leadership Experiences as a Cadet 23:43:  Lessons in Leadership and Perception 27:55:  Successes and Career Progression 32:35:  Meeting His Wife and Reflecting on Tinker Air Force Base 37:25:  Personal Journey and the Impact of Relationships 57:54:  Changes in the Life of a Cadet 01:05:48:  Challenges and Partnerships 01:09:39:  Rigor and Expectations 01:11:09:  Love and Passion for Developing Future Officers 01:12:34:  The Value and Worth of Attending the Air Force Academy   TAKEAWAYS The importance of perseverance, resilience, and grit in overcoming challenges, especially during difficult experiences like the Air Force Academy. The value of having a strong support network, including family and friends, to help navigate challenging times. The significance of leadership roles and experiences during the Air Force Academy in shaping one's development and future success. The Air Force Academy's focus on evolving its training and development methods to better prepare cadets for the challenges of great power competition. The deep passion and commitment of the Air Force Academy's leadership in developing leaders of character who are ready to serve their country.   ABOUT GEN. MARKS BRIG. GEN. MARKS' BIO Brigadier General Gavin P. Marks is the Commandant of Cadets, U.S. Air Force Academy, Colorado Springs, Colorado. He commands the 4,300-member Cadet Wing and more than 200 Air Force and civilian personnel. He guides military, leadership, character development, Basic Cadet Training and Expeditionary Skills Training for the Air Force Cadet Wing in addition to providing facilities and logistical support.  Brig. Gen. Marks earned his commission from the U.S. Air Force Academy in 1996 and his pilot wings from Specialized Undergraduate Pilot Training at Columbus Air Force Base, Mississippi, in 1998. Brig. Gen. Marks has served as a T-1A instructor pilot (at both the undergraduate and graduate training levels) and flight examiner, an E-3B/C instructor pilot and flight examiner, an Air Force Intern, a staff officer on multiple joint staffs, and has commanded at the squadron and wing levels.  Prior to his current assignment, he served as the Director, Electromagnetic Spectrum Superiority, Headquarters U.S. Air Force, Washington, D.C.   Brig. Gen. Marks is a command pilot with more than 3,400 flying hours in the T-3, T-37, T-1A, E-3B/C/G, RC-135S/U/V, TC-135W, OC-135B, and WC-135C aircraft.   - Copy credit:  AF.MIL   CONNECT WITH GEN. MARKS INSTAGRAM: @‌USAFACOMMANDANT     ABOUT LONG BLUE LEADERSHIP Long Blue Leadership drops every two weeks on Tuesdays and is available on Apple Podcasts, TuneIn + Alexa, Spotify and all your favorite podcast platforms. Search @AirForceGrads on your favorite social channels for Long Blue Leadership news and updates!          FULL TRANSCRIPT OUR SPEAKERS Guest:  Brig. Gen. Gavin P. Marks '96  |  Host:  Naviere Walkewicz '99   Naviere Walkewicz 00:01 My guest today is Brig. Gen. Gavin P. Marks, USAFA Class of '96, and currently serving as the commandant of the Air Force Academy. This is his third command position since becoming a member of the Air Force. Gen. Marks was drawn to service as a young man in Atlanta, Georgia, and joined the Junior ROTC program in high school before coming to the Academy in 1992. After he graduated, he became a pilot and flew for 26 years, in addition to continuing his personal and professional development. In 2000, Gen. Marks graduated with distinction from Squadron Officer School at Maxwell Air Force Base in Alabama. In 2015, he again graduated with distinction from the National War College at Fort McNair in Washington, D.C. He has held command positions at the squadron and wing levels. His attachment to the Academy has remained strong, so much so that 20 years ago, he committed to returning and had been working his way back to USAFA when he was called to service, assuming his role as commandant in 2023. Gen. Marks, it is a pleasure. Welcome to Long Blue Leadership. Thank you for being here.   Brig. Gen. Marks 01:03 Thank you very much. It is an honor for me to be here. It really is.   Naviere Walkewicz 01:07 This is an exciting time for us, because especially for me, being a Class of 1999 — “Gold will shine” — I had to get that in there. We go back to Arnold Hall in Basic Cadet Training, when you were the commandant of cadets during Basic Cadet Training for us. So I remember you vividly as your taps from your shoes hit the floor in Arnold Hall. So this is truly a pleasure, sir, thank you.   Brig. Gen. Marks 01:29 It is absolutely surreal to be back, and especially during this period that we're in right now during Basic Cadet Training, and as I interact with basic cadets and the cadre, it's hard not to reminisce about that time. It's hard not to share stories as well. I'm careful that I don't inundate the cadets with my stories of when I was the Basic Cadet Training commander. But it's just it's absolutely wonderful to be back here. Yeah, really is.   Naviere Walkewicz 01:53 Well, we'll get to hear some of those, I think, you know, from your perspective, back then, and also, more recently, as we weave through this podcast. But really excited. And where we like to start is when we go back to young Gavin Marks. So Gen. Marks, tell us about what you were like as a child.   Brig. Gen. Marks 02:08 My mother would tell you that I was precocious, that I was inquisitive. I was very, very talkative as well. So I have an older brother, and we are the sons of two parents that have been married for 55 years, and that's important, because 55 years is a long time, and it taught me the value of being committed. It also taught me the value of what love really looks like, up close and personal as well. I'm from Atlanta, Georgia, as you mentioned, so I'm a product of the South. I am a product of public schools, Baptist churches and Southern upbringing. So, I love sweet tea. I love this disgusting candy called Sugar Babies. And just about anything that you think of with regard to the South, you could probably say that that's pretty accurate as it relates to me and my personality as well. I call everyone ma'am and sir, regardless of rank, just based on my upbringing as well. I really would tell you that I got a calling to serve in the military by virtue of JROTC. I followed my brother into JROTC. We went to different high schools, and he enjoyed it, but it just wasn't his calling. I got involved in it and knew immediately that it was something that I wanted to do. I love shining my shoes. I love shining the brass belt buckle that I had on my trousers. I love marching. I love drill. I did Color Guard. I did Drill Team. It was wonderful for me. It was, I think, the thing that was missing in my life in terms of knowing what my niche was going to be. And so, my professor at that time in that particular JROTC program, I think he saw something in me, and he was the first one to actually bring up a military service academy. Prior to that point, I hadn't heard of anything about West Point or Annapolis or the Air Force Academy at all. And so, I took a trip with my father and we went out to all three and I can't swim, and so Annapolis was pretty difficult for me to wrap my mind around. West Point was too gray. You know, this is a 17-year-old at the time, or a 16-year-old at the time thinking these things. It's like, “Wow, this was really gray and dreary.” No offense to West Point. And then I got to the Air Force Academy, and I remember stepping off the plane and again, coming from Atlanta, Georgia, to see the snow-capped mountains, to immediately be able to feel the difference in the air, I knew that this was the place that I wanted to be. And so, I told my dad right then, as we stepped off the plane, I said, “This is it.” And he said, “What do you know about this place? You haven't even gone here yet.” But I knew, and the rest, as they say, is history.   Naviere Walkewicz 04:48 Wow. So, neither your parents served and your brother was the first kind of introduction to Junior ROTC. What was that like growing up without having that, in Atlanta, not having that military, I guess, presence around you, and you said that's what you learned was missing. But what kind of got you to that point?   Brig. Gen. Marks 05:08 So, I would say, just to be clear, so dad did not have a career in the military, but my father and my uncle both were drafted in Vietnam, and so to that extent, what I would say is, while there wasn't discussions or a lot of military impact in my household, I think, more than anything else, just through watching television, et cetera, there was something about the discipline. There was something about the professionalism. There was something about how revered those that are in service to their nation were in this country that really drew me to the profession of arms. It was just something about the fact that this is a career field. This is a profession that is extremely highly regarded across all facets of life, and I wanted to be a part of it.   Naviere Walkewicz 06:03 So, as a young man in public school, did you find yourself drawn to things, like, I started to think about programs that were like discipline-based, like taekwondo or sports in that manner. Did you have some of those experiences as young man?   Brig. Gen. Marks 06:16 I played — I ran track, following after my brother. My brother thrived in track and field. I followed him, and I absolutely loathed it. I was not athletically inclined, and try as I might, you know, I work out and I try to stay in good shape, but I would not call myself necessarily an athlete of the highest order by any stretch. And so that absolutely was an albatross around my neck coming to the Air Force Academy, especially during basic training, especially during Jacks Valley.   Naviere Walkewicz 06:52 Well, let's talk about that a little bit. Was there a specific instance in Jacks Valley where — because I feel like now you might be able to run circles around some of us.   Brig. Gen. Marks 07:01 Well, I will tell you — so, what I remember a lot about Jacks Valley, I remember the power-line runs. And back then we had the M1 Garand, 11, 12 pounds and we carried it everywhere. And it was heavy. You know, 12 pounds doesn't seem like it's heavy, but it's heavy when you're at port arms, and you're running for miles and miles on end, and the altitude, obviously, is vastly different. Jacks Valley is very dusty. You know, “Jacks Hack” is a thing. And so, all of those things, in aggregate, really caused me a lot of trouble. And so, what I remember is thinking often “I'm not going to make this. This is not going to happen for me,” in terms of graduating out of basic training, because I am falling behind in my runs, et cetera, et cetera. But I made it. I made it.   Naviere Walkewicz 07:56 I love that. And I think for some of our listeners, the key thing, even just in that one was, you know, you didn't give up. You recognized you just had to keep working at it, and you got through it. And you're now serving as a commandant of cadets. So, I feel like there's definitely a story here that talks about you and your grit and your perseverance and everything throughout these years.   