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Drew's book link: https://www.amazon.com/Preparing-Surv...Fortitude Ranch (Survival Community) website https://fortituderanch.com/about-2/Colonel Drew Miller (USAF, Ret.) is an honor graduate of the U.S. Air Force Academy with a Master's and PhD in Public Policy and Operations Research from Harvard University. He served as an Intelligence Officer, then Plans and Programs Officer in the Air Force, a Research Staff Member at the Institute for Defense Analyses, and in the Department of Defense Senior Executive Service. He is the President of the Collapse Survival Institute and CEO of Fortitude Ranch, the largest survival-community network in the United States, and the author of Preparing to Survive in the Age of Collapse: Political, Military, Foreign Policy, and Preparedness Reforms Vital for Our Survival.Drew's goal is to warn Americans that government is not providing honest warnings of the high and rapidly increasing risk of collapse disasters like an H5N1 pandemic, loss of the electric grid, AI being used to help bad people develop new Weapons of Mass Destruction, and super-intelligent AGI soon likely to start exterminating pesky humans according to top experts. Government is killing Americans now with bad, often unconstitutional programs, protecting only top government/elected officials in a collapse, with Executive Orders authorizing government agencies to seize food and resources from private citizens in a collapse.Major changes in public policies, foreign and military policies, and preparedness are vital now if we are to survive in the Age of Collapse.#news #politics #politicsnews #survival #survivalskills #war #ai #pandemic
50:00- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News Contributor Topic: Putin unleashes new fury on Russia; Russia, India, and Iran summit 1:02:17- Dom Provenzano, Marketing, Communications, and Member Relations Manager of the Staten Island Chamber of Commerce Topic: Staten Island Spotlight 1:10:31- Hogan Gidley, Former National Press Secretary for the Trump campaign and former White House Deputy Press Secretary Topic: Trump administration closing 270 trucking schools in fraud crackdown; SCOTUS ruling on the Trump ballroom; U.S. Army secretary Dan Driscoll resigns 1:24:59- David Fischer, CEO of Landmark Capital Topic: Treasury debt reports; Gold backing our currency 1:36:36- Col. Kurt Schlichter, Attorney, Retired Army Infantry Colonel with a Master's in Strategic Studies from the United States Army War College, Senior Columnist at Town Hall, and the author of the upcoming book "American Warlord" Topic: Kurt's battle against the Washington Post; Dan Driscoll's resignation; Legalities of the Trump ballroom 1:46:41- Arthur Lih, Inventor & CEO of LifeVac and the author of "Sorry, Can't is a Lie"Topic: Motorcycle trip 2:00:21- Rafael Mangual, senior fellow with and head of research for the Manhattan Institute’s Policing and Public Safety Initiative and a contributing editor of City Journal, and the author of "Criminal (In)Justice" Topic: Times Square stabbing; "Why NYC murders and shootings fell so sharply — and how we can slash other crimes, too" (New York Post op ed) 2:09:08- Dr. Marc Siegel, physician, Professor of Medicine at the NYU Langone Medical Center, author of "The Miracles Among Us," and contributor to Fox News Topic: Trump unveils more prescription drug pricing discountsSee omnystudio.com/listener for privacy information.
En este episodio me reencuentro con la Dra. Dolly de León para hablar de microbiota, metilación y por qué tu intestino decide tu salud, tu ánimo y hasta tu peso. 00:00:00 | La pregunta que revela si un alimento te hace bien o mal 00:02:01 | ¿Cuál es la diferencia entre intestino y microbiota? 00:04:34 | Lo que heredaste de tu mamá y tu abuela sin saberlo 00:05:27 | El modelo del exposoma: cómo el ambiente te enferma 00:07:01 | Síntomas silenciosos de una microbiota alterada 00:13:25 | Qué es la metilación del ADN y por qué decide tu salud 00:19:10 | La lechuga que en realidad te hace daño 00:24:58 | Por qué la pirámide alimenticia nos mintió 00:27:19 | La dieta RET: cómo empezar a sanar tu microbiota 00:32:22 | Por qué las mujeres sufren más del intestino 00:35:10 | La conexión entre microbiota y actos de violencia extrema 00:41:21 | Cándida, parásitos y cómo se instalan en tu cuerpo 00:47:25 | El peligro oculto de la cúrcuma y otras hierbas "milagrosas" 00:49:39 | GLP-1, péptidos y retatrutide: lo que nadie te explica 00:59:08 | Cómo medirte la microbiota desde cualquier país En este episodio recibo de nuevo a la Dra. Dolly de León, especialista en microbioma humano y fundadora de Aflora Salud, para entender algo que casi nadie nos explicó: la microbiota intestinal es un órgano, y de ella depende gran parte de nuestra salud física, mental y emocional. Hablamos de la diferencia entre intestino y microbiota, de cómo heredamos parte de nuestra microbiota de nuestra mamá y hasta de nuestras abuelas, y de por qué el ambiente en el que vivimos, el agua que tomamos y lo que comemos moldea nuestra salud desde adentro. La Dra. Dolly explica qué es la metilación del ADN, cómo se relaciona con enfermedades autoinmunes, con la energía de nuestras células y hasta con nuestro estado de ánimo. También hablamos de síntomas que muchas veces normalizamos, como la hinchazón, la constipación o la niebla mental, y de la dieta RED que ella desarrolló, basada en retirar los procesados y rotar los alimentos. Tocamos temas como el ayuno intermitente, los suplementos "naturales" que no son tan inofensivos como parecen, los péptidos GLP-1 y la desparasitación, siempre con la evidencia por delante. Esta conversación es un recordatorio de que no tenemos que seguir sufriendo en silencio con síntomas que la sociedad nos enseñó a normalizar. Entre más información tengamos sobre nuestro cuerpo, mejores decisiones podemos tomar sobre nuestra salud. Aprende a construir tu negocio digital con EntreCajas Academy www.academiaentrecajas.com Envía dinero a Venezuela de forma rápida y segura con Retorna App https://retorna.sng.link/Coetu/w6l5c/jego Hoy puedes aportar tu granito de arena para ayudar a Venezuela
What happens when the mission ends—but the hardest battle is just beginning? In this powerful episode of The MisFitNation, host Jake welcomes Chief Warrant Officer 4 (Ret.) Michael Carmichael, a retired U.S. Army Green Beret with 26 years of service, including 22 years in Special Forces and 10 combat deployments across Afghanistan, Iraq, Syria, and the Middle East. After retiring from one of America's most elite military units, Michael faced an enemy he never expected: isolation, loss of purpose, depression, and suicidal thoughts. Instead of surrendering to that battle, he founded Check A Vet, a nonprofit dedicated to preventing veteran suicide through community, accountability, education, and meaningful human connection. Together, Jake and Michael discuss: • Life inside the U.S. Army Special Forces (Green Berets) • The difficult transition from military service to civilian life • PTSD, moral injury, and the invisible wounds of war • Why loneliness is one of the greatest threats facing veterans today • The reality behind veteran suicide statistics • Leadership lessons forged in combat and carried into everyday life • How families, friends, and civilians can recognize warning signs and help • Why simply checking on someone can save a life This episode is an honest conversation about resilience, purpose, service, and hope. Whether you're a veteran, active-duty service member, first responder, military family member, or someone who wants to better understand the challenges facing those who served, this discussion offers insight that could make a lasting impact. If this episode resonates with you, please follow The MisFitNation, leave a five-star review, and share this conversation with someone who needs to hear it. Remember: No veteran should ever fight alone. Learn more about your ad choices. Visit megaphone.fm/adchoices
Cam and Chris Ponder rejoin Lt. Gen. (Ret.) Steven L. Kwast for round two of the truth triangulation series, picking up where last week's 16 steps left off. Cam offers a genuinely great mental exercise for the audience: imagine zooming into history the way you'd zoom into a map app, down to the exact building, the exact timestamp, even Thomas Jefferson's pen moving across the Declaration of Independence. Kwast adds the crucial caveat that makes it more than sci-fi speculation, an information system immune to AI manipulation, where truth strengthens the more it's cross referenced. Expect a detour into how ancient Sumerian cities aligned themselves with the cosmos, a story about Chinese municipal titling that'll make you raise an eyebrow, and a closing reflection on why none of this technology matters without moral character underneath it. Homework included, as always.
The Joe Piscopo Show | 8-26-2026 33:37- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News Contributor Topic: CIA Director John Ratcliffe's secret trip to Russia 48:09- Hogan Gidley, Former National Press Secretary for the Trump campaign and former White House Deputy Press Secretary Topic: Primary results and the impact on Donald Trump 1:21:26- Liz Peek, Fox News contributor, columnist for Fox News and The Hill, and former partner of major bracket Wall Street firm Wertheim & Company Topic: "China is cheering as the left blocks America’s AI infrastructure" (Fox News op ed) 1:39:25- Jim McLaughlin, pollster for President Donald Trump, strategic consultant, and CEO and Partner of McLaughlin & Associates Topic: Darline Graham's victory 1:52:57- Jeff James, Retired Assistant Special Agent in Charge with the U.S. Secret Service Topic: Secret Service investigation into video threatening Barron Trump 2:00:25- Stephen Moore, "Joe Piscopo Show" Resident Scholar of Economics, Chairman of FreedomWorks Task Force on Economic Revival, former Trump economic adviser and the author of "The Trump Economic Miracle: And the Plan to Unleash Prosperity Again" Topic: "Don't let the FTC tarnish Trump's golden age of capitalism" (Fox News op ed)See omnystudio.com/listener for privacy information.
Hugh discusses Operation Economic Outcast, the Iran conflict, the Cleveland Browns, and talks with Dr. Michael Oren, Senator Tom Cotton, Salena Zito, and Rear Adm. Mark Montgomery (USN, Ret.).See omnystudio.com/listener for privacy information.