Brig. Gen. Marks 08:15 The thing that I took from the Air Force Academy experience probably more than anything else — and there are several things that I took from it — is that this is a an incredibly difficult journey that is made better if you think about it from the perspective of just taking one step at a time every single day. Just show up, just show up, just be present, and that's 80% of it. If you just keep showing up, you are going to be OK. And so that was my mentality: They were going to have to kick me out. I was not going to self-eliminate at all. And so, no matter how slowly I ran back, then they were going to have to kick me out and I was going to keep showing up. The other thing is, I would say this: I had tremendous teammates. Our squad, well, in Jacks Valley, our flight, which became our squadron — we were so close, even back then. And if one of us was falling behind, “Come on, Gavin, let's go. Pick it up.” And that really helped a lot, because you didn't want to let your teammates down.   Naviere Walkewicz 09:22 So, we got a little glimpse of Jacks. So I'm just gonna' dial it back just real quick, back to the point where you said to your dad, “This is it. This is where I'm going.” So, what was that journey like from Junior ROTC to getting into the Academy? Because I think a lot of people want to know what that looked like for you.   Brig. Gen. Marks 09:38 So, I knew that from probably my junior year in high school that I wanted to go into the Air Force or to into the military. I didn't know which branch to be perfectly clear. So I applied to all three service academies. I applied to The Citadel and I applied to VMI and to Rensselaer Polytechnic Institute. Those are all of the ones that I could think of at the time, and the visits helped a lot to crystallize in my mind what I wanted to do. But what really also helped was this fascination with flying. Originally, I wanted to be an astronaut, a dentist, a doctor, an actor, and so many different things when you're growing up, but the idea of flying was really at the forefront of my mind as well. I also knew I wanted to lead. And so, combining those two desires, it made sense to go to the Air Force Academy. And again, I couldn't swim. I tried as much as I possibly could to learn how to swim through the YMCA, et cetera. I'm a product of basic swimming at the Air Force Academy — twice. If I'm being completely candid with you and your listeners, if I could have swam at the time, it is likely that I would have gone to Annapolis, and it is likely that I would have been a Marine, because that is much more, at least in my thinking back then, in line with my personality. Because I am — I will just say the military pillar of the Air Force Academy was, as the young people would say, that's my jam, for sure.   Naviere Walkewicz 11:15 I can see that. While I appreciate that, I can see that. We're so glad that we were able to get you here at the Air Force Academy. So, let's talk about your time at the Academy. You wanted to be an astronaut. You turn the dials toward pilot. Let's talk about what that experience looked like.   Brig. Gen. Marks 11:30 So, the Academy was very, very challenging. What made it challenging primarily was the balance of so many requirements, and that's on purpose. It is rigorous on purpose because the profession of arms requires it, and the nation needs it, it deserves it. I wasn't prepared for it. High school — I wouldn't say high school came easy for me. I would say I did well in high school, and I did well in high school by virtue of cramming and by virtue of instincts. So, I came to the Air Force Academy not really knowing how to study. I didn't know how to prioritize tasks or manage tasks well at all. And the Academy humbled me tremendously.   Naviere Walkewicz Can you share a story about that?   Brig. Gen. Marks Oh, well, I would say this, and the dean, who I know has also been on the Long Blue Leadership podcast as well, she would cringe. So, I never got an F, I'm proud to say, but I certainly am on the team of Ds. I received a D in Aero, and, if I recall, Astro, civil engineering when we had that as a core as well. And that was an incredibly humbling experience for me, because prior to that point, I had never had anything in my career lower than a C in high school or anything like that. And so that kind of thing makes you think, “What am I doing wrong here?” And as you are engaged in that type of introspection, you're still having to get ready for the PFT, and you're still having to get ready for this chemistry test, and you're still having to shine your shoes and get ready for this knowledge test, et cetera, et cetera. And so it was just in my mind, based on my training to that point, not enough time in the day for the reflection that I needed in order to make some changes to my habit pattern. And you're just trying to survive, and you're just showing up every day, one step at a time. So that made it very difficult: the inability for me to study, to not know how to study, the prioritization of tasks. I loved the military piece, and I probably spent more time on that than I should have spent on other things.   My roommates would often comment on the fact that I would be shining my shoes for hours, and I would bypass the need to study until the last minute, until the test came. And that didn't work out very well for me. The other thing I would tell you is this: I wouldn't say that I got homesick, but it was a long way from home. It really was, and so going home really helped to fill my cup back up in terms of just being able to reacclimate with my family and those that were around me — extended family, church, friends, et cetera. It was a long way from home.   I developed a lot of great friends in my squadron. We were in the same squadron all four years, Way of Life committee, gospel choir at the time as well. And then this team of friends that I had on the Cadet Honor Guard as well. What an interesting year that was on the Cadet Honor Guard. But we became incredibly close, and they're still close to this day.   Naviere Walkewicz 14:47 So, I'd like to talk more about the Honor Guard, but before we get there, I think it's important for people to understand that when you find yourself in those tough situations in life and in experiences, how did you pull yourself out of that? You know, you obviously got through. So, something had to change. How did you maneuver that?   Brig. Gen. Marks 15:06 So, I will start by saying this: I talked to my parents a lot, and their support was incredibly helpful for me. They approached it from a different perspective. You know, I learned a lot of great things from both of my parents: hard work, my father's work ethic, my mother and unconditional love and what that truly means. And so, when I'm talking to my parents about the rigors of the Academy experience, my mom would say, “You know, baby you can just quit and come on home and go to Georgia Tech. It's right around the corner, and we'd love to have you, and you don't need this.” And my dad would say, “You better not quit. If you come home, it's for Christmas and you're going back.” And reflecting on both of those comments, my mother was basically saying, “No matter what, we're gonna' love you.” My dad was saying, “No matter what, you can do this, I know you can do it.” And the amalgamation of those emotions and those messages really helped me a lot. It let me know that no matter what, I have support, but I also have the confidence of my parents as well, that leaning on friends is — the friend groups that I talked about as well was really important. And then to a large extent, I would say this: The ability to dig deep inside and pull yourself up even when you are struggling, or even when you are faltering, to be able to show up the next day is really, really important, that grit, that resilience — the thing that we preach to our cadets about now we try to instill in them through the rigors of the Academy experience. It's really important. It's not only important at the Air Force Academy, it's important throughout life, because life obviously throws so many different curveballs your way, right?   Naviere Walkewicz 17:11 I appreciate that you shared that leaning into your support network, not only for their love and their confidence in you, but also it sounds like there was a bit of asking for help and what that was, and so I think that's important for people to hear too. While you are having to pull yourself up, there's no shame in asking for help along the way.   Brig. Gen. Marks 17:27 Not at all. And I would tell you, my mother has so many letters at home and letters that I don't even remember writing during my time at the Air Force Academy, where I was explaining to her different things that were going on that would bring a smile to my face now, because I would be shocked that I would have said these things to my mother or my father in terms of what was taking place and the help that I perhaps needed at the time.   Naviere Walkewicz 17:53 That's great perspective. So, you mentioned Honor Guard, and what an incredible year. I was not part of Honor Guard, but I did appreciate how they helped us stay militarily ready. What was that journey like for you?   Brig. Gen. Marks 18:08 Hard. It was very, very difficult. What I would say is this: So the Cadet Honor Guard attracted me because of the discipline that they had, that they have because of what they represented for the institution as well. These were the cadets that in every formation, carried our nation's flag. These were the cadets that were held up as the example of what a good uniform looked like and what military professionals should strive to look like and resemble and the precision with which they drilled was incredibly impressive to me. And so, when they had an opportunity to showcase what they were about to the fourth-class cadets at the time, so that we could show interest in different clubs, et cetera…   Naviere Walkewicz 19:02 Because you had to try out for honor guard. Is that correct, sir?   Brig. Gen. Marks 19:06 I'm trying to think if I would call it a try-out.   Naviere Walkewicz That's probably not the right word.   Brig. Gen. Marks I think it's probably one of the greatest examples that I can talk to about just showing up, which is to say, “Come one, come all, and there's going to be a lot of physical activity, a lot of running, a lot of drill work, et cetera, all meant to condition you and build your endurance for challenging times when you're in formation, and bad weather and things of that nature, because you know, when you're carrying the nation's flag, it's a no-fail mission, and you can't drop it. And it doesn't matter that it's 20 degrees and 50 knots of wind, you can't drop it.” And so how do I build that into you: the importance of what you're doing means to not only this institution, not only to the Cadet Wing, but to the nation as well? It was a grueling year. It was a hard year. And so I think we started probably with 70-ish fourth-class cadets, and our team ended up at the conclusion at about 16. And that was our team, and that was the team that we carried forth throughout the remainder of our time at the Air Force Academy. And again, I still stay in touch with them to this day. It was a fantastic group of people.   