Durante más de 50 años, el gobierno de Estados Unidos clasificó como alto secreto la red de espionaje más profunda y efectiva que la CIA operó en América Latina: la red LITEMPO.A través de documentos desclasificados del caso JFK y archivos de inteligencia, analizamos cómo cuatro expresidentes mexicanos (Adolfo López Mateos, Gustavo Díaz Ordaz, Luis Echeverría y José López Portillo) colaboraron directamente con la estación de la CIA en México dirigida por Winston Scott.Revisamos el papel clave de Fernando Gutiérrez Barrios (LITEMPO-4) al frente de la Dirección Federal de Seguridad (DFS), la interceptación telefónica a disidentes, la conexión con Lee Harvey Oswald en 1963, los informes contradictorios sobre la masacre de Tlatelolco en 1968 y el patrón transexenal donde el discurso de soberanía nacional convivía con la subordinación de inteligencia hacia Washington.Capítulos del video:00:00 - Munición para Gobernación: El regalo de Winston Scott00:45 - ¿Qué era la red LITEMPO?01:35 - El encubrimiento de los archivos secretos de la CIA02:46 - Adolfo López Mateos (LITENSOR) y el origen del espionaje04:43 - Fernando Gutiérrez Barrios (LITEMPO-4): El cerebro de la DFS05:39 - Winston Scott y la red de confianza en México07:36 - Lee Harvey Oswald en México y el asesinato de JFK10:09 - El verano del 68 y la ceguera de inteligencia13:15 - Operación LIMOTOR: Infiltración de universidades15:04 - 2 de octubre en Tlatelolco: La desinformación de Scott18:36 - El reloj de Echeverría y la condecoración en Washington20:25 - Luis Echeverría (LITEMPO-8): Retórica de izquierda y control interno21:45 - José López Portillo y los cables desclasificados23:13 - La muerte de Scott y la misión secreta de James Angleton24:02 - De la ley JFK de 1992 a las últimas desclasificaciones25:38 - El poder transexenal e impunidad de Gutiérrez Barrios27:08 - La maquinaria de inteligencia detrás del discurso de soberaníaFuentes y referencias clave:Archivos desclasificados de la CIA (Colección JFK Act / National Archives).Investigaciones periodísticas e históricas de Jefferson Morley y Sergio Aguayo.Documentación de la Dirección Federal de Seguridad (DFS) y el Archivo General de la Nación (AGN).No olvides darle Like, Suscribirte y activar la campana de notificaciones para no perderte ningún análisis de política, historia y geopolítica.#PoliticaMexicana #LITEMPO #CIAMexico #HistoriaDeMexico #Tlatelolco1968 #Geopolitica #DocumentosDesclasificados
Hugh discusses the 2026 Senate candidates, Iran, and more with Jim Geraghty, Michele Tafoya, Vic Matus, Josh Kraushaar, Capt. Mark Vandross (USN, Ret.), and Seth Mandel.See omnystudio.com/listener for privacy information.
The Chief Justice allows East Wing construction to proceed, and the DSA continues its march through the Democrats. Hugh talks the news of the week with Eli Lake, Charles C. W. Cooke, Ben Domenech as well as a deep dive into President Trump’s Memorandum on American shipbuilding renewal with Captain Mark Vandroff (USN, Ret.).See omnystudio.com/listener for privacy information.
Cam Cooksey steps in as a new co host alongside Chris Ponder and Lt. Gen. (Ret.) Steven L. Kwast for a scale bending episode that zooms out from your neighborhood block all the way to the edges of the observable universe, and back down to the quantum level. The trio maps how the "paragon" framework, the idea of the universe itself as one giant information system, can replace encryption with something far simpler: truth that's written directly into the structure of reality, impossible to fake without instantly sticking out. Along the way, expect a fun mental exercise involving cosmic latitude and longitude, a breakdown of why Bitcoin still needs trust in its coders, and a walk through how buildings, blocks, and cities fit into the same pattern as galaxies and superclusters. It's ambitious, a little dizzying, and genuinely fascinating.
43:54- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News Contributor Topic: "Decoy" Air Force One; Latest in Iran 55:40- Grace Hanlon, Executive Director of the Jersey Shore Partnership Topic: Monmouth/Ocean County Spotlight 1:08:49- Steve Forbes, Chairman and Editor-in-Chief at Forbes Media & the co-author of "Inflation: What It Is, Why It's Bad, and How to Fix It" Topic: CPI report; Latest economic news 1:19:17- Marc Caputo, White House Reporter for Axios Topic: Karoline Leavitt stepping away as White House Press Secretary 1:39:53- Mike Davis, Founder of the Article III Project, Former Law Clerk for Justice Neil Gorsuch, and Former Chief Counsel for Nominations for the U.S. Senate Committee on the Judiciary Topic: Nick Reiner indictment; "Chuck Grassley's behind-the-scenes work proved decisive in Todd Blanche confirmation fight" (Fox News op ed) 1:50:17- Dr. Stephanie Widmer, Emergency Medicine Attending Physician at St. John's Riverside Hospital Topic: Ebola outbreak set to become the deadliest ever 1:59:41- Pastor Dave Watson, Senior Pastor of Calvary Chapel on Staten Island, Founder and President of the New York Institute of Biblical Studies, and the host of "God in Our City" on WMCA Topic: The Bible and legacy; Showing respect for the elderlySee omnystudio.com/listener for privacy information.
Chris Ponder and G Money join Lt. Gen. (Ret.) Steven L. Kwast to push the "tools for truth" framework into new territory, tying it directly to Bitcoin. G Money makes the case that Bitcoin isn't just a monetary system but a thermodynamically grounded protocol that makes lying nearly impossible once information is written to the chain, while Chris riffs on constellations, constitutions, and why some systems resist being reduced to a simple "hot body" model. Kwast connects it all back to metaphysics, free will, and the historical arc from the American Revolution to today's information war. Expect a wide ranging conversation covering fifth generation warfare, a controversial book recommendation, and a closing call to action that's part strategy session, part sermon on personal responsibility. It's dense, ambitious, and unmistakably optimistic about where this is all headed.
Hugh discusses the election results from last night and talks with Noah Rothman, Bret Baier, John Podhoretz, Jim Talent, Adm. Mark Montgomery (USN, Ret.), and Comfortably Smug.See omnystudio.com/listener for privacy information.
Join LaTangela as she chats with Lt. Gen. Russel L. Honore' (Ret.) Senator Royce Duplessis Dr. M. Phillips The Honore' Center for Undergraduate Student Achievement - housed at Southern University at New Orleans and was established by the Southern University System with funding from the State of Louisiana, W.K. Kellogg Foundation, and the Ford Foundation to reverse the trend of few African American males graduating from college while increasing a number of male classroom teachers in urban settings. SU Give day is on the way. Give. Advocate. Belong. Pay it forward and join the movement. www.SUGiveDay.org Watch full episode HERE RADIO - WEMX- Baton Rouge, La. Mon-Fri 10a.m.-3p.m.CST KTCX - Beaumont, Tx. Mon-Fri 3-8 CST KMEZ - New Orleans, La. Mon-Fri 7p.m. - mid WEMX Sundays 6a.m. KSMB Sundays 6a.m .WWO - YouTube - #LaTangelaFay Podcast - ALL digital platforms - #iTunes #Spotify #WEMX www.LaTangela.com www.TanTune.com Special Thank You - Gordon McKernan Injury Attorney - Official Partner #GordonGives #TanCares #225BulletinBoard TanTune POOF Power Over Obstacles Forever GT Legacy AutoThe Fiery Crab Hair Queen Beauty Super CenterSee omnystudio.com/listener for privacy information.
Great leaders don't always have the answers. But they know how to build teams that do. SUMMARY In this episode of Long Blue Leadership, Mitch Torrel '14 discusses the power of mentorship, constructive feedback, humility and creating an environment where everyone can contribute. His leadership lessons are just as relevant in the boardroom as they are on the battlefield. MITCH TORREL'S TOP 10 LEADERSHIP TAKEAWAYS Lead Through Fear, Not Around It Even when you're anxious or scared, keep moving forward and executing the mission; courage is acting despite fear, not waiting for fear to disappear. Trust Your Preparation When you hit uncertainty, fall back on the work you've already put in — physical, mental, and technical — rather than spiraling about what's coming next. Focus on the Team to Get Out of Your Own Head Shifting your attention from your own anxiety to how you can support and elevate others makes hard environments more endurable and improves performance. Discover You Have “More in the Tank” Don't treat real missions or selections like workouts; push past your comfort ceiling and you'll find reserves of mental and physical capacity you didn't know you had. Break Big Fears into Small, Daily Gains You don't need to be the best today — just better than yesterday; attack weaknesses with small, consistent, incremental progress. Leverage Mentors and Learn Aggressively Assume you're not the first to face a challenge. Seek out people who've done it before and copy their mindset, preparation and frameworks to shorten your learning curve. Make Feedback Normal, Specific, and Frequent Build team habits where everyone gets clear strengths and weaknesses surfaced (even anonymously at first), then use trends in that feedback to drive personal change. Balance Urgency with Deliberate Planning In crises, don't rush in just because the situation is urgent. Pause to gather facts, build a simple plan and avoid making the emergency worse. Use Your Team's Brains — Don't Lead Alone As a leader, your job is to facilitate: Draw out the quiet voices, aggregate the best ideas, and delegate execution rather than trying to be the sole problem-solver. Set Clear Standards and Red Lines Early Explicitly communicate what you will and won't tolerate so you can enforce discipline fairly and consistently, protecting both people and mission over the long haul. CHAPTERS 00:00:00 – Opening: Leading Through Fear 00:01:27 – Special Tactics Pipeline: Anxiety, Night Sweats and Uncertainty 00:03:50 – Trusting Preparation and Learning to Hate the Water Less 00:05:40 – Shared Hardship and Team Bonding in the Pipeline 00:07:27 – “More in the Tank”: Rucks, Mental Toughness and Selection 00:11:14 – Learning from Others, Mentorship and Owning Weakness 00:15:36 – Five Traits Torrel Looks for in Leaders 00:19:49 – Feedback Culture, Blind Spots and High-Performing Teams 00:25:34 – Thai Cave Rescue: First Mission and Leading Under Pressure 00:29:59 – New Leaders, Delegation and Facilitating the Team 00:36:34 – Failing, Standards and Command Red Lines 00:40:24 – Advice to Younger Self and Enjoying Each Season 00:43:25 – Transition to Business, Ongoing Service and Final Leadership Charge ABOUT MITCH BIO Mitch Torrel, U.S. Air Force Academy Class of 2014, is a former Division I hockey player, Air Force Special Tactics officer, entrepreneur and founder of Sentry Operations. After beginning his Air Force career in pilot training, Torrel found his calling in special operations, completing the demanding Special Tactics training pipeline and serving in operational and leadership roles. While stationed in Okinawa, Japan, Torrel served as operations officer for the U.S. team supporting the 2018 rescue of 12 young soccer players and their coach from a flooded cave complex in Thailand. The experience, his first operational mission, became one of several defining chapters in a career shaped by high-stakes decision-making, teamwork, resilience and leadership under pressure. CONNECT WITH MITCH LINKEDIN | SENTRY OPERATIONS CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor: ted.robertson@usafa.org Send your feedback or nominate a guest: socialmedia@usafa.org < ----- > Ryan Hall | Director: ryan.hall@usafa.org Bryan Grossman | Copy Editor: bryan.grossman@usafa.org Wyatt Hornsby | Executive Producer: wyatt.hornsby@usafa.org ALL PAST LBL EPISODES | ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS TRANSCRIPT OUR SPEAKERS: Guest, Mitch Torrel '14 | Host, Lt. Col. (ret.) Naviere Walkewicz '99 Lt. Col. (Ret.) Naviere Walkewicz 0:01 Sometimes leadership isn't about eliminating fear; it's about learning how to move forward, even if fear is sitting right next to you. I'm Naviere Walkowicz, Class of '99. Long Blue Leadership starts now. Today's guest is Mitch Teorrel, 2014 graduate of the Air Force Academy, former Division I hockey player, Air Force special tactics officer, also an entrepreneur near the founder of Century Operations. You know you've had a unique career. In fact, many probably know a lot of your work when it comes to an international rescue event, and we'll talk about that later on. But I think what's most exciting about this time with you, Mitch, is how you continue to lead, but you've done it through what some would call overcoming fear or maybe leading through fear. And so I think we're going to have a fantastic conversation today, and I welcome you to Long Blue Leadership. Mitch Torrel 0:53 Naviere, I appreciate you for having me out. Humbled to get the opportunity to kind of share some stories today, and so I'm looking forward to it. Thank you. Col. Naviere Walkewicz 1:01 Well, thanks for the time. We're going to jump right in with the time that you know when we had a chance to talk, Mitch. It was something that kind of surprised me, and I think others will really appreciate this. You know, when you're going through your Air Force special tactics training to kind of be in that role, you experience like night sweats and literally having to change your clothes at night. And I'm looking across to you. You're not sweating right now. You're looking pretty cool and calm. And so take me back to that experience, and let's just start there. Mitch Torrel 1:28 Yeah, pipeline is a pretty arduous process. It's two years; every day is a grind. It's difficult. You're not really sure what tomorrow holds, and they keep it that way, pretty close hold. You don't know what you got tomorrow. You just know it's going to be an early rise, and it's going to be really physically taxing. It's going to be mentally demanding, and you're not sure if. I think part of the anxiety is, do I mentally have what it takes to withstand and with withhold another day? Do I physically have what it takes to continue to drive on, and I think that unknown, the unknown on what's to come, am I going to be enough? The two years is a selection process, so you're getting assessed and selected every day, and it's a lot of anxiety to take on because you're not sure how you're going to perform. I think a lot of us have such internal pressures on ourselves to perform in and out every day that it makes it very difficult to get out of your mind and not worry about the anxiety of what's coming tomorrow. Col. Naviere Walkewicz 2:29 Well, it makes me think the closest thing that I can think of right at this moment is you know basic cadet training, which is six weeks, and you just talked about two years of uncertainty and not you know waking up early and not knowing what's next. You know, how did you kind of navigate through that? I think we all know how we navigated through BCT, but I think certainly this is much when it's something that's so enduring. I think that's a different situation. Mitch Torrel 2:51 I think a part of goes back to just trusting in your preparation. Did I do what it took to prepare? And if you did, if you didn't, there's not much you can change the night before, and so trusting in your abilities, your ability to adapt, your ability to withstand. I think I hated the water, and they always told you going through the pipeline. If you don't love the water, you're not going to make it through. And I'm a testament to I hated the water every day, dreaded it almost on a daily basis. But you know, learn to overcome and deal with that anxiety and just pressure that it brought. But every day is an opportunity to kind of build that wall up. Your ability to withstand, your ability to deal with anxiety, your ability to deal with the unknown, and I think the pipeline was a really good opportunity for me to kind of grow. I remember when we were in Mississippi, one of the earlier schools. It's three months. Every day was again very arduous. You didn't know it was coming. Are they going to put us in a pool tomorrow? Am I going to drown? You know, am I going to be able to make it through? Am I going to do a good job of leading the team? I think being able to focus on the team allowed me to not worry about myself and kind of focus on something else. And I think worrying about others allowed me to really make it through some of those arduous times, and that was very helpful to me. I remember I probably took a lot longer to grow to the point where you know you're not worried about tomorrow. I used to have to wake up at night, change my sheets, change what I was wearing, you know, and that happened every night because I would just wake up in a dead sweat and I was soaking wet, and eventually, you know, through exposure and through time, you learn to just exist and not worry about what's coming tomorrow. And it's a constant evolution. You know, that's not to say I don't get anxiety about things that are happening tomorrow today, but you start to learn to head off those thoughts early on and allow yourself to just take what comes tomorrow. Col. Naviere Walkewicz 4:57 So I'm thinking about you being in those moments, and when you said it was probably later on, I'm curious as how you know that every night you're changing your sheets, you're going through that. But I'm curious, were there others that were experiencing the same thing, or were others even helping you through navigating those thoughts that you had? Mitch Torrel 5:14 I think just being in a team environment makes things so much better. Sharing in in in the suffering, sharing in the stories, and getting to reflect on that. When I look back on the pipeline, what an amazing time and something that I think our entire team looks fondly about. We're very close still, and I think that shared hardship, that shared experience, is something that bonds you together for life. Col. Naviere Walkewicz 5:41 So that two-year journey, and obviously you graduated and became an Air Force Special Tactics Officer. You know what was, I guess, the moment that it clicked for you. You know, you said you got to that point. Do you remember that day? Do you remember what was different, or you just all of a sudden didn't sweat the same? Mitch Torrel 5:57 I think it probably lasted for me longer than a lot of people, and you know, it seems like I learned a lot of the lessons hard myself. You know, and but I think it's just something that gradually over time, you know, the way I remember it is one day it stopped, but I'm sure it was a little bit more gradual than that. Like I think over time you just learn to just, hey, tomorrow's going to be no different than it was today. Today was fine. We made it through. The team did great. You know, I performed up to my standard, or maybe if I didn't, tomorrow's another opportunity in which I can go back and get after it again. And there's plenty of times where I look back, and I think it's easy to learn and roll when you're being put in those situations each and every day. And so it was a very growth-oriented couple of years for me, and I really enjoyed it. Col. Naviere Walkewicz 6:52 I would have loved to have been working with you on the day after you didn't have to wake up and change the sheets. Whatever you had, you know, you know, you were more alert that day. You actually had better sleep. Mitch Torrel 7:01 Yeah, I think definitely had to drink a substantially less amount of water each night before going to bed. Col. Naviere Walkewicz 7:09 Oh goodness! Well, let's talk about — I think you know, there was something that you shared before about kind of uncovering in yourself that you had more in your tank than you thought, and I'm curious that that was during pipeline in those moments that were like you know forced experiences, or if you found that at other times when you kind of surprised yourself in learning that about. Mitch Torrel 7:28 I think the entire 10 years was a constant lesson of you've got more in the tank, both physically and mentally. I think when I first decided today, I was going through pilot training, and I just felt like it was more of a hobby than a job. And I got to meet guys in special operations, and was very impressed by the camaraderie, by the caliber of guys that were there. And to me, it was like a hockey team, and I missed that. I missed that group because you wanted to be a pilot first, correct? Is that what you're planning? Yeah, I think my family wanted me to be a pilot. I think they kind of pushed me that direction. I always enjoyed flight, you know. But for me, I just thought that some of my skills and abilities would better translate, and I would have a more fulfilling career, getting to be around you know that type of environment. And I think too, there's always you know, can I make it through the training? Do I have what it takes? You know, what will I learn about myself? And so that was a little bit of kind of just the unknown was alluring, you know. But I think there's just so much every day. Where I remember one of the first selection events, you do a long ruck event, and leading up to training, I was so focused on passing the initial fitness test to just start the assessment that I didn't rock, I didn't do underwater stuff. I was just focused on can I do push-ups? Can I do pull-ups? Can I do the 3-mile run? You know, and that took all my time and energy. And when I got to the ruck, it's unknown time, unknown distance, and they just tell you to go. And I remember I was like, all right, I'm going to treat this like a workout, and I'm going to run for a couple minutes, and then I'll walk for a few minutes, and I'll run for a couple minutes, and that'll help get me through. And I remember Master Sergeant came up to me, and he's like, “Why, why are you walking? And I remember being embarrassed at that moment, where it's do I not have it in the tank where I could have just been running this whole time? Do I want it enough where I can just dig a little bit deeper and showcase that? And I remember that fed me through the next two years, where it's like, do I have the mental hardness? Do I have the toughness? Have I prepared physically, you know, for these events? And so I think that was kind of a good wake-up call. Where it's not a workout, you know, what do you have left in the tank? And I think throughout two years there, went through another direction halfway through my career, and that was another opportunity to kind of dig in the dig in the tank a little bit. Did you approach that one differently? I did, and very proud of you know what I had learned throughout the years, what I was able to showcase. We did a much longer rec event, and I ran the whole thing, and was pretty proud of myself about that. Col. Naviere Walkewicz 10:22 What a fantastic example! Because I'm thinking about you know in in in our work and our profession, we do we think about how can I create something to be distinct, right? How can I do something for the long haul? But you're right. If we don't, if we aren't thinking about how can we perform at our best as part of that, you know, that that equation, then we might not even get to the long haul, right? And so I think that's really powerful that you kind of shared, you know, giving your all and realizing that there was more in there than you originally were trying to like, you know, save. Yeah. Wow, that's a really cool story. I bet there are many examples of that. It was quite. Oh my Did you see others? You know, as you had these moments where you kind of learned these things about yourself, and obviously, I think you know in hockey you probably saw this as well. But have you been able to pull others along with you in these experiences that you've had that you've seen? Maybe others are struggling the same way. Mitch Torrel 11:15 I think everybody struggles in different areas, especially in the pipeline. You're learning a lot of different skill sets. You're working on a lot of different things. Cardio is a part of it. Strength is a part of it. Determination. I mean, just — and there's so much. I think you pick up some really good traits from others. Hey, I really like what you're doing, or how you having such success, or how do you navigate this portion? I was always terrible in the water, bad swimmer, horrible underwater. I think when I went through initial selection, somebody pulled me out of the pool after we did underwaters, which is you go down, do a completely underwater, you know, swim underwater, swim underwater for the distance of the pool, and then come back up at a 45-degree angle. And I remember one of the cadre. He pulled me out of the pool, and he said, "You are terrible. Like I wanted to pass out watching you. Col. Naviere Walkewicz 10:22 And you're like, "Thank you for that feedback. Mitch Torrel 12:08 And so it's getting with people who are really good at it and getting advice. I think something throughout my career that I've been very blessed to have is really good mentorship. And you're typically not the first one to go through a process, find a new job, you know, and having a good network of people who, hey, how did you prepare? What set you up for success, or especially in business now, it's a completely new world for me. And having mentors who are able to help think of it this way, or there's a better way to orient your situation, or prepare yourself, and that's really important to surround yourself with people who, you know, are able to elevate you, make you rethink kind of your approach to things, and then give you tips and advice. Col. Naviere Walkewicz 12:52 So I have to ask, do you like the water today? Mitch Torrel 12:54 I like being on the water, you know, on a boat, you know? Just hanging out. Col. Naviere Walkewicz 12:59 There's some material between you and the water, so that leads me to this question. I know that was a little comical, but I'm curious when someone, as that's you know a developing leader or wherever they're at in their leadership journey, if they really want to be part of something, but there is something that is fundamentally part of that that they just don't like or they're just not good at, what would be the advice you give them? Because you know some people might be like, I just hate that so much, I won't pursue the thing that I love because that component's in there. Mitch Torrel 13:28 I think there's kind of two factors in that. If you hate something so much that you know in your heart that it's not something that you can overcome or you want to deal with on a day-to-day basis, then then maybe that that's not worth you know getting through. But I would also argue that until you give yourself the opportunity to progress and grow and learn to get through whatever that difficulty or whatever that is that you don't like, you won't know. And I think there's a lot of ways to incrementally. You don't have to be the best swimmer today. You just have to be a little bit better than you were yesterday, and I think that was something that we and our team learned throughout the pipeline. Is hey, you don't have to be the best at everything today, but everything that you do today is just making you a little bit better for tomorrow. And so I think breaking down things into manageable and you know smaller bite-sized things that you can you can do. You know hey, when I first started swimming, I couldn't believe people swam multiple laps at a time. You know, and I was like, “All right, I'm going to swim two, you know, 50s at a time tomorrow, and then, you know, next week I'm going to build up to 100,” or, you know, and it doesn't have to all happen overnight. Col. Naviere Walkewicz 14:45 Right. For a moment, I thought two to 100 but you're talking 50s. Well, that's fantastic, and thank you for sharing that because I think what I also gleaned from that is there's some self-discovery that comes from, I really don't like something, a part of you starts to learn, “Really, did I really not like that?” Right? Maybe feared that because I'm not good at that. And so I think I really appreciated your thoughts of you haven't really given your chance to truly assess that. Mitch Torrel 15:10 And I think we build things up so much in our head. You know, I think dive school is one of those — “Oh, it's terrifying.” You know? Col. Naviere Walkewicz 15:16 I mean, it probably is, I'm not gonna lie. Mitch