Naviere Walkewicz 20:35 That's incredible. So aside from Honor Guard and some of the time that you spent as a cadet, let's talk about your leadership as a cadet, because you've had multiple positions of leadership.   Brig. Gen. Marks 20:47 So, the two that resonate most with me right now, and that I gained a tremendous amount from — the summer leading into my two-degree year I was the Basic Cadet Training group training non-commissioned officer. That's a mouthful, and so the privilege of being able to, and I'm gonna' use air quotes, “greet” every new appointee as they arrived on the bus to the base of the ramp was given to me, and it was quite an honor. And so, I got to get on the bus and welcome every single basic cadet in the Class of 1998. I will never forget that. And then the next summer, I was the Basic Cadet Training commander, like you were talking about in your earlier comments,   Naviere Walkewicz I definitely recall that.   Brig. Gen. Marks I had a lot of fun, and beyond the fun that you have as cadre during Basic Cadet Training, I had a lot of fun in this regard. As the training NCO, seeing the progress, the development of the basic cadets from I-day, or from that first day of basic training, until the Acceptance Day Parade, if you will, or until we handed them off to the Jacks Valley cadre was something that I really appreciated, because it was very, very noticeable: the changes in drill, the changes in customs and courtesies, the changes in uniform wear, the changes in Mitchell Hall decorum, the changes in how they kept their rooms, et cetera. It was noticeable. And I really appreciated being able to see the fruit of the labor of the cadre. As the BCT commander in so much that you can learn executive-level leadership as a cadet, it taught me a lot about that. So this is the first time that I had an opportunity to conduct my own staff meetings, to build my own staff, to chart a vision, to set objectives, to hold accountable. It taught me a tremendous amount beyond the fun and the great memories of walking across the stage with my taps on during the Fourth of July at A-Hall, which I absolutely still remember to this day, I absolutely remember to this day. But both of those experiences are indelible for me at this point. And I talked to the BCT cadre about them now, because I want them to know that this time that they have is so precious, precious not only because of the memories that they're going to make, but precious because of the impact that they're going to have on these basic cadets. They will remember them forever. They will remember them forever.   Naviere Walkewicz 23:30 Truth. So, I think one of the things that is so unique about that: You said, it was the first time you had the experience of conducting kind of your own operations, or what that looked like, the battle rhythm, the vision. I think a lot of our listeners, you know, they look at you, you're a general, you've been a leader. You know all this. What are some of the things you learned about yourself in that experience that maybe you would share just some lessons in leadership in the early parts of your leadership journey?   Brig. Gen. Marks 23:55 So, I learned very early on, probably as a three degree, that standards really, really matter. It crystallized for me as a probably a three degree, and it just continued to resonate throughout the rest of my career that standards matter greatly in our profession, and perhaps across all walks of life. They matter because of the fact that if we allow someone to not be questioned about meeting standards, we will likely allow further deterioration down the road and erosion down the road, which could lead to catastrophic occurrences. And I've seen it in numerous instances, whether we're talking about accidents, aircraft accidents, whether we're talking about units that have toxic cultures. Because oftentimes it starts with the breadcrumbs that you can walk back to the erosion of standards. There's a line that I love in John Wick. I'm a big John Wick fan. The fourth movie, the bad guy, I don't remember his name, said that his father used to tell him, “How you do anything is how you do everything.” And that is so powerful to me. It is so incredibly powerful. “How you do anything is how you do everything.” I believe that. I truly, truly do. And I learned that for the really, for the first time, as a three degree. I would also tell you perception matters. And I learned that as a firstie as well. How you conduct yourself — as Patton would say, “You're always on parade.” It's important. And if your staff thinks that you are cutting corners here or showing favoritism there, whether that's true or not, it's their reality, and they are going to respond based on how they view their reality, how they view the world in that context. And so, I as a firstie through the experience of the BCT group commander, began to truly pay attention to what perceptions I was perhaps enabling. How about I put it that way? Those are two that come to mind in terms of lessons in leadership that I learned here at the Air Force Academy. When I talk about the idea of building a staff and running a staff meeting, they seem minor. Building the staff was important because it was at that time that I realized that while I may have some things that I'm pretty good at, there are a lot of things that I'm not, and I want to surround myself with people that are good in those areas that I'm not. And so I was very, very deliberate in who I surrounded myself with from a BCT group staff perspective. And then I would also say it's important to, especially when you walk into a group for the first time, to know what you're going to say, to have an agenda for how you want to run things. Because that first impression when you walk in as the leader, as the boss, as the commander, et cetera, it's gonna matter. It is absolutely gonna matter, and you will never have another opportunity to make a good first impression. And so, I could go on and on. I learned a lot from my experiences here in leadership at the Air Force Academy.     Naviere Walkewicz Those are excellent examples.     Brig. Gen. Marks That's why I wanted to come back. While I understood what standards meant and the importance of them as a three degree, I didn't fully put together the impact that the Academy had on me until I was a captain. Leaving here, probably like you and others, I drove away as fast as I could.   Naviere Walkewicz The rear-view mirror…   Brig. Gen. Marks Absolutely, and I told myself that I would never be back here.   Naviere Walkewicz Really?   Brig. Gen. Marks I really did at that time, because enough time hadn't passed to allow me to reconcile all of the wonderful things that had taken place in my development during that four-year period. And it wasn't until I was a captain that I realized that who I was as a function of the Air Force was in large part due to the development that I had received at the Air Force Academy. I credit my parents as well, for sure, but the Air Force Academy, for sure, had a lot to do with that, and I wanted to give that back to other cadets.   Naviere Walkewicz 29:03 Was that in a moment of reflection that you realized that, or was that — did something happen where you were like, “Wow, that's something that I kind of took from the Academy.”? How did you come to that realization?   Brig. Gen. Marks 29:15 I was having — a lot of positive things occurred to me in my career. At that point, I was having a lot of successes, and at some point, I thought about the fact that while certainly I am truly blessed, and certainly there is some luck that plays into that as well, I at some point, through introspection, just kind of look back on the journey that I had gone through from being the knucklehead kid from Atlanta, Georgia, to being this captain in the Air Force, and the metamorphosis that occurred and how that happened. And, so I can only attribute it — some of that, again, is the development over time, when your parents are teaching you things and instilling values and virtue into you, and at the time, when you're a know-it-all teenager, you don't think that it's sinking in, but it does, and it shapes you over time. So, some of it's that, but some of it was the Academy itself. I will tell you this: So, there was a program that I participated in as a junior, I guess, in high school, where I got to come to the Academy for an overnight visit. And I stayed with a cadet, and what I remember about that is this: So I think I stayed two nights. But the first night I went to a pay phone to call a friend, and there was a $20 bill at the top of the pay phone. And so, I went back to the room to tell the cadet, “Hey, somebody left some money there,” and he said, “Don't worry about it. Whoever left it, they'll remember that they left it there, and they'll come back and get it.” And I was bewildered. I was like, I don't understand how that's possible. OK, so the next night, I went to the same pay phone, and it was still there. And I was blown away, and I never forgot that, that this is a place where honor really, really matters. And certainly my parents have integrity, and certainly they, you know, preached and instilled those types of values, but here at the United States Air Force Academy, it was practiced every single day, and it was visibly discernible to me throughout all facets of the Academy experience that undergirding these, you know, push-ups that I was doing and this chemistry test that I was taking, et cetera, was this honor code and these core values that all of us together share. And I just absolutely love that. Reflecting on that over the course of seven years changed my life, truly, for the better.   Naviere Walkewicz 32:15 Thank you for sharing that story. And I actually got chill bumps just thinking about, well, I mean, but you're, right now, you can't think about a lot of places where you can leave something and it's probably still going to be there, or if it was identifiable, it would probably been returned. So, I think that is something we can be so proud of. So, you mentioned, sir, some of your successes. They were kind of, you know, happening outside of the Academy once you'd graduated. Let's talk about what your career looked like and what those successes were.   Brig. Gen. Marks 32:50 So, I was a casual lieutenant. And I guess the claim to fame that I have is that I was Gen. Lorenz's casual lieutenant. So Gen. Lorenz was the commandant immediately after I graduated, went on to become a four-star general, and he is still incredibly active here in the Academy community, and being his casual lieutenant, specifically, his special projects officer, was enlightening in a lot of different ways. Gen. Lorenz is a great leader. He's a unique leader as well. And I learned a lot from being in his space, being in his presence, and seeing how he conducted business. Interestingly enough, when you walk up to the office spaces of the Cadet Wing where my office is, in the hallway is a display of all the previous commandants and their biographies. That was one of my projects as a lieutenant, believe it or not, a long, long, long, long time ago. And so, it gave me an opportunity to be able to research all of the previous commandants to that point and see the commonalities between them as well. So I did that for a little less than a year, and then I went to pilot training. Pilot training was hard. Pilot training was very, very hard. In fact, I came back, if I recall correctly, either in the middle of pilot training or just as I was graduating to talk to the Cadet Wing, the Class of 1998 — one of the classes, '98 or '99 — invited me back to talk at M5.   