Torrel 15:19 And it really wasn't. I think we throughout training did a good job. And in preparation, again, you fall back on your preparation. Worked really hard to get there. Put in the extra And it just makes you know those hurdles that at once seem like mountains, you know, just small little hills that you have to go over. Yeah. Col. Naviere Walkewicz 15:38 Well, you mentioned some of those in your life that you realize when you're going through something, you're probably not the first person that's gone through it, and you have that network of mentors. What are some of the traits that— And I think you alluded to, there are five traits in a leader that you really kind of look to, you know, to see. What are those? Mitch Torrel 15:56 So drive, you know, and a lot of people that were surrounded with, especially at the academy, or in you know in the soft community, or in the military in general, have drive, and so that's not necessarily a unique characteristic, but it's something that you need in order to make you successful. Interpersonal effectiveness, and so how do I integrate with a team? How do I relate to others? And it can't be cookie cutter for everybody, and because team environments, people you know are different, and that's it's one of those soft and fuzzy skills that you need to work on and develop the way that you communicate, and so can I get my message across? Do people understand it? And that's both in writing, spoken. You know, be nonverbal, verbal, the way that you carry yourself, body language, super important. Problem solving. So that's something that the academy does a good job of exposing you to routinely. Can I solve this problem? How do I get my team to you know get after this complex problem? And so that's another one of those characteristics that we typically assess and select for. I think stress tolerance. You know, Pipeline does a really good job of building you up with that. The Academy, basic training, all of that is just another iteration at how am I handling things when I'm getting yelled at, when there's a timeline, when there's you know things at stake. Col. Naviere Walkewicz 17:19 So I'm curious, were those you've just over time recognized that when I see things or leaders succeeding really well or being able to accomplish things that maybe that others would think impossible, they carry those traits. Is that how you have kind of derived them down to five? Mitch Torrel 17:37 I think there's the foundation of it. Obviously, there's a lot of subfacets that go into each of those traits and characteristics and some leaders have you know all five of them in spades. Some of them are much more heavily reliant on some of their characteristics than others, but it's always a good thing to develop the traits that you're lacking. I think feedback is a really important trait and really important characteristic of well-functioning teams, and so how did I do this week? If I didn't do great, you know, like I don't need to be beaten down about it. But people typically want to be high performers, and everybody has blind spots, and so being able to call out those blind spots in a healthy and functional manner is super important because people want to be high performers. And I had the privilege of running and getting to work some of our selection events, and what we found was a really cool trend, which is we used to do weird feedback, and so guys would show up to selection, and right away the first day you'd have a bunch of tasks and events, and we'd bring everybody together and be like, all right, go down the row. Who is the two highest performing guys today? And that's really easy. People love to give praise, and then you go down the line, and you're like, all right, call out the two lowest performing guys and tell them why. And people go, I don't want to do that, and it's like, why? Like, do you not want them to get better? Do you not want them to have the opportunity? We're in Day 1 of day X, and it's not too early to turn their train around. What we saw is typically the guys who are the lowest performing early on are never the lowest performing at the end of the year, and they take that feedback, they internalize it, and they adopt and you know overturn that. And it's really fun to see that progression, but none of that happens if they don't get called out, if they don't get constructive feedback. “Hey, when we were working as a team, you were doing X and Y and Z by yourself, or you know, there's a million reasons why either an action is perceived as hey, you weren't for the team, or you didn't perform the standard.” I think people getting that feedback is what turns that train around. Col. Naviere Walkewicz 19:49 Right, it's almost probably like exactly what they needed. So I'm curious because feedback is challenging. It's hard to I think for some to give feedback. It's hard for some to receive feedback, I'm fascinated because when I think about the pace in which you have had to operate and do things, that you make time for feedback. I'm curious if you could talk about how you guys do that in a way that's received well. Mitch Torrel 20:13 I think it, again, it goes back to interpersonal effectiveness, and so you've got to know who do I have on my team? Are they somebody who's going to internalize this or not take it very well? There's a bunch of different ways in which you can get feedback and then provide it to somebody. Where we used to early on in the pipeline, as guys were learning to get feedback and you know not you know get too shaken up about it. Is we would have guys write, all right, hey, everybody on our team, we're going to do three things they do well, three things you wish they'd improve on, and then we strip out the names and we provide just a list of hey, here your three things that you're doing really well, and then here are your three weaknesses that you know everybody said we go around we talk about it, and that was a really good kind of introduction, where it's not tanked to anybody. Right. And then what's really nice is you start to see trends. So it's really easy for people to be like, “Oh, you know, Mitch doesn't like me,” or, “That's Mitch's opinion.” But when you start to see that correlation of, well, I got this five times. Is hey, my body language day to day is probably not where it needs to be, or I'm constantly putting others down, or I'm just you know not showing up on time, just small things, and I think drawing awareness to that and getting buy-in from guys to change it, and you see that transition all the time, where, all right, like, now I'm aware of it, I can fix it, I can identify it, and then you get the team to hold you accountable with it. Col. Naviere Walkewicz 21:44 Well, in the way that you just described that, I'm curious how often you think that it's, you know, relevant or should be practiced. Is it, like, in the moment? Is it something, like, that where it's weekly? But I think, what I think is really neat about that — it was never attacking, and it was never something they had to defend. It just seemed like it was just information. Like it's what you do really well. This is what you need to work on. And taking the attribution away from it, like who said it? I think just made it, you know. Mitch Torrel 22:09 And I think everybody got to understand that you're a student, you know, of life and a student of your job. You're a student of life. You're a student of you know whatever position you're in. And I had a mentor growing up and played professional sports, and there was a conversation where, hey, “How do how do you know when it's time to retire? How do you know when you're done?” And it's when I stop improving and I stop learning. And so having that mentality where, no matter how long you've been around, there's things to improve upon, there's things to learn, is really hard to have because people, you know, you get comfortable in a position. It's like I've seen it all, I've done it all, I've been there. But the people who are the best at their jobs, and especially in the military, the people who show up every day, work on their trade, work on their skills and seek to improve, and I've been blessed to be surrounded by just, I mean, some of the most decorated warriors that the Air Force has put out on the battlefield. And it was a humbling experience, but even more so humbling was the approach they took every day. As they came into work every day and got better at something. They didn't sit on their laurels and “Hey, I did this two years ago, and now I can kind of walk through the rest of my career.” It was— they came in every day to work, and it was impressive. Col. Naviere Walkewicz 23:30 Oh man! What is something that and normally asks at the end, but it just seems so fitting right now. Like, how are you getting better and learning every day? Mitch Torrel 23:38 I think every day is new problem sets, and I think it's you know trying to expand my education. I think there's a lot of new tools out there. There's a lot of new opportunities and think the world's constantly changing. And so, staying informed is one of the ways in which I'm trying to be a better leader. I think business is this completely new hurdle. I think being in the military, there's a very different type of leadership that you're able to bring. And two, I mean, everybody is there for the mission generally and believes in the task and purpose. And business now, you kind of need to appeal to people in a lot more of a well-rounded manner. And so, I think having conversations with mentors, you know, I'm maintaining that. I try and just meet as many people as I can and glean information from them, experiences from them, because I'd like to think I'm getting smarter as I get older. I'm trying to learn all the lessons myself. So… Col. Naviere Walkewicz 24:39 Well, I'm grateful for that because the reason why we're talking here is because you answered, you know, and we're willing to talk about it. So I think that's you know just proof right there of that stretching and outreach. So before we shift into, I'm curious on you know you talk about you asked your mentor when does he know it's time to retire. I would love Kind of the business world, but before that, I'd like to visit actually one of your experiences while you're in in service, and you know it's something there's you know there's a movie on it. We actually featured in our 2018 checkpoint, but you were instrumental in rescuing the boys' soccer team in Thailand when they had a huge monsoon. And I was wondering if you kind of take me not so much. Maybe you can share with others in case they aren't familiar with it. But I'm really curious about the leadership piece of that because it was a huge operation, and it was dealing with water. So let's talk about that. Mitch Torrel 25:34 Yeah, exactly — my nightmare. You know what? I just happened to be in the right time at the right place. There was a team of pararescue men and combat controllers stationed out in Okinawa, Japan. There was a group of soccer players who got stranded in a cave after the monsoons came early and had flooded out a section. The Thai leadership and parks team, and then eventually the Thai Navy tried to attempt a rescue, and they weren't able to action it. So they reached out to the U.S. Embassy and asked if we had anybody in in the region who could come help. And that just happened to be our team out in Okinawa. I think it was definitely a challenge. There wasn't a lot of information when we left out the door. It was either, you know, is 13 individuals stuck in a cave. We don't know what the hurdles are. We don't know what's been tried. We don't know anything. We don't even know if they're alive. Oh my goodness. And so, getting on the ground, there was a lot of information to take in. There's a lot of people who were trying to help, trying to facilitate a rescue, working, you know, their own agendas, and I think coordinating and making sense of all that chaos was kind of the first task. Col. Naviere Walkewicz 26:47 And so, what was your role? So, you know, obviously, like the call came in, and then you know, you were — that was, you know, your, you know, was assigned to that. What was your piece, and like, how did you navigate that chaos? Mitch Torrel 26:58 So I felt like I had the best job out of you know anybody there. I got to be the operations officer, and so I was kind of the troop commander for the team that we had out. And you know, meanwhile, my leadership had to you know liaise with the other leaders. I got to be kind of down and in focused. All right, what plans are we working? How are we coordinating and liaising with our Thai counterparts? And got to be a little bit more down and in. And so I really enjoyed that part, and that was kind of why I got into special operations in general as I wanted to be, you know, working with a team of really, really high-functioning individuals on very hard problems. Col. Naviere Walkewicz 27:38 Right, and this was one of the first kind of very hard problems that you were, you know, working on. Mitch Torrel 27:43 It was. So this was my first operational mission, you know, coming out of the pipeline. I got stationed in Okinawa, and this was kind of the first opportunity to showcase what I'd learned and employ. And it was kind of, you know, everybody's dream is to go through training and then get to action some of those skills and traits that they've developed. Col. Naviere Walkewicz 28:02 Well, I imagine it was quite busy, you know, around the clock because you know time wasn't on their side, and so you were really working against the clock. But I'm curious how you, you know, how do you navigate with urgency as a leader, but still safely? You know, like how do you manage that? Mitch Torrel 28:21 I think, sometimes you got to know when to kind of pull the reins, and it's very easy— it was a very urgent situation, right? There's 13 kids trapped. They don't have food or water. We don't know if they're alive. The cave is continually flooding more and more every hour. But you got to have a plan to go off of. You got to be able to not rush into an emergency and make things worse. And I think off the start, nobody was monitoring who came and went from the cave, and that generated