Naviere Walkewicz I'd like to say it was us.   Brig. Gen. Marks I would like to say it was you all too.   Naviere Walkewicz Can I claim it?   Brig. Gen. Marks And you all gave me the bird, and it was wonderful, and I still have that bird in my office to this day. And I talked about how hard pilot training was, but maybe you'll remember this. I listed the top five hardest things that I've ever done in my life to that point, and I can't remember — I remember No. 1, but I can't remember the exact order, but it was something along the lines of the four-degree year, the entire cadet experience, pilot training, SERE at the time, and my four-degree Honor Guard experience was No. 1 for sure. But all of that to say, just being able to come back to the Academy was a tremendous honor, especially for this silly second, actually, I was a first lieutenant at the time. So went to pilot training and then was selected to be able to stay at pilot training and be an instructor. I went from Columbus to Vance Air Force Base and did that for three years in the T-1, which I absolutely loved. The T-1, that aircraft was probably, if I had the resources, if I was well healed, I would buy myself a T-1 and if I could afford the maintenance. I absolutely love flying that plane and enjoyed my time in AETC. And really, there's nothing special about me. When you enjoy what you're doing and feel like you have a passion for it, oftentimes you're going to do well. I think that's that holds true for just about anybody. I did pretty well in the T-1. After that, I went to an internship at the Pentagon, and so I was there on 9/11 and I got my master's in D.C., left there. After that, I went to Tinker Air Force Base. I did not want to go fly AWACS, and I love AWACS now, but I did not at the time. And I remember when I drove up to the gate for the first time after my year in D.C., and the Security Forces airmen that saw me at the gate asked me, “Are you OK?” just based on the, luckily, based on the look on my face after driving cross country. But what was special about Tinker is that that is where I truly learned, as I would call it, meat-and-potatoes flying, stick-and-rudder flying, no kidding, no thrills and frills. In the AWACS aircraft, you've got to know how to move that jet where you need it to move. You've got to know how to compensate for the aerodynamics of the roto-dome when you're refueling, you've got to know how to fly. And I so it was very enjoyable in that regard, and just being operational was enjoyable. Tinker, though, what I will always credit Tinker for is this: Tinker is where I met my wife.   Naviere Walkewicz 37:15 So I was gonna' ask when the magic happened.   Brig. Gen. Marks 37:19 Yeah, it happened at Tinker. We met through a mutual friend and so, interestingly enough, I always say that the two best decisions I ever made in my entire life, I show on my left and my right hand: my wedding ring on my left, my class ring on my right. Best decisions I've ever made for myself. My wife is retired Air Force 23 years, and she was a first lieutenant, I was a captain. We met through a mutual friend and became friends, and over time, over a period of about a year and a half, we started dating. I asked her to marry me after another year and a half or so, probably a little longer than I should have waited. So, I arrived in 2002, we were married in 2005.   Naviere Walkewicz 37:59 Was her uniform better than yours, sir.   Brig. Gen. Marks 38:05 Oh, goodness, no. So my wife, she will listen to this. My wife would tell you that she has had a wonderful 23-year Air Force journey. Started off with 13 years enlisted time and went to OTS, et cetera. My wife would tell you that I am, I think the term is, I am very “ate up” in terms of the military. Hopefully your listeners know what that means.   Naviere Walkewicz 38:32 Yes.   Brig. Gen. Marks She was not, at all. Not at all. That was not her personality.   Naviere Walkewicz They say opposites attract.   Brig. Gen. Marks 38:35 But I think really, more than anything, what I loved about her, beyond her candor and her honesty, was her compassion as well, her intellect, her ability to be able to see the world in a different way than I saw it — for us to respect each other's opinions about different things, for her difference of a net of opinion, but how she viewed the Air Force and her journey through the Air Force differently than I viewed mine. But we respected each other's nonetheless. And my wife is the reason why I'm still serving and I say that because of this, if my wife was not still in love with this Air Force journey, I would have stopped. I absolutely would have, because being married — and our family is, I hate to say it, is more important to me, truly it is. And so, I would have absolutely stopped. But she loves it. I loathe PCSing. Can't stand it. I'm in a great career field, but my wife loves it, loves the excitement, loves thinking about what's next. And so as long as she's enjoying it, I'm enjoying it too. Yeah, she's my best friend, my best friend for sure. So, we met after that, got married. Fast forward, I left Tinker and went to a Staff assignment in Suffolk, Virginia, stayed there for about three years, went back to the T-1 as a director of operations, a commander in the 99th of Tuskegee Airmen heritage. Then I went to National War College, went to Staff, went back to Tinker, 10 years as the vice wing commander, Offut as the wing commander, back to Staff again, and then here as the commandant.   Naviere Walkewicz 40:32 So, when did the idea trickle back to the mind of, “I want to get back to the Academy?” How did that come into play? Was that just a natural progression of your career? Or how? How does one navigate that?   Brig. Gen. Marks 40:43 So, it was at the time this realization that it had changed me so much and so positively. How can I be a part of another person's just incredible admiration for the experience and appreciation for the experience that they had while they were here? And so, I started investigating becoming an AOC, because at the time, that was where my status in life was in terms of rank, and was the most appropriate, if you will. It just didn't work out for me in terms of the timing.   Naviere Walkewicz 41:24 So, you'd already been looking throughout your career to come back.   Brig. Gen. Marks 41:27 At different points in my career, so about the seven-year point is when I said, “No, I would really like to go back and give back.” And now it's a function of trying to maneuver the timing and all of the other facets that make up an assignment and career progression to try to see how that could work. As an Air Force intern, that counted as my in-residence intermediate developmental education. And so, because of that, I was fast-tracked to staff immediately. And so, timing just didn't work in terms of that intermediate level, getting back to the Academy and making a difference. And so, the next opportunity for me was as a lieutenant colonel, because at that time, our group commanders were group AOCs and they were lieutenant colonels, the opportunity didn't present itself and command of a flying squadron did, and so I absolutely jumped on that with both feet. The idea kind of was off in the back portions of my brain after graduating from command and it didn't come back into the forefront until I got back to the Pentagon because I view the Pentagon as most people do. You know, it's a necessary evil. There is tremendous virtuous work that takes place at the Pentagon. It really is. And I certainly don't mean to poo-poo it. Staff work is important. It's necessary. I wanted to get back into, no kidding, base, desperately. And it had been 27 years-ish to that point. I'd come back for coronavirus. I was working for Gen. Brown and for Secretary Kim. I came back for corona and that was one of the first times that I had been back. And I knew I had to get back here. And interestingly enough, I brought my check to Doolittle Hall. I wanted to be a life member, and I had my $800 check in my pocket. My wife gave me permission, and I was like, “I'm ready.” And I'll never forget this. I don't remember who I talked to, but she said, “Hey, if you wait just a few more months, it'll be free for everybody.”   Naviere Walkewicz Membership for all graduates!   Brig. Gen. Marks I was like, “Sweet!” And then she happened to look at my ring, and she's like, “You got a chip on your ring. Why don't you hand that over to us? Your buying this ring came with a lifetime warranty.” And I was like, “This is unbelievable. This is like, divine intervention. I gotta get back to this place. I love it.” Yeah, I'm so happy to be back here.   Naviere Walkewicz 44:18 That is wonderful. So maybe before we go into arriving back here, kind of some of the surge of what that experience was like — what were some of the leadership nuggets, or the leaders that you worked either under with as peers, those you learned from that worked under you, that you kind of continued to evolve yourself as a leader. What were some of those that shaped you?   Brig. Gen. Marks 44:39 So, I think I will start with my time at Tinker as a flight commander. I think one of the things that I learned then was the importance of being credible in an operational flying squadron. Yeah. Your worth is, especially in a flying squadron, especially as a CGO, your worth is in how well you fly, speaking for pilots in that career field. And so, when you fast forward that to now, what I tell junior officers is this, “As a CGO, your No. 1 objective, your sole objective, is to be a master of your craft. Nothing else really matters. Being a master at your craft is the recipe for success, and if you are not able to do that, it is going to be difficult for you.” So, I learned that at Tinker Air Force Base, I would say, fast forwarding a little bit further to some of my Staff assignments, I would imagine, one of the reasons why I have never been incredibly fond of Staff is because I have — there has never been a good fit for me in terms of the staff assignments that I've been in. I could argue maybe the last one was perhaps, but where I'm going is this: It taught me the need to be able to be adaptable to learn as you go, to be open to learning, and to be humble enough to ask a lot of questions. And I think that that's a tremendous leadership trait to have, to humble yourself to your team, to come in and say, “I don't know everything. I don't know all that you all are doing.” Your stories even, “Please help me to understand. Please teach me.” So Staff, for all of the pains at times, really has developed me to have a better appreciation for that. I would tell you in command, “Oh, my goodness, command is all I ever want to do,” which is both naive and probably a very elementary way of thinking about things I just love command, and command has taught me so much.   Naviere Walkewicz 47:16 What do you love about command?   Brig. Gen. Marks 47:20 So, command is special because there isn't really, not really. There isn't period another position in the military where you are statutorily and regulatorily responsible for mission and people, nothing else. There is no other position in the Department of Defense military like command and to — especially at the unit level, the squadron level — to have such an immediate impact on mission like you are able to, as a squadron commander, and have such a positive impact, direct impact on airmen's lives. It is so incredibly fulfilling. And as you progress and command at higher levels, the direct impact on individuals lives lessens, but the direct impact on mission grows exponentially. I absolutely, not only that, but as you command at higher levels. While the impact, and I probably should have said it this way, the impact that you would have on so many individual airmen's lives' lessons, the impact that you can have on an individual airman's life magnifies based on rank. It is significant also. And I always — one of the things that I tell people all the time is the… it's an oversimplification, but the only reason to have rank is to do good, is to do good things, to make things happen in a positive way that affect positively mission and benefit airmen's lives. That's it. That's all. And if it if rank becomes something different than that for you, you are in the wrong business, or we've given it to the wrong person, if I'm being honest with you.   Naviere Walkewicz 49:11 Thank you for sharing that. So how did you find out that you — how did it work to become the commandant of cadets? Is that something that you're selected for? How did you find out?   Brig. Gen. Marks 49:23 So, I — well for your listeners, there's a dream sheet, if you will. We have a module that we go into and identify things, jobs, positions, perhaps even locations that we think that our skill-set matches up nicely for or that match our family circumstances, and in that module, I talked about the fact that I wanted to be able to give back to the Air Force Academy in this way. And talked about the fact that for 20 years or so, give or take, I have been trying to get back here to be able to have an impact. And I listed some of the things that I felt enabled me to have that type of impact. And then I got a call from the colonel's group or the general officer's group. I can't remember which one, probably general officer's group, that said, “Hey, the superintendent would like to interview you.” And I said, “OK, very good. I look forward to talking to a superintendent.” And what I will tell you is this: It is very difficult to prepare for an interview like that. Number one, you know, in the short amount of time that you're given to prepare for it. And then two, you just really don't know what you're going to be asked. And my knowledge of the Academy was very, very dated, you know, for 27 years ago when I graduated. But I said, “OK, let's go. Let's do it.” And so, I talked to him on the way home from the Pentagon in my car driving home, and we had a really nice conversation. And I remember parking in our driveway, and I remember staying in the driveway for about 15 more minutes as the conversation concluded, and I remember going into the house, and I remember talking to my wife, and I said, “You know, there are probably a number of people that interviewed, and they are, I'm positive, incredibly well suited for the position. There's always somebody better.” That's another great lesson that the Academy taught me, is there's always somebody better. But I said, “I think I feel like that went well. I don't know that I could have given any more to that interview.” Eventually, the superintendent made a decision. The superintendent had to vet that decision through higher levels as well. And eventually you come out on a list and it is announced that this is your next job.     Naviere Walkewicz That's how you found out? You saw the list?   Brig. Gen. Marks So admittedly, you know, birdies are talking to me ahead of time. But at the same time, you are just as a professional, more than anything else that is, that's meant to be private information for just and your family to kind of get your mind wrapped around those types of things. Because, as we've seen over the course of numerous years now, sometimes these lists come out later, and if you were to find out solely by that, that's not a lot of time to house hunt. That's not a lot of time to arrange schools. That's not a lot of time to arrange PCSing, you know, those types of things. So, and in this particular case, I needed to PCS from the Pentagon. I needed to perform a promotion ceremony. I needed to work a change of command ceremony here as well. And so, my wife and I joke, now this last move was the most difficult move we've ever, ever had, because I did all that in 30 days.   Naviere Walkewicz 53:27 Wow, it was a lot, but this was probably one that you were both excited for, not just her.   Brig. Gen. Marks 53:31 Oh, we were. The amount of YouTube videos that we watched in our household about basic training and about the Wings of Blue, just to get our kids excited about this, which is why, I mean — there is no excuse for not knowing what you're walking into at the Air Force Academy, because there are thousands of videos out there. Yeah, and so we were very excited, and the kids were incredibly well educated on what they could expect, everything from the wildlife that's on the installation, to the climate and the altitude, to what cadet life was going to be like. And so, we were really excited. And I remember — and because the kids had never been here at all, my wife and I had taken a trip here early in our marriage, our kids had never seen it and the excitement over the five days of driving was just really, really building up. And so, when we finally were able to see the big white box on the horizon,     Naviere Walkewicz Yes, the chapel-in-the-box.   Brig. Gen. Marks Yeah, when we were able to see that, and I was pointing to it as we were driving, they were just, they were just absolutely bubbling over with excitement. It was amazing.   Naviere Walkewicz 54:34 How did you feel when you saw it?   Brig. Gen. Marks 54:38 Very, very excited. A little overwhelmed. Also, I would tell you, I was really — I was both naive and I was also incredibly humbled and respectful of what I was walking into. Naive in this regard: I felt like, my goodness, I don't know that I've ever been more prepared for a position that I'm walking into than being the commandant of cadets at the Air Force Academy. Because I graduated from here. I surely have to be well prepared and well suited. You know nothing about the inner workings of the Air Force Academy as a cadet. Nothing, nothing. And so, there was so much to learn about governance, not only that — I will tell you this: I had some troubles academically. I never had any run-ins from an honor perspective. I never had any discipline issues, either. And I don't say that to sound self-congratulatory. I say that to show my ignorance, because there were significant gaps in my knowledge and my understanding of how to manage the Cadet Wing, because I had never had any experience with honor, I'd never had any experience with discipline, and so I had to dive into those when I got here and learn that where somebody else might not have had to do that. Very respectful of what I was — the Academy is an incredibly special place. It is also, I don't say this, I don't mean this pejoratively, it is also a lightning rod for attention. There is always attention being drawn to the Air Force Academy and coming into the institution knowing that, it certainly had my attention up front, and I realized also that the opportunity to shape 4,000 cadets and to be able to be the one with a great, amazing team responsible for their military development, their character and leadership development, to ensure that on graduation they had achieved everything that they needed to do in terms of commissioning education to be responsible for their honor education, to be the one that is ultimately overseeing cadet life, it's an awesome, awesome responsibility, and I had a tremendous amount of respect for it when I came into the institution. So overwhelmed in that regard.   Naviere Walkewicz 57:22 I almost could feel through your eyes what you just expressed in coming back and seeing the Academy again and I think this is a wonderful time, because some of us have had the opportunity, whether it's been recent reunions, to hear you speak at reunion briefings, to catch a glimpse of you know, some of the changes or some of the things that you've brought back. Maybe this is an opportunity to share what's Academy life like now, but through the eyes of the commandant. What would you like to share with our listeners?   Brig. Gen. Marks 57:49 So, I would tell you and your listeners that the life of a cadet has changed and is going to change even more. So, I would start much more strategic and talk about this geo-strategically. Being in an era of great power competition, we recognize that because of who our competitor is, because of the advances that they have made, et cetera, it is incredibly important. It's critical for us to rethink how we do just about anything. Rethink how we train, how we develop, how we organize, how we employ force, how we sustain that employment of force, everything. At the Air Force Academy we're in a developmental business and so it's important for us to step back and ask ourselves, with no indictment on the past and the cadets and the lieutenants, rather that we have created and that we have graduated, but right now today, are we doing everything that we can to ensure that the lieutenants that we graduate are ready to lead on Day 1 and win ultimately, should deterrence fail in great power competition? In that deep dive, we have to explore some of the training techniques that we employ here and whether they are applicable on the outside and the force the greater force, or whether they are potentially creating a hazard of negative transfer, we have to ask ourselves whether some of the traditions that we enjoy, or that we have enjoyed here at the United States Air Force Academy, are appropriate for this day and age, send the wrong message, or are potentially harmful in terms of our culture and our climate. Deep diving into all those things, one of the things that I've come to the realization about is this: What I want to be able to do is ensure that a cadet that has graduated — and I know that I won't be here for four years, but assuming that I was — meeting a cadet on I-Day and walking with them through four years, I want to make sure that they feel like they got their money's worth from a military development perspective or military training perspective. And here's what I mean by that: Anecdotally, as I talked to cadets, hundreds of cadets, and talked about their journey at the Air Force Academy, one of the things that I found is that the institution and the curriculum challenged them as a four degree. I think that is universal. But I would also say, and I would imagine, that many of your listeners who are grads would agree that once you