issues. John and Rick, the U.K. and British divers, stumbled on you know two would-be rescuers who got subsequently stranded in another section of the cave, and they were able to get them out. And then, and so we realized that taking a step back, generating a plan. When we arrived, there was a key leaders contingent that went into the cave to kind of get information first and foremost. And then we spent the rest of the team, all right download the gear, stage everything, prep everything, go get some rest, and then we're going to generate and come up with a plan in the morning. But sometimes you got to realize that you can't move them out in overnight, and so you need to take time, you know, do a little five-minute huddle and make sure that you have a plan that's not going to get you further into trouble. Col. Naviere Walkewicz 29:38 Yes, well, it's such an important role, and I'm thinking about you know those moments where your like, “Get some rest,” as the leader in this, and you know, kind of organizing this. What are the thoughts going through some of your in your head? And I ask that because I'm thinking about leaders who are experiencing something difficult for the first time, and maybe there's some doubt, or you know, how do you how do you calm yourself through some of those questions? Mitch Torrel 30:00 I think, for new leaders, you don't have to have all the answers yourself, and that is first and foremost. I on team, and probably one of the most junior guys. Yes, I'm in charge as the officer, but the guys who are working with me have been in the Air Force, have done rescue missions, have been doing the job for 15, 18, you know, upwards of 20 years, and so I think understanding that no matter where you're at in a team, you you're a part of a team for a reason, and you should be able to leverage input, leverage ideas, and you shouldn't be beholden to coming up with everything on yourself. I think delegation is super important. I think getting input and opinions from others is extremely important because sometimes the quietest guy in the room is going to have the best idea, and you need to enable and empower them to speak up, put them on the spot. You know, “Hey, what do you think? What do you— How do you think we should approach this?” And then your job as a leader is to take all these good ideas, is to empower the team to do its best, and so your job isn't to carry the water, come up with a plan, and do everything on your own. Like, you were there as a facilitator, and I think that that is the biggest takeaway. I spend, especially young cadets, please, please, please leverage you know the experience that that you're going to go out and be on team with. Col. Naviere Walkewicz 31:22 I think that's fantastic advice. And as you look back on it today, I know we chatted a little bit earlier. I said, gosh, you know, it probably it's a while ago, but maybe it feels like yesterday, and you said no, it feels like forever ago. You know, have you seen yourself? You learn from that, but have you grown in the way that you continue to do things now because of that experience? Mitch Torrel 31:43 I think everything is additive. You know, I mean that was a huge learning experience. It was I learned a ton. I think there are several things that having a second shot at it that would have done substantially different. I think the outcome ended up in a very happy manner; I think it's very easy now that we've developed this framework. Here's how we tackle this problem, but that's been applicable in other means and other avenues as well. And so again, you know, as you build your toolbox of experience, as you build kind of these traits, and you get to refine that, it's something that you continually get to bring out in other manners. And so yeah, I grew a lot from the event, learned a lot, and have been able to apply it since. Col. Naviere Walkewicz 32:29 Well, as I've been sitting across from you, one of the things that I'm just feeling in spades is that as a leader, you are somebody that's really humble, and you know you approach it, like, through humility. And so I'm curious, you know, how you've seen that carry you, and what you might share with others when they're thinking about, you know, how do I, you know, as I'm leading, how do I lead? Like how do I lead with humility? Because it seems like it's working very well for you. Mitch Torrel 32:51 I think it was easy to be humble when you're surrounded by the caliber of individuals that I was blessed to be around mean, every team I was on, it was. I mean, they were phenomenal guys who have done phenomenal things in their career and were just so impressive. And so I was just always just thrilled to be a teammate of theirs. I think, really going back to you know, again, your job as a leader is to facilitate the team, is to you know drive you towards mission accomplishment. I think if you always put things back onto why we here, it's not for leadership's sake, leaders don't exist, you know, outside of facilitation, and you know it's not to downplay the job of the leader. It's not at all. It's a big responsibility. You have the authority. You have the — you know all of that, and so now it's your job to delegate that accordingly and efficiently. And I think it's going back to just understanding that again, we exist for the mission. We exist to enable that team to accomplish whatever its task or business you know directive is, and so I think having an understanding of that, and then it's just fun to see people progress, right? You know that the cave rescue was my first mission, but that didn't mean because I hadn't had real world experience that I didn't have things that I could bring to the table, and I think it's understanding that as well as humility is important. Like maybe you know not jumping across the table and you know declaring yourself the king of whatever's going on, but individuals have a lot that they bring to the table. You know, having an ability to you know see other things that aren't being looked at, bring other perspectives to the table, even just making sense of the chaos. You know, and that's not something that you need to be a leader or in a leadership position to do. And being forward leaning enough to anticipate hurdles, second, third order effects. What else needs to be accomplished or taken care of? I mean, there's a lot of ways in which you can provide value. Col. Naviere Walkewicz 34:56 Mitch, have you always kind of been this way? Have you always kind of operated in that space or is it something that you've kind of learned over time about yourself, or taken on from others you've seen? Mitch Torrel 35:06 I think it's something that's developed. You know, I don't think you know. I think there's a little bit of nurture and nature into it, where you know you're born a certain orientation where it's like, hey, you're comfortable being you know in charging groups, and some people aren't, and that's OK. But a lot of people develop into it, and I think I've just been blessed with a lot of opportunities to try things out, fail, come back to the drawing board, work on it, improve, and you know the pipeline was monumentally developmental for me. I'm sure there's a lot of teammates who you know listen to this and laugh pretty hard about you know some of the stupid things that I did going through the pipeline, but they're learning experiences, and we had a really good group, and we pushed each other so hard, and so I had an assistant troop commander who was going through with me, and we had really healthy camaraderie, but a really healthy. I mean, we were constantly competing, and it just drove me to be so much better. Col. Naviere Walkewicz 36:07 So, you know, we were talking about how you are continually working on being better, right? Being better than you were yesterday, so that it's always kind of an additive improvement. I'm curious on when you've seen yourself fail. You talked about you failed and you've gotten better. Can you share an example of when you have failed and that literally shaped something very quickly instead of being additive, but quickly that you changed in the way that you already did. Mitch Torrel 36:34 I think just failures and take care of people, I think is one of the biggest things to learn is, you know, going through the pipeline, it's easy to you know lose sight of the overall end state. And at the end of the day, it's your goal is to there be there to make people better incrementally every day. I think there's been a couple situations in which maybe I was a little ax on some enforcement of rules or standard that came back to kind of bite us a little bit, you know. And so, and this this will probably feel free to cut this, you know. But I think there was an opportunity guys going through a pipeline. They're really young. I grew up, you know, in northern Minnesota, and you know, people drink underage. I was hey I'm OK hearing about it or you know like I'm you know as a commander it's like if it happens it happens you know but I think what's hard is how do you enforce the rules if you're looking the other way if you're not enforcing that standard and so I think what's really hard is you can be there be one of the guys but you got to set your red lines you got to set hey here's what I will and will not tolerate and so I think I learned early in the pipeline that if I'm OK or if I let the standard slip on certain things, you know, like guys drink underage, like guys do you know stupid things, and then they get in trouble for it. How do I, as a commander, enforce it? And so it was one of those learning experiences where going through the pipeline, guy had you know you know got found drinking underage, and it's like, “Hey, it's on you as the, you know, officer to discipline them.” It's like, “Well, I'm also a part of the problem because I didn't set that standard. I, you know, allowed it.” And so I think that was one of those heavy learning experiences where, you know, you're — yes, you're the quarterback of the team, but you got to there has to be some delineation between you know between what you allow and what you can't. Col. Naviere Walkewicz 38:49 I'm really glad you shared that because I think that's real. I think that is something a challenge that you know, especially when I think about the Class of '26 that just graduated and they just finished their six days of leave, and they're soon to head onto their bases, right? You know, the world doesn't always turn out, and so how do they navigate some of those things that they're going to inevitably come across? So I think that's a real conversation, and I really appreciate you sharing that. Mitch Torrel 39:14 And I think what I started doing, you know, from then on is, is you as a commander, you as a officer, should have you know your command guidance. It should be your checklist. Hey, here's what I value. Here's what my red lines are, and you gotta set the standard immediately to just let people know, “Hey, like here's what I'm gonna be irritated about if you show up late to meetings.” If, you know, here's what you know I'm not gonna handle any moral, legal, or ethical issues. Like if it's not moral or legally or ethically a problem, like my job is to you know delegate that down to you and allow you guys to do it. And so setting that standard early as leaders is extremely important because then it allows you to enforce, uphold the standard, and be like, "Hey, we talked about this. This is the expectation. You understood the expectation, and now I can hold you accountable.” And it's not me coming after you because we sat down and had a conversation. Col. Naviere Walkewicz 40:13 That's right. That's excellent advice. So one of the things that we like to do is ask you if you were sitting across, not Navid now, if you're sitting across young Mitch. What was what piece of advice you'd share with him? Mitch Torrel 40:25 I think, enjoy the period in which you're in every stage. I feel like every four years, I look back on the previous four years and just think about what an amazing time period that was. And you know, getting to play hockey, going to the academy, the academy was amazing. You're hanging with your friends. You're in college, and you know, increasingly as you age, it's going to be increasing responsibility. There's going to be a lot more you know burden on your shoulders, but it's fun, you know. And progression is fun, moving on to the next stage. But I think enjoy where you're at in life a little bit more. It would kind of be my advice. And then, you know, I don't necessarily regret anything, but it's you know continually to just work hard, progress, and you know have those cups coffee, learn from other mentors, you know, expand your network, and just grow. Col. Naviere Walkewicz 41:20 What are you doing now that helps you enjoy life? Mitch Torrel 41:25 I think right now, so just moved, and you know, right now I'm trying to focus on a little bit more me, you know, be a little healthier with sleep, eating, you know, and just I think it's easy to kind of burn the candle at both ends, and now it's kind of taking a step back and understanding that you need to be rejuvenated, you need to you know unplug periodically to be able to bring your all to you know what you're working on, and sometimes things get monotonous, and sometimes you know you just need to take a step back and reinvigorate yourself. Col. Naviere Walkewicz 41:58 I love that. That's fantastic. So, today, in today's terms, what are you most proud about yourself when it comes to? And if I word this right, maybe I say, what are you most proud about in being a facilitator? I want to say being a leader, but I wonder if you're going to answer that. I'm really good at facilitating high-performing teams. I'm curious how it goes. Mitch Torrel 42:19 I think what I'm most proud about is just looking back at the people I've had the blessing of coming across and just seeing them grow in their life. You know, like I think we allow sometimes in in the military where everybody's going to leave the military at some point, and that's OK. You know, I've got friends who stayed in for 2030, years and done phenomenal things. I've got friends who've gotten out, and you know progressed in their professional careers, and to me, it's just fun to see where everybody ends up. Like I love seeing people have success, and especially people who, you know, I may or may not have helped at least a little bit. You know, or you know, at least been a bad example of what not to do. But I think, yeah, it's the relationships that I look back on, and I'm just very happy to have you know gotten to know the people that I've come across. Col. Naviere Walkewicz 43:13 Well, you yourself made that transition, I think, from you know active service and obviously an entrepreneur. You know, what's some advice you might give someone in in that kind of decision calculus of transitioning their career? Mitch Torrel 43:26 I think it just goes back to again, am I am I continually am I student of the game? Am I showing up every day invigorated to learn and be better at my job? And you know maybe if the answer is if not, you need to step away for a little bit, reinvigorate yourself, reprioritize your life. And sometimes it's just, hey, I've got some goals that I've set out to get after, and sometimes your path diverges, and that's OK. And I think in my case it was I had some things that I wanted to accomplish in life that the — it was just time for me to, you know, change my path, of course. And so it wasn't. I loved the military. I loved the team environment, the camaraderie, the units that I got to be part of were phenomenal, and I miss that every day. But sometimes you just got to, you know, understand where you're going and you know set out and accomplish those goals. Col. Naviere Walkewicz 44:20 Well, I think there's been a theme across many of the graduates I get to speak with, and service continues even out of uniform. So I think that that definitely speaks volumes. So Mitch, was there anything today that we didn't cover that you would love to share with our graduate community, even if it's just words of encouragement? Mitch Torrel 44:37 No, I think it's just you know continue to build your skill set, build your toolbox, understand that every day is an opportunity to learn to better communicate, to invest in yourself, to professionalize you know your approach to things and building discipline, building you know your approach to complex problems, and I think a lot of us just want to check the box and move on and get you know. But every day again is an opportunity to better yourself, and so I think that that's what I would impart on, you know, younger next generation who are going to solve tomorrow's hard problems, who are going to be in these complex positions that we can't even fathom. Col. Naviere Walkewicz 45:21 Well, there are so many amazing things that we covered today that I think many can take back and internalize and find the way that it connects to them. But something that really stood out to me, just first and foremost, with you mentioned that you're more authentic and you just live with your heart. And so I think that came out in spades. I loved learning that you know leadership to you started with really kind of looking inward and what you really wanted, right? You could have gone a path of a pilot, and you could have done well, but you recognize that there is something that you wanted to do that might be more fulfilling with your skill set and align better with you. I think that that is that awareness as a leader is really important. I also really appreciate how you continue on focus on better every day, and you don't have to be the best tomorrow. But you need to be better than you were, and you're competing against yourself every day while lifting others up. I think the other thing that I really just enjoyed about you is remembering that the leader, yes, does have responsibilities to make decisions and you know, you know, advocate and empower others, but you're a facilitator and making sure that you help others have their voices bring out the best so that you actually can bring out the mission to success. So it's been an incredible conversation. I've thoroughly enjoyed this. So I just truly appreciate you being on Long Blue Leadership. Mitch Torrel 46:33 No, thank you. Col. Naviere Walkewicz 46:35 Absolutely. And so, for any of you that are still watching and listening to this, be sure to share this with others because the leadership journey is one that it never ends. Right? We're always growing and evolving, and this conversation and all of our conversations on Long Blue Leadership with the lives of Air Force Academy graduates can just help you in your own personal journey. So, see you next time on Long Blue Leadership. I'm Naviere Walkowicz. Thank you. Mitch Torrel 46:56 Thank you. KEYWORDS Leadership, fear, resilience, mental toughness, preparation, adaptation, team cohesion, shared hardship, humility, mentorship, feedback, continuous improvement, self-awareness, stress tolerance, problem solving, interpersonal effectiveness, communication, delegation, accountability, standards, courage, growth mindset, trust, mission focus, servant leadership. The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation
Lt. Gen. (Ret.) Steven L. Kwast and Chris Ponder take a 50,000 foot view this week, framing the whole "tools for truth" project through a military lens: the OODA loop. Observe, orient, decide, act, and whoever moves through that loop faster wins, whether it's a battlefield or the information war we're all living in. Kwast draws on everything from Sun Tzu to John Boyd to explain why speed and clarity matter so much right now, while Chris recaps the framework built across the last few episodes, life, logic, space, spectrum, form, force, ledger, capability, and starts connecting it to something bigger: an information economy built the way a periodic table or a blockchain gets built, one verified piece at a time. It's part strategy briefing, part philosophy class, and it ends on a reminder that none of these tools matter without the moral foundation to use them well.
Military and veterans' health systems operate in some of the most complex, high-demand environments in healthcare. Their experience managing limited resources, coordinating care across large populations and adopting new technologies offers valuable lessons for health systems nationwide. In this episode of Healthcare Insider, Modern Healthcare Content Studio host Shannon Mortland speaks with Lt. Gen. (Ret.) Telita Crosland, MD, MPH, MS, former director of the Defense Health Agency, and The Honorable David J. Shulkin, MD, former U.S. Secretary of Veterans Affairs. The conversation explores how government-driven innovation, operational discipline and emerging care models can help healthcare leaders improve access, strengthen coordination and address challenges such as fragmented care and delayed diagnosis.
Jim McLaughlin, pollster for President Donald Trump, strategic consultant, and CEO and Partner of McLaughlin & AssociatesTopic: Primary results and the impact they will have on Donald TrumpDr. Frank "Skip" Sommerer, Chairman of the Board of the Seaside Italian American Club and Trustee of the Seaside Heights Historical SocietyTopic: Monmouth/Ocean County SpotlightDaniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News ContributorTopic: Intel on Iran amid latest negotiations Bill Gunderson, host of "Best Stocks Now," coming to AM 970 The AnswerTopic: Stocks to watch Alan Dershowitz, Harvard Law Professor Emeritus, host of "The DerShow," and the author of "The Ten Big Anti-Israel Lies: And How to Refute Them with Truth" and the new book "The Preventative State"Topic: Todd Blanche confirmation process Art Del Cueto, Border Security Advisor for the Federation for American Immigration Reform (FAIR) and a 21-year veteran of the Border PatrolTopic: Canadian who attacked person on NJ boardwalk to be deported; Ceuta crisisSee omnystudio.com/listener for privacy information.
Send us Fan MailPBS listings can radically reshape practice and the August changes are all about precision. Rachael Babin from the Oncology Network sits down with Professor Craig Underhill to translate the latest Australian Pharmaceutical Benefits Scheme (PBS) oncology and haematology listings into what clinicians actually need: who's eligible, what the key trials show and what to watch for once the script is written. We start with vorasidenib, newly listed for IDH mutant astrocytomas and oligodendrogliomas. Alongside a powerful public advocacy story, we unpack the INDIGO phase 3 data and why a clear progression-free survival gain matters for patients facing long treatment journeys. We also get practical about toxicity, including fatigue and liver function abnormalities, and the reality that chronic low-grade side effects still require close monitoring and supportive care to keep people well on therapy. Next, we move to selpercatinib for RET-mutated medullary thyroid cancer, a rare disease where “getting the target right” can be transformative. Craig talks us through the LIBRETTO-531 results, what “PFS not reached” signals, and why tolerability and discontinuation rates matter just as much as headline efficacy. We then cover tafasitamab (anti-CD19) added to rituximab and lenalidomide for relapsed or refractory follicular lymphoma, including day unit visit burden, neutropenia risk and the size of the benefit reported. To close, we ask the bigger question: as targeted therapy and tumour-agnostic approvals increase, are we heading toward mutation specialists rather than tumour-type silos? If this helped you keep up with PBS oncology and haematology updates, please subscribe, share it with a colleague and leave a review so more clinicians can find us.Visit the Show Notes for links to the papers and other materials related to the PBS updates discussed in this episode and to send us audio feedback or questions for future episodes.Proudly produced by The Oncology Network
FDD Senior Fellow and former IDF Spokesperson, Lt. Col. (Ret.) Jonathan Conricus is back and dives deeply today on three issues: What's really going on with Hamas? How should we interpret the tension between IDF Chief of Staff Eyal Zamir and Minister of Defense, Yisrael Katz? And of course - we get into Iran. Trump seems to be very indecisive and there are strong signs that the power struggle within Iran between the “moderate” political leadership and the hardline IRGC is becoming more entrenched. Conricus and I discuss the many concerning signs around the much-ballyhooed Board of Peace “agreement” with Hamas to disarm and relinquish power that was announced a few days ago. People have been writing to me and asking - “Is this real?” Who better to turn to on that question than Jonathan Conricus.. There are no clear terms, no protocols for overseeing and verifying disarmament and no indication that Hamas is actually serious about any of these initiatives. But President Trump needs a win…..and a distraction from the mess in which he's entangled in Iran. And he seems to think that a very porous “agreement” with Hamas will divert attention from Iran. We discuss all that and more - with an interlude in the middle section about political brinksmanship between the IDF Chief of Staff and the Minister of Defense.Show your support for STLV at buymeacoffee.com/stateoftelavivJonathan Conricus is a senior fellow with the Foundation for Defense of Democracies, a Washington D.C.-based think tank. He served in the IDF for 24 years, four of them as spokesman during the intense 11 days of the Guardian of the Walls Operation between Israel and Hamas. Now a reserve officer with the rank of Lt. Col., he is a sought-after speaker internationally and is frequently seen on major television news shows. Jonathan was born in Jerusalem to a Swedish father and an Israeli mother and spent his formative years in Sweden.State of Tel Aviv is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.stateoftelaviv.com/subscribe
Chris is joined by Dr. Gary Brucato and Ret. Homicide Detective and Mystery Author John J. Lamb to discuss the Rachel Morin homicide.Rachel Morin, a mother of five, was attacked while hiking on the Ma & Pa Trail in Bel Air, Maryland, on August 5, 2023. Her body was found the next day. A DNA sample from Rachel's killer matched a sample found at the scene of a March 26, 2023, home invasion in Los Angeles where a young girl was viciously attacked. Officials believe the man on the surveillance video leaving the LA home invasion is the SAME person who killed Rachel. The man is described as Hispanic, 5 ft 9 in, 160 pounds, and in his 20s. Investigators were in Chicago this week following leads in the case more than two weeks after they released the video of the suspect. Officials believe the suspect will kill again. For tips on this, call 410-836-7788 or email rmtips@harfordsheriff.org.Re-upload from 9/2/2023
Join our All-Star Panel of Experts as they weigh in on the latest bombshell developments in the case against accused killer Bryan Kohberger. Chris is joined by Ret. FBI profiler Greg Cooper, legendary Forensic Trauma Nurse Ann Burgess, Forensic Psychologist Dr. Gary Brucato, and Cold Case Foundation's Dean L. Jackson as they discuss Kohberger.The Interview Room is proud that we were the first to unveil our All-Star Panel of experts from the Cold Case Foundation and their spot-on predictions about the Univ. of Idaho student murders weeks before Kohberger was arrested on suspicion of murder. He is accused of killing Madison Mogen, Kaylee Goncalves, Xana Kernodle, and Ethan Chapin on Nov. 13, 2022.Re-upload from 5/21/2023
Burning Bright welcomes back Lt. Gen. (Ret.) Steven L. Kwast for a conversation about Trump's relationship with time, mechanistic, esoteric, and everything in between. They open by questioning why so much commentary fixates on Iran and geopolitics when the real step change moves may be sitting in plain sight, in executive orders on energy, nuclear regulatory reform, and data center infrastructure. From there the discussion widens into psychological warfare, the gap between the narrative war and the actual war beneath it, and General Kwast's read on national character, self sufficiency, and what it means to hold a healthy skepticism of everyone, including the people you support. It is a thoughtful mix of hardware and philosophy, grounded by a guest uniquely equipped to speak to both.