were out of your four-degree year, the institution allowed for it to be, if this was your desire, very easy for you to coast militarily, or, dare I say, potentially hide militarily. And I didn't want that. I wanted essentially the same level of rigor that is placed on you academically and the same level of rigor that is placed on you physically and athletically to be placed on you militarily. Said another way, the same sweaty palms that you get in anticipation of your GR are the same sweaty palms that you get in anticipation of your PFT. I want you to have an anticipation of your inspection, or an anticipation of your formation, or an anticipation of your knowledge test, et cetera, throughout your four years. And so, we have evolved our thinking and more importantly, our focus to developing across all four years with the same level of diligence and the same level of rigor that we placed in our fourth-class development. And so the moniker, or the catch phrase, the bumper sticker that we use is that we have transition from a focus on the fourth-class system, to a four-class system, where you can expect, as a rising three degree, or as a rising two degree, to be taught what we need you to do in terms of your military development, expectations and responsibilities, let loose to go practice those things, those supervisory skills, et cetera; assessed on those things, taught warfighting skills as well, that will prepare you for great power competition, et cetera, et cetera. And I can go into a lot more detail, but suffice it to say, this is a significant shift in how we've been operating, and it's a shift for the better, because this is what our nation needs. This is putting us in a better position to be ready on Day 1 to lead and to win on Day 1. So, I'm really excited about it.   Naviere Walkewicz That is exciting. Brig. Gen. Marks We're also bringing some rigor back into expectations about what it means to be a member of the Cadet Wing. So, in other words, we are increasing the number of formations. We are increasing the number of inspections. We are putting our money where our mouth is with respect to the fact that we say and rightly so, that we value character. We are now adding that too as a function of how we assess from a military performance average perspective, how we assess character, because it's so important, it's so critical. There are a lot of changes that are happening for the better, and these changes are going to affect not only the readiness of our cadets, but it's going to affect the culture of our Wing as well in a positive way. It's just going to take some time.   Naviere Walkewicz 1:04:00 That's outstanding. Do you see that trickling up as well into some of the officers that are involved in this, with you, and shaping the cadets — so the AOCs, also your AMTs, and how they're doing that? Is that part of this as well?     Brig. Gen. Marks 1:04:13 It is, and I'll be honest with you, I don't want to be short-sighted or to minimize the impact that the entire institution is going to have. Believe it or not, the touch points that our faculty have, our coaches and staff have, they are abundant, and we would be doing ourselves and our cadets a disservice if all of us in lockstep were — not attacking the problem, but weren't in this together in terms of this development and this approach that we're taking. And so we are. We absolutely are. The dean and I are classmates. We have a tremendous and positive relationship, same with the athletic director and the executive director of Athletics as well. And together we have coffee on a regular basis, and we share ideas and talk about our approaches so that we can together positively impact our cadets. So yes, it is an all-of-USAFA approach and an all-in approach.   Naviere Walkewicz 1:05:22 Absolutely love that. Well, I have two questions. I want to give them to you so you have a chance to think about. The first one being, you know, as a commandant, what keeps you up at night? I think that's something on the minds of our listeners. But then also, would you share maybe, what's something that you're so proud of that's happened since you've been here kind of under your leadership, and maybe something that you're not so proud of? And you can answer those however you'd like.   Brig. Gen. Marks 1:05:48 What keeps me up at night is the resilience of cadets. And let me explain that just a little bit. In no way is that an indictment of a generational thing; this generation of cadets is less. Not at all. It's me talking about human behavior and saying that our program is difficult, it's challenging, and individuals respond in different ways to that, and what keeps me up is an individual feeling like there is no way out. That bothers me a lot. It really, realy, really concerns me a tremendous amount. And so I spend a lot of time talking to our command teams about this and about the need for us to administratively ensure that we are being as efficient as possible when we adjudicate certain matters, because what we don't want to do is leave someone dangling in terms of decision making for months and months on end, because that exacerbates that problem and my concern. In terms of what I am most proud of — so, the jury is still out, but here's what I'll say: I'm very proud of a lot of things. I'm proud of the team we've assembled. I'm proud of the work that is being done at the Staff level. I'm proud of the work that our commanders and our AMTs are doing. Our commanders, our AOCs. I am also very proud of the partnership that we have across the installation. That partnership has enabled us to make a significant change to what is called the schedule of calls, the construct that defines how cadets, day to day, spend their time, essentially. We have made a significant change to it that enables us to provide a more professionalized delivery of commissioning education. It has allowed for us to provide some white space in cadets lives, significant white space. It has allowed for us to build in time for unit fitness. Unit fitness being the operative phrase there, because the unit is so important and developing that cohesion is so important. It ha

Sara Karrasch is a 22 year Army veteran from the Adjutant General Corps (HR technical career field). She enlisted at 17 years rose through NCO ranks to an E-6. Then in Sara's 8th year she went to the Green to Gold program to become a commissioned officer where she earned a Bachelor's in Business Administration from the University of Maryland. Iraq Deployment 2008 as Public Affairs officer Served 3rd Brigade Combat Team 82nd Airborne division Selected from the top 10% of Army Officers within the HR career field to manage the talent management and assignment processes. 2018 Operations Officer and Program Manager, Pentagon then Retired as Army Major 2018-2019 Contractor/Senior Business Analyst for Exelon, an American Fortune 100 Energy Company 2019-2020 Human Resources Specialist/Information Systems (Federal job GS-13) 2020-2021 Supervisory Human Resources (Federal job GS-13) 2021-2022 Senior Consultant/servicing contracts as Principal Project Manager/ Principal Business Analyst 2022- present Principal Program Manager/Director PMO services SDVOSB Professional Services Consulting Firm John Helm is a 20 year Marine veteran that started as an aviation Electrician on CH-53E helicopters and naval aircrew. He entered the into the MECEP program, earned an Aerospace Engineering degree from the University of Maryland and earned an aviation contract. John graduated TBS in the top 5% and went on to flight school, earning an F-18 pilot designation. After retirement he founded the Rockhead Consulting company where you can find both Sara and him at Rockheadconsulting.com or Admin@RockheadConsulting.com. Bronze Star in Iraq as the Recruiting Advisor for the Iraqi Armed forces. Stood up the Marine Aviation Training System Site Iwakuni. Lead aviation training planned for the Join Chiefs of Staff military exercise for Southeast Asia from 2008-2013. Meritorious Service Medal for saving the lives of 4 Marines during a SAR effort in Thailand. 2014 Worked at the MD Public Service Commission 2015-2019 managed large portfolios of capital improvement work ($250M+ annually). 2020-2022 Stood up a Consulting Department for a small firm, bringing in over $10M in revenue. 2022- Started up Rockhead Consulting, SDVOSB Professional Services Consulting Firm --- Support this podcast: https://podcasters.spotify.com/pod/show/vets2pm/support

Welcome to The Times of Israel's Daily Briefing, your 20-minute audio update on what's happening in Israel, the Middle East and the Jewish world. Military reporter Emanuel Fabian joins host Amanda Borschel-Dan for today's episode. The Israel Defense Forces confirms that it has recovered the bodies of six Israeli hostages during an overnight operation in Khan Younis in the southern Gaza Strip. The hostages are Alex Dancyg, 75, Yagev Buchshtav, 35, Chaim Peri, 79, Yoram Metzger, 80, Nadav Popplewell, 51, and Avraham Munder, 78. Fabian debriefs us on what we know so far. An Israeli officer was killed and several others were wounded by a failed airstrike in southern Gaza on Monday morning, the military said, as troops pressed on with operations across the Strip. The soldier was named as Lt. Shahar Ben Nun, 21, a team commander in the Paratroopers Brigade's reconnaissance unit, from Petah Tikva. We learn about the tragic technical failure and are updated on the number of soldiers killed in accidents and "friendly fire" during the war in Gaza. A noncommissioned officer in the IDF was killed and another soldier was seriously wounded in a Hezbollah explosive drone attack in northern Israel on Monday morning. The slain NCO was named as Chief Warrant Officer Mahmood Amaria, 45, a tracker in the 300th “Baram” Regional Brigade, from the northern Bedouin village of Ibtin. Fabian fills us in on the continued deadly tit-for-tat conflict along the northern border. The Hamas terror group on Monday claimed responsibility for an explosion in Tel Aviv the day before, saying it was a suicide bombing conducted as a joint operation with the Palestinian Islamic Jihad and vowing further such attacks. Fabian explains what we know -- and don't -- about the incident. For news updates, please check out The Times of Israel's ongoing live blog. Discussed articles include: IDF recovers bodies of 6 hostages from Gaza, including one previously presumed alive IDF officer killed in failed Israeli airstrike in Gaza's Khan Younis Soldier killed, another seriously hurt in Hezbollah drone attack on Western Galilee IDF strikes Hezbollah weapons depots deep in Lebanon after deadly drone attack Hezbollah fires 75 rockets at Israel after IDF hits weapons depots in eastern Lebanon Police, Shin Bet said to believe Iran, Hezbollah may be behind failed Tel Aviv attack Hamas claims Tel Aviv blast as attempted suicide bombing, vows to carry out more Subscribe to The Times of Israel Daily Briefing on Apple Podcasts, Spotify, YouTube, or wherever you get your podcasts. This episode was produced by Ben Wallick.  IMAGE: IDF troops seen operating in the Gaza Strip in this handout photo published on August 19, 2024. (Israel Defense Forces)See omnystudio.com/listener for privacy information.

For decades the Middle East has been America's top national security challenge.From terrorism, to war, to regional instability, it takes more than a military effort to find solutions.As America navigates one of the most volatile times in history, Fran Racioppi sat down with retired General Joseph Votel, one of America's most influential leaders and scholars in Middle East policy. General Votel served as Commander of United States Special Operations Command, US Central Command, Joint Special Operations Command and 75th Ranger Regiment; organizations critically responsible for America's Middle East operations. General Votel unpacked the reasons why Hamas chose to attack Israel, Iran's malign influence, and the responsibility of the other Gulf states in preventing regional instability. He also broke down the opportunities the United States has across the diplomatic, information, military and economic spectrum; including America's ability to mobilize for a peer-to-peer fight. Plus he talked all things Ranger Regiment, the officer-NCO relationship, and keys to effective leadership. Take a listen, watch, or read our conversation with one the Army's most respected leaders then head over to our YouTube channel or your favorite podcast platform to catch up on our entire national security series from Washington, DC and Fort Liberty, NC. Highlights:0:00 Welcome to Odgers Berndtson3:07 The rise of China and Russia13:47 Why is Iran on the offensive?21:14 Using the elements of National Power24:34 The impacts of the Israel-Gaza War32:55 General Votel's call to serve42:35 Advice to new leaders47:42 How the NCO corps separates the US military 56:46 The role of Special Forces in the peer-to-peer fight1:05:09 Solving the recruiting challenge1:13:28 General Votel's Three Daily FoundationsQuotes: “In a word, they've had it and they're trying to reassert themselves.” “Putin has pretty much told us what he wants to do. He wants to eclipse the United States.” “The Gulf partners, the other Arab states, aren't that keen on having a new Palestinian state in the region.”“We have over-militarized a lot of our foreign policy in these areas. We need to be leading with diplomacy.”“If you open these humanitarian corridors, are you arming your adversary?” “When I showed up to West Point…instant buyer's remorse.” “To me, leadership has really become about the basics.” “I had a Sergeant Major. Bill Thetford. We were together for eight plus years; longer than the average American marriage.” The Jedburgh Podcast and the Jedburgh Media Channel are an official program of The Green Beret Foundation. Learn more on The Jedburgh Podcast Website. Subscribe to us and follow @jedburghpodcast on all social media. Watch the full video version on YouTube.Special thanks to Odgers Berndtson for hosting this conversation.

We reached out to our guest for this week's episode after he testified before Congress and used the opportunity to repeatedly highlight military human performance programs. He was also our first guest to tune in from the Pentagon Briefing Room. Troy Black is the Senior Enlisted Advisor to the Chairman of the Joint Chiefs of Staff, making him the most senior NCO in the entire United States military. We were particularly interested in having him on when we saw that the #2 priority on his strategy document is Holistic Human Performance. SEAC Black assumed his current post as the 5th SEAC on Nov. 3rd, 2023 following his selection and service as the 19th Sergeant Major of the Marine Corps. A native of Louisville, Kentucky, he attended recruit training at Marine Corps Recruit Depot Parris Island, S.C., in April of 1988 and attended the School of Infantry and Marine Corps Security Force School. Throughout his career, SEAC Black has been assigned numerous duties to include: Machine Gunner, Machine Gun Squad and Section Leader; Weapons Platoon Sergeant and Weapons Platoon Commander; Drill Instructor, Senior Drill Instructor, Fleet Anti-Terrorism Security Team (FAST) Platoon Sergeant and Operations Chief, Series Gunnery Sergeant, DI School Instructor, and RTR Drill Master; First Sergeant, Sergeant Major, 3d Bn, 7th Marines, Combat Logistics Battalion 5, 11th Marine Expeditionary Unit, 1st Marine Logistics Group, and Manpower and Reserve Affairs. He has deployed in support of Operation Just Cause, Operation Sea Soldier, Desert Storm/Desert Shield, and Sea Angel; Operation Iraqi Freedom II (OIF), Operation Bright Star, Operation Iraqi Freedom IV (OIF) ; Operation Enduring Freedom in 2010; WESTPAC 14.2 and Operation Inherent Resolve. SEAC Black has a Bachelor of Science in Terrorism and Counterterrorism Studies from National American University and graduated from the Joint Special Operations Forces Senior Enlisted Academy December of 2011.

In this special episode of the Talking Lead Podcast: Coming off the weekend of the failed assassination attempt on former President Donald J. Trump, Lefty gathers 4 of the best Executive Protection Agents in the business to educate us on what exactly Executive Protection is, how it's supposed to be done and Lefty gets the guys to share  some awesome  and funny on-the-job stories.  Plus we get everyone's take on how and why the Trump Rally Executive Protection was such a disastrous failure.   Jim "The Kraken" Erwin: (Slipknot) Veteran of the U.S. Special Operations Forces, including service as a 1st SFOD-D (Delta) Operator.  He was part of the 1st SFOD-D selection course – where he was ultimately one of five candidates chosen from a class of nearly 100.  Erwin was awarded the Distinguished Honor Graduate of his U.S. Army Sniper Course while serving with 2/75 Ranger Bat. He also served as the ranking NCO for a military free-fall platoon with a Long Range Surveillance Company.  After leaving active duty, Erwin provided close protection and security for high-profiled clientele across the globe including many high-threat environments. Erwin provides high level firearms training through his company Shoot Performance Institute Daniel Fielding:  (Kid Rock)  Author of The Asset Mindset: A Special Forces Perspective for Achieving Success.  Daniel is a former Green Beret with the 7th Special Forces Group.  He was with the Department Of Defense during GWOT training MARSOC and various other military groups.  Daniel has been Kid Rock's head of Executive Protection for several years and, through Kid's unique friendship with Donald Trump, has had several opportunities to work directly with Trump's security details. Bryan Seaver: (Dolly Parton) Provides full spectrum personal protection for celebrity icon headliners on multiple musical world tours. Bryan has conducted tour security, venue coordination, facility protection and estate security for seven years as the Director of Security for CTK Management, LLC and its clients.  A graduate of Executive Security International (ESI) and owner of a Nashville, Tennessee based security consulting company, Squadron Augmented Protection Services, LLC. Bryan provides dignitary protection and specialized security support to high-risk individuals, celebrities, corporations and the defense industry. Andrew Coussens:  (Technical Advisor - Terminal List: Dark Wolf)  Author of A Failed State: An International War On Terror Novel & RELAPSE: The Cost of War.  Andrew spent over eight years deployed as a contractor for the CIA in a classified program that is still active in numerous areas of the world in the War on Terror. He spent four years simultaneously training partner nations in counter-terrorism tactics for the US State Department's Global Anti-Terrorism Assistance program. Since leaving these programs, including his time with an elite federal search and rescue program, Andrew has been employed as a consultant for a field trauma medical company as well as representative for a K9 centered executive protection and hostage negotiation retrieval firm.

In this episode, we discuss the following topics. *Josh's experiences with squad leaders up to this point in his career *How these leaders influenced him   *His experiences going through the reconnaissance training pipeline and serving with 3rd Recon Battalion *His decision to leave the recon community and the shame he felt as a result   *Josh's deployments with the 31st MEU   *The “golden nuggets” of leadership he took from his first squad leader   *How Josh approaches corrective actions   *The benefits of having a strong NCO and squad leader core within a unit   *Creating such a core and the challenges to doing so   *Josh's thoughts on what makes a “real” deployment   *Why many Marines don't see MEUs as "real" deployments   *Josh's advice for squad leaders on making the most of MEUs   *His experiences supporting operations on the US-Mexico border   *His advice for fighting complacency during monotonous missions --- Support this podcast: https://podcasters.spotify.com/pod/show/damien-oconnell/support

A philosophical interview with WO1 Neil Bissonnette on leadership, mentorship, and officership. He considers his NCO experiences,  discusses the transition to Warrant Officership, and has insights for leaders at all levels. Mr. Bissonnette recently  completed his  technical affiliation and is on his way OCONUS.  We would love to hear from you! Email Warrant.Officer.History@gmail.com to get ahold of us with questions or requests.For CW5 Momeny's most recent interview:https://podcasts.apple.com/us/podcast/cw5-leonard-s-momeny-department-head-of-military/id1633346369?i=1000656668016For doctrine resources, excellent professional writing, research, and other formats to digest doctrine:https://armyuniversity.eduhttps://www.armyupress.army.milhttps://podcasts.apple.com/us/podcast/breaking-doctrine/id1522992251https://rdl.train.army.mil/catalog/#/search?current=true&search_terms=audiobookYou can find more information about the Warrant Officer Historical Foundation at https://www.warrantofficerhistory.org . Please visit us on Instagram @WOHF1918, Twitter @WOHF1918, and on the Warrant Officer Historical Foundation LinkedIn page.Visit warrantofficerhistory.org to learn more about how you can help support the foundation and programs like this.Stay current with Warrant Officer ideas! All current Strength in Knowledge Journal Issues are posted at https://www.armyupress.army.mil/Journals/Warrant-Officer-Journal/ To learn more information about Warrant Officers, visit USAWOCC: https://armyuniversity.edu/wocc/courses?p=OverviewPlease also feel free to connect with the United States Army Warrant Officer Association at https://usawoa.org and visit their Facebook page @UnitedStatesArmyWarrantOfficerAssociation or the US Army Warrant Officer Career College @TheU.S.ArmyWarrantOfficerCareerCollegeTheme music (intro &  outtro) composed by SFC(R) Joshua DiStefano. https://joshdistefano.com/ Ceremonial music provided by https://www.usarmyband.com/ceremonial-music-guidehttps://www.warrantofficerhistory.org/Preserve and educate!

Gene D. (pseudonym) is a 20+ year US Navy veteran who served on five classes of submarines during his military career where he attained a senior NCO rank. In 1992 he had a Near Death Experience in which he received information downloads from the celestial realm about how Earth is run by dark forces, and also enhanced abilities such as remote viewing. He soon after retired from the US Navy and has ever since been researching anomalous phenomenon and exposing the elite groups, both human and extraterrestrial, secretly running our planet. In his first Exopolitics Today interview, Gene D. discusses his naval background and a detailed paper he wrote about the history of Deep Underground Military Bases (DUMBs), and the key figures involved in revealing the truth. He is optimistic that despite the long control global elites (Deep State) have had over our planet using DUMBs and other extraterrestrial-related resources, the truth is being slowly revealed through the great awakening that is happening in the US and around our planet. Gene D. website is https://www.genedecode.org/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/exopoliticstoday/message Support this podcast: https://podcasters.spotify.com/pod/show/exopoliticstoday/support

Mike Shelby is a former military intelligence NCO and contractor. A veteran of Iraq and Afghanistan, he is the CEO at Forward Observer, an Intelligence services company specializing in threat intelligence, trend analysis, conflict monitoring, and applied intelligence training. We discuss his new book arriving summer 20204, the impact an individual can make on the local level, the term REVOLUTIONARY RUPTURE, building your network, bitcoin, and much more. PLEASE SUBSCRIBE LIKE AND SHARE THIS PODCAST!!!     Video Version of Show Rumble- https://rumble.com/v4v5496-coffee-and-a-mike-with-mike-shelby-revolutionary-rupture.html     Follow Mike Twitter- https://twitter.com/grayzonersearch?s=21&t=wJ_TXcgvhfWdQSmirONGEA Instagram- https://www.instagram.com/grayzonewarlord/?hl=en Website- https://forwardobserver.com/ Substack- https://grayzoneresearch.substack.com/ Order Mike's latest book- https://grayzonestore.com/store/p/area-intelligence-handbook YouTube- https://www.youtube.com/@ForwardObserver/videos   Follow Me Twitter/X- https://twitter.com/CoffeeandaMike Instagram- https://www.instagram.com/coffeeandamike/ Facebook- https://www.facebook.com/CoffeeandaMike/ Truth Social- https://truthsocial.com/@coffeeandamike Gettr- https://gettr.com/user/coffeeandamike Rumble- https://rumble.com/search/all?q=coffee%20and%20a%20mike Apple Podcasts- https://podcasts.apple.com/us/podcast/coffee-and-a-mike/id1436799008     Support My Work Venmo- https://venmo.com/code?user_id=3570365208987017385&created=1658667789.4661531&printed=1 Website- www.coffeeandamike.com Email- info@coffeeandamike.com   Sponsors Independence Ark Natural Farming- https://www.independenceark.com/  Sign up today for a chance to win the $300 BBQ Giveaway

NC Scout is a former Infantry Scout in one of the Army's best Reconnaissance Units, a former NCO, serving in both Iraq and Afghanistan. We discuss the collapse of the American empire, protests at the colleges, FASCISM IN AMERICA, the military industrial complex, recent headlines around signal/telegram, prepping and much more. PLEASE SUBSCRIBE LIKE AND SHARE THIS PODCAST!!!    Video Version of Show Rumble- https://rumble.com/v4ttzuz-coffee-and-a-mike-with-nc-scout-fascism-in-america.html   Follow NC Scout Twitter- https://twitter.com/Brushbeater Website-  https://www.americanpartisan.org/ Website- https://brushbeater.org/ Books- https://www.amazon.com/Guerrillas-Guide-Signals-Intelligence-ebook/dp/B0CP6STMNT/?_encoding=UTF8&pd_rd_w=Ev52y&content-id=amzn1.sym.cf86ec3a-68a6-43e9-8115-04171136930a&pf_rd_p=cf86ec3a-68a6-43e9-8115-04171136930a&pf_rd_r=147-2302264-3372915&pd_rd_wg=KbG2i&pd_rd_r=2e49826a-9986-4ae0-837b-955a1d8bca71&ref_=aufs_ap_sc_dsk     Follow Me Twitter/X- https://twitter.com/CoffeeandaMike Instagram- https://www.instagram.com/coffeeandamike/ Facebook- https://www.facebook.com/CoffeeandaMike/ Truth Social- https://truthsocial.com/@coffeeandamike Gettr- https://gettr.com/user/coffeeandamike Rumble- https://rumble.com/search/all?q=coffee%20and%20a%20mike Apple Podcasts- https://podcasts.apple.com/us/podcast/coffee-and-a-mike/id1436799008     Support My Work Venmo- https://venmo.com/code?user_id=3570365208987017385&created=1658667789.4661531&printed=1 Website- www.coffeeandamike.com Email- info@coffeeandamike.com   Sponsors Independence Ark Natural Farming- https://www.independenceark.com/  Sign up today for a chance to win the $300 BBQ Giveaway

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In 1987, 25-year old Cynthia Torres closed down the NCO club on base, but she never made it home. When her husband went looking for her, he found her car in the NCO club parking lot and inside the car was a horrendous crime scene. Cynthia was in her car clinging to life. Without a single eye-witness, would they capture the perpetrator? Join Margot as she takes you to a now-closed military installation called Bergstrom AFB in Texas. ——- Ways to support your favorite podcast: Join My Patreon Family! Subscribe to Military Murder Premium on Apple Podcast! Rate/Review the Show! Tell a Friend about Military Murder —— Military Murder is a military true crime podcast that focuses on murders committed by military members, veterans, and sometimes their family members.  ---- Follow on social: YouTube: https://www.youtube.com/@mamamargot  TikTok: https://tiktok.com/@militarymargot  Instagram: http://www.instagram.com/militarymurderpodcast  Discussion Group: https://facebook.com/groups/militarytruecrime  Email: militarymurderpodcast@gmail.com Learn more about your ad choices. Visit megaphone.fm/adchoices

In the Air Force Special Warfare pipeline and beyond, you will be wholly immersed in training every day you show up to work. So, how do we design training? What's the science behind how we train? We brought on Dr. Preston Cline, founder of the Mission Critical Team Institute (MCTI), to discuss the importance of cultivating and developing instructors in the military. He highlights the challenges of transitioning from operator to instructor and emphasizes the need for humility, curiosity, and empathy in training. Preston also addresses the cultural challenges within the Air Force and the importance of validating instructors with scientific data. He emphasizes the value of repetition and experience in instruction and the need for job creation and cultivation of NCOs throughout their careers. Additionally, he discusses the impact of the hard life on special operators and the need for honest conversations about long-term effects. The conversation explores the challenges and opportunities for senior NCOs in providing value and influencing change within the military institution. It emphasizes the importance of flexibility, communication, and understanding the language of officers to accomplish meaningful outcomes. The discussion also highlights the need for humility, continuous learning, and maintaining a sense of humor throughout one's career. The chapters cover topics such as the challenges of providing value as a senior NCO, working with officers, solving problems for one up and one down, the importance of trust, learning from mistakes as an instructor, and taking responsibility for the hard path.Make sure to follow everything that Dr. Preston Cline is doing through his project, Mission Critical Team Institute over at https://missioncti.com/# and make sure to check out his podcast, the MCTI TeamCast everywhere you can download your podcasts!Chapters00:00 Introduction and Background of Mission Critical Team Institute01:03 The Commonalities Between Wilderness Guides and Special Operations07:37 Adapting to Change and Developing the Next Generation09:00 The Challenges of Transitioning from Operator to Instructor10:40 The Role of Leadership in Developing Instructors22:15 The moral challenge of fighting a 12 year old cancer patient 22:34 The Challenge of Burnout and the Value of Each Interaction27:38 The Evolution of Tactics and the Importance of FleCollabs:Ones Ready - OnesReady.com 18A Fitness - Promo Code: 1ReadyAlpha Brew Coffee Company - Promo Code: ONESREADYATACLete - Follow the URL (no promo code): ATACLeteCardoMax - Promo Code: ONESREADYDread River - Promo Code: ONESREADY Eberlestock - Promo Code: OR10Hoist - Promo Code: ONESREADYTrench Coffee Company - Promo Code: ONESREADYThe content provided is for informational purposes only and does not constitute legal advice. The host, guests, and affiliated entities do not guarantee the accuracy or completeness of the information provided. The use of this podcast does not create an attorney-client relationship, and the podcast is not liable for any damages resulting from its use. Any mention of products or individuals does not consti...