Lesson Five: The Gospel is glorious because of its great blessings = results B. Intro: We have seen the Gospel is glorious because of its definition; because of its message; because of its power and because it gives new life = result A. Today we will discuss the wonderful blessings given to us because of the Gospel: 1. Because of the gospel we have been given spiritual blessings. Text Eph 1:3 • All of our blessings come from God our Father and from Jesus Christ. Illus. of last weeks lesson. James 1:17 • Physical blessing can inhibit our "walk" with God. - Example of Israel. Deut. 8:10-14 - Example of excuse makers. Luke 14:18-21 • Spiritual blessings will always enhance our "walk" with God. - They cause us to live holy. Eph 1:4 - They cause us to give God the glory. Eph. 1:3a, 6 - They guarantee physical blessings. Matt. 6:33 2. Because of the gospel we have been forgiven. Eph. 1:7 • This is possible only by the blood of Jesus.V7a = Gospel - We have been redeemed. Ref. Col. 1:14; 1 Peter 1:18-19 • We have the forgiveness of sins. V7b Ref. John 1:29 - Everyone needs forgiveness. Rom. 3:23; Rom.; 7:13 - Our sins nailed Jesus to the cross. Col. 2:14; 1 Pet. 2:24 - Our sins are buried because Jesus was buried. Ref. Micah 7:19 1Cor 15:4 = the Gospel - Our sins are gone because Jesus removed them. Rom. 4:7; Heb. 10:17; Rev. 1:5 • We are forgiven because of the Grace of Jesus. Eph. 1:7c. 2:8-9 3. Because of the gospel we have been given the knowledge of God's will. V9 • We know the plans of God throughout time. Eph.1:10 = Seven dispensations, Ret. Jer 29:11 • We know it is the will of God for everyone to believe the gospel. Acts 10:43; 2 Peter3:9 Conclusion: Thank God for these spiritual blessings!
Col. Chris Budihas, Ret., is WOKV's military affairs analyst and host of First Coast Military Life. He joins JMN to share his perspectives on the Iran conflict, military resources and training, and more. (4 segments in file, minor silence between segments.)
Title:TheSacraments-BaptismandCommunion Series:TheBigPicture:OurCoreBeliefs Speaker:Rev.Dr.Chaplain(Lt.Col.Ret.)JeremyBower Date:August2nd,2026 ToconnectfurtherwithCountrysideCovenantChurch,pleasevisitcsidecov.com.
Lt. Col. Robert Maginnis, a retired U.S. Army officer and an experienced military analyst with on-the-ground experience inside Russia and Ukraine and the author of "Preparing for World War III"Topic: China possibly providing weapons to Iran; Latest in the Iran War Grover Norquist, President of Americans for Tax ReformTopic: What a progressive tax code could mean Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News ContributorTopic: Melania Trump helps reunite a fifth group of Ukrainian and Russian with their families; Iran situation Carol Platt Liebau, Attorney, Political Analyst, and President of the Yankee Institute for Public PolicyTopic: Dr. Fauci's testimony and the protection afforded by Biden's pardon Pastor Corey Brooks, founder and Senior Pastor of New Beginnings Church of Chicago and founder and CEO of Project H.O.O.D. Communities Development CorporationTopic: "The welfare state broke Black families. Work can help restore the dream" (Fox News op ed) Christian Toto, Entertainment Commentator, host of the "Hollywood in Toto" podcast, and Managing Editor of HollywoodinToto.comTopic: "Hollywood would rather you forget its fangirling for Anthony Fauci" (New York Post op ed)See omnystudio.com/listener for privacy information.
Chris Paul joins Chris Ponder and Lt. Gen. (Ret.) Steven L. Kwast for what turns into a lively cross examination, with Chris Paul playing the role of skeptic in chief and asking the ground level questions everyone's been thinking. What is this tool actually for, and how do you define truth in the first place? Chris Ponder introduces the "Paragon," his model for understanding the information environment the same way a classroom globe helps you understand the Earth, and the conversation winds through orientation, epistemology, and how to build discernment tools without creating a surveillance state. Expect a genuinely sharp back and forth, comparisons to Bitcoin's Oracle problem, and a closing turn toward faith and first principles that ties the whole framework together. It's the most rigorously questioned episode yet, and that tension is what makes it work.
Ret. Marine Col. Grant Newsham joined the show. Two-Week Iran Strike Plan from CENTCOM Chief Sets Up Trump’s Next Move. Why haven’t we done this already? Also, why are they even talking about a plan? Ever heard of secrecy? See omnystudio.com/listener for privacy information.
Hugh covers the release of Anthony Fauci's diaries and talks with Dr. Michael Oren, Senator Tom Cotton, Salena Zito, Rear Adm. Mark Montgomery (USN, Ret.), Philip Wegmann, and Rep. Clay Fuller.See omnystudio.com/listener for privacy information.
As America recently marked its 250th anniversary, Dr. Zach Clinton sits down with Lt. Gen. (Ret.) William "Jerry" Boykin, a 36-year Army veteran, original member of Delta Force, former commander of both Delta Force and Army Special Forces, and former Deputy Undersecretary of Defense for Intelligence, for a conversation on what freedom truly costs and who's responsible to carry it forward. General Boykin reflects on his calling into military service, leadership lessons forged in some of the most high-stakes special operations in modern U.S. history, and the invisible wounds such PTSD, survivor's guilt, hopelessness, and moral injury that so many veterans carry home. The conversation turns candid as he shares what kept his faith anchored after witnessing real darkness, and what it means to be a warrior in God's Kingdom, not just on the battlefield. Now serving as Executive Vice President of the Family Research Council and continuing his ministry as an ordained pastor, Boykin speaks to a possible Great Awakening stirring across America and why he believes it will be sustained not by politics, but by strong marriages and Christ-centered homes. He closes with a direct charge to the next generation of fathers, mothers, pastors, and leaders on what to remember for such a time as this. It's a rare, unguarded look at where courage, conviction, and faith intersect from a man who has spent his life defending freedom on two fronts: physical and spiritual. Links: Family Research Council: https://www.frc.org/#gsc.tab=0 Find Out More About General Boykin: https://www.frc.org/biography/william-boykin#gsc.tab=0 Pick Up a Copy of General Boykin’s Book, Never Surrender: Never Surrender: A Soldier's Journey to the Crossroads of Faith and Freedom: Jerry Boykin, Lynn Vinc… Find Clinically Excellent, Distinctively Christian Care & Counsel Today: Find Trusted Therapists - Christian Care Connect Discover more Christian podcasts at lifeaudio.com and inquire about advertising opportunities at lifeaudio.com/contact-us.
We mark our 2000th episode. Pete Hegseth gets trolled by U.S. Rep. Becca Balint, The Rainbow Rewinds to Judy Grahn, Vito Russo and Reverend Troy Perry and Lucia Chappelle gives advice from a 2000 episode old lesbian. In newswrap France's new rights watchdog is no friend to queer people or women, while the trans position of the U.K.'s new government is questionable and a gay German politician falls to surrogacy hypocrisy. In the U.S., the House declines to make Trump's transgender military ban permanent, but advances other anti-trans measures, and a Seattle judge keeps a historic LGBTQ+ beach nude, but curbs the bad behavior. Featured speakers: Major Erica Vandal, Jesse Miranda, Pete Hegseth, U.S. Rep. Becca Balint, Judy Grahn, Vito Russo, Rev. Troy Perry, Lucia Chappelle Credits: Associate Producer/Host Lucia Chappelle, Producer Brian DeShazor, News writer Jeb Backe, feature producers, Lucia Chappellle, NewsWrap reporters Ret and Melanie Keller music: Stan Freberg, Ludwig Goransson and Kim Wilson
#BeAGoodFriend and check out episode #171 of #FeeneyTalksWithFriends featuring (Ret.) SFC Brian Stackpole. It was great to talk with my Army buddy and good friend #friend, Stackpole. Stackpole retired from the military after serving 28 years. He was a cook, Navy Seabee, Army Rail Instructor, IED Hunter and much more! We talked about:Retired after 28 years (minute 1)Stackpole's military career (minute 3)Sea Bees training (minute 5)Army Railroad Instructor - 88U (minute 7)What is a NCO? (minute 9)Being an IED Hunter (minute 10)“Hurt Locker is garbage" - (minute 13)Chrissy Jeltema (podcast #76) is a good friend! (minute 15)“The Kitchen Club” at AT (minute 22)The “Class Cynic” at NCO School (minute 24)141st Friends: Lefty, Colonel Nieves, Wells, Chandler and Ben Pare (minute 26)Military Career: First, Last, Best, Worst (minute 28)Past podcast guest who served in the military: Paul Bucha and Mike Cabrey (minute 33)Getting honored at a New York Islanders game (minute 37) 3 Keys to having a successful military career (minute 41)Stackpole played football for West Haven HS and CCSU (minute 45)What makes Coach Jim Vicaro a good friend? (minute 47)Parades and Parties (minute 52)Hockey in CT (minute 57)Favorite restaurants and 4 dinner guests (minute 1.03)Special guest appearance from D. Locke, podcast #58 (minute 1.09)West Haven Trivia (minute 1.14)Waterbury vs. West Haven (minute 1.18)D. Locke threw a two point conversion to Feeney (minute 1.23)Closing remarks (minute 1.25)Podcast Sponsors: Directline Media - www.directlinemediaproductions.com/West Hartford Lock - www.westhartfordlock.comKeating Agency Insurance - www.keatingagency.comGoff Law Group - www.gofflawgroup.netParkville Management - www.parkvillemanagement.comLuna Pizza - www.lunapizzawh.com/lunas-menuPeoplesBank - www.bankatpeoples.comFloat 41 - www.float41.comMaximum Beverage - www.maximumbev.comSally and Bob's - www.sallyandbobs.comMandell JCC of Greater Hartford - www.mandelljcc.orgAmerican Eagle Financial Credit Union - www.americaneagle.org
Host of the Dangerous Intellectuals podcast and Ret. Brig. General Blaine Holt joins me to do and up to the minute look at the situation with the state of US foreign policy objectives, how that ties into the larger war in process, and who really controls the pace and timing of those decisions. Show Notes:Blaine on XDangerous Intellectuals PodcastTom on XGGnG on Patreon
Josh Reid joins Chris Ponder and Lt. Gen. (Ret.) Steven L. Kwast to push the "Tools for Truth" framework further, tackling one big idea: the universe itself is information, and if you can learn to structure it, you can out-think even AI. Josh brings a healthy dose of skepticism from last episode and asks the questions you're probably asking too, while Chris breaks down the "information operation network," the interplay between form, force, ledger, and capability, and why patterns that show up everywhere from ancient governments to neural networks aren't a coincidence. Expect a genuinely fascinating detour into what AI can't do that humans can, a story about identity that lands harder than expected, and a few book recommendations for anyone who wants homework. It's dense, it's philosophical, and it somehow still makes room for a laugh or two along the way.
Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News Contributor Topic: Latest in the Iran War Matt Rooney, Founder and Editor-in-Chief of SaveJersey.com Topic: 6,600 non-citizens were registered to vote in NJ, with nearly 400 casting ballots Stephen Moore, "Joe Piscopo Show" Resident Scholar of Economics, Chairman of FreedomWorks Task Force on Economic Revival, former Trump economic adviser and the author of "The Trump Economic Miracle: And the Plan to Unleash Prosperity Again" Topic: Lowest-income Americans doing better under President Trump than they did under Biden Mollie Hemingway, Editor-in-Chief of The Federalist, Fox News contributor, and the author of "Alito: The Justice Who Reshaped the Supreme Court and Restored the Constitution" Topic: Non-citizens registered to vote in New Jersey, and how the SAVE America Act could have prevented this John McLaughlin, CEO of McLaughlin & Associates and pollster for President Donald Trump Topic: Non-citizens registered to vote in New Jersey and the impact on elections Rafael Mangual, senior fellow with and head of research for the Manhattan Institute’s Policing and Public Safety Initiative and a contributing editor of City Journal, and the author of "Criminal (In)Justice" Topic: "Crime is Mamdani’s kryptonite — so watch out for his sneaky claims" (New York Post op ed)See omnystudio.com/listener for privacy information.
En 1935, el biólogo y escritor Aldo Leopold comenzó a registrar los cambios de temporada en su parcela en el condado de Sauk, Wisconsin. Por ejemplo, qué flores aparecían primero, qué pájaros regresaban, cuándo helaba la última vez. Lo hizo año tras año, sin interrupciones, durante más de catorce años consecutivos. Esas observaciones simples y fieles, anotadas en cuadernos sin pretensión, se convirtieron en la base del almanaque, “A Sand County Almanac”, publicado en 1949. Esa obra fundó el movimiento conservacionista moderno. La constancia discreta de una sola persona, registrando lo ordinario con fidelidad, cambió el pensamiento de todo un siglo. El Señor Jesús no eligió a Sus discípulos por su visibilidad; los eligió por su disponibilidad constante. La constancia discreta, sostenida en el tiempo, produce un fruto que ningún destello ocasional de brillantez puede igualar. Dios no honra los espectáculos; Él honra la fidelidad sostenida día tras día. ¿Qué hábito espiritual pequeño has abandonado? Retómalo hoy. No para mostrarlo; para que Dios lo use con el tiempo en formas que hoy no puedes anticipar. La Biblia dice en 1 Corintios 15:58: "Sed firmes y constantes, creciendo en la obra del Señor siempre". (RV1960).
“The people you're trying to lead may become your greatest teacher.” SUMMARY Matthew Ayers '99 believes leadership isn't about having all the answers. It's about listening, learning and serving with joy. Hear how experiences at the U.S. Air Force Academy, on a U.N. peacekeeping mission and leading Dream Centers of Colorado Springs transformed his understanding of leadership. MATTHEW'S TOP 10 LEADERSHIP LESSONS 1. Leadership Begins with Ordinary Acts Matthew's grandfather didn't set out to do extraordinary things—he simply noticed people, asked questions, and invited them in. Great leadership often begins with small acts of compassion that have lifelong impact. 2. Lead with Joy One of the defining characteristics of Matthew's grandfather was his joy. Even in difficult circumstances, he demonstrated that joy isn't the absence of hardship—it's a choice that gives others hope and the courage to move forward. 3. Stay Curious About People Matthew learned that leadership starts by genuinely wanting to know people and understand their stories. Curiosity builds trust, broadens perspective, and opens the door to meaningful relationships. 4. Integrity Is Lived, Not Signed His experience during a United Nations peacekeeping mission revealed that values aren't proven by an oath—they're revealed in everyday decisions. Leadership requires the courage to live your principles, even when circumstances become complicated. 5. Influence Doesn't Require Authority Serving alongside people outside his chain of command taught Matthew that leadership often happens through relationships rather than rank. Quiet, consistent influence can move an organization—and a mission—forward one conversation at a time. 6. Presence Is Sometimes the Greatest Gift Whether comforting cadets during tragedy or supporting people in crisis, Matthew discovered that leaders don't always need the perfect words. Simply showing up and being present can have a lasting impact. 7. Listen Before You Lead Matthew's work reinforced that the people closest to the problem often hold the clearest vision for the solution. Leaders who listen deeply make better decisions because they're willing to learn before they act. 8. Let Others Become Your Teachers One of the most powerful themes of the episode is that leadership is not about always being the teacher. Matthew believes the people we serve—and the people we lead—often become our greatest teachers if we're humble enough to learn from them. 9. Transformation Happens Through Action Leadership isn't mastered in a classroom alone. Matthew reminds us that principles become convictions only when we wrestle with them in real life, applying them through service, relationships, and everyday decisions. 10. Leave People Better Than You Found Them Looking back on his grandfather's influence, Matthew's own leadership philosophy comes into focus: serve others with humility, model joy, remain teachable, and help people flourish. The greatest legacy a leader leaves is the positive impact they have on the lives of others. CHAPTERS 00:00:00 – Opening: Sometimes the Greatest Teachers Aren't the Ones We Expect 00:00:53 – Meet Matthew Ayers, USAFA Class of 1999 00:01:38 – The Story That Changed Everything: Grandpa, Joy & Two Strangers 00:08:47 – Justice Begins at Home: Lessons Passed from One Generation to the Next 00:15:12 – Ethiopia: When Integrity Is Tested in the Real World 00:24:31 – The Difference Between Signing an Oath and Living It 00:31:26 – The Child Who Became the Teacher 00:39:08 – Why Great Leaders Never Stop Being Students 00:45:51 – Leading Through Joy, Compassion & Presence 00:52:37 – Leadership in Practice: Listening Before Leading 00:58:44 – Matthew's Leadership Philosophy 01:03:28 – Advice to His Younger Self 01:06:14 – Final Reflections: Leave People Better Than You Found Them ABOUT MATTHEW BIO Matthew Ayers, USAFA Class of 1999, is the founder and CEO of Dream Centers, a Colorado Springs nonprofit dedicated to serving women, children, and families through comprehensive healthcare, behavioral health services, and transformational housing. Before founding Dream Centers in 2011, Matthew served as an Air Force officer, managed air and space programs, taught at the U.S. Air Force Academy, and deployed as an unarmed military observer with the United Nations Mission in Ethiopia and Eritrea. A passionate student of leadership, theology, and community development, Matthew believes the most meaningful leadership begins with humility, service, and a willingness to learn from others. Through his work and volunteer service, he continues to champion innovative approaches that strengthen families, empower communities, and create lasting change. Matthew lives in Colorado Springs with his wife, Amber, and their two children, Zeke and Halle Joy. CONNECT WITH MATTHEW LINKEDIN | DREAM CENTERS CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor: Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org Please note: we are only considering USAFA graduates as guests at this time. Ryan Hall | Director: Ryan.Hall@USAFA.org Bryan Grossman | Copy Editor: Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer: Wyatt.Hornsby@USAFA.org ALL PAST LBL EPISODES | ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS FULL TRANSCRIPT Guest: Lt. Col. (Ret.) Matthew Ayers '99 | Host: Lt. Col. (Ret.) Naviere Walkewicz '99 Lt. Col. (Ret.) Naviere Walkewicz 0:00 Sometimes the greatest leadership lesson isn't learning how to teach others; it's discovering that the people you're trying to lead may become your greatest teacher. I'm Naviere Walkewicz, Class of '99 — Long Blue Leadership starts now. Well, welcome. Our guest today is Matthew Ayers, class of '99. Yes, my classmate. Welcome, welcome to Long Blue Leadership. Let me tell you about Matthew from his military service, where he served in international peacekeeping. Then he went into the classrooms of Fairchild Hall, onto leading an organization called Dream Centers, where he's the CEO, really focusing on a vulnerable set of our community. It's such a pleasure to have you here today, Matthew. Matthew Ayers 0:46 Love being here. Thank you, Naviere. Col. Naviere Walkewicz 0:48 Absolutely. Well, we're going to jump right in because your story is so unique and so personal. I'd like to take us back in time and talk about your grandfather. I know we had some time talking about him, but I think it's well worth that our listeners and our watchers get to know him a little bit more as well. Let's talk about your grandfather and maybe a particular act of courage. Matthew Ayers 1:09 OK, yeah, he's my hero, and I always continue to this day trying to live life like my grandpa. He just was so inspirational in the way he lived, and he's a very relational servant leader. He pastored most of his life in the Pacific Northwest, but his beginnings were in Wuhan, China, where he was born and raised, and moved to the U.S. when he was 15. Got on a back of a cargo ship, and he and his brother John made their way here. He built railroad with the CCC and flipped burgers, put himself through high school, college, seminary, and he's just got an amazing life. But when I got to know my grandpa as a little boy, he was smoking cigarettes like a chimney and in the local bowling league and playing cards with his neighbors. Col. Naviere Walkewicz 2:01 I can visualize this man. Yes. Yes. Matthew Ayers 2:06 He was just everybody's person, and he could hang out with anyone. No one was a stranger, and he was genuinely curious about everyone he met. And so he just modeled that with such joy. I just grew up thinking I want to be like my grandpa. He's an amazing guy, And so I've got unlimited stories about him, about someone that really has left a mark on my life, and I was 11 years old, and we were pretty new, about a year or so into living in central Washington State. And he came to guest preach at a local church there, and when he came to visit, of course, we would always go to a local Chinese restaurant. Col. Naviere Walkewicz 2:53 And did he say it wasn't as good as when he grew up, though? Matthew Ayers 2:57 It was not nearly as good, but he still enjoyed it. He still would enjoy it wherever he went. And so he disappeared like usual, and we just knew he was back in the kitchen, probably washing dishes, hamming it up with the staff. And soon he comes back out, introducing us to staff, and we have all this free food, and he's best friends with this couple. So we were just this was like a normal experience with Grandpa, but on this particular visit, he had some pretty serious conversations after that with my parents, and he had found out that several of the staff were labor trafficked. They were new immigrants from China, and the next day, he brought me along as a little boy, we go down in our little town into a bag alley, knock on the door of a warehouse, no running water, no electricity, no amenities, dirt floor, and I see the rats running around. I'm like, "What are we doing here?” And we get to sit down with these people who are serving at this restaurant and can't speak English and do not know any way to navigate their situation. And he challenged us as a family. Well, he might have just volunteered us, but it was going to happen one way or another, that this couple ended up moving in with us, and we got to be like family with them, and had the most incredible experiences cross culturally just in our own home, and that was my first, maybe you know, shocking example of just the vulnerability of people in every community. It happens everywhere, but what was even more powerful to me about that, and what stays with me, is just how simple it really was looking back, where he just asked the question, and it seemed like such an ordinary, easy thing that that he made it out to be. And looking back, I'm like, well, that that's not easy for most people, but really, it is an ordinary thing that anyone can do. Naviere Walkewicz 5:07 Ask a question and bring someone in, right? Matthew Ayers 5:10 That's it. Col. Naviere Walkewicz 3:46 I'm thinking about you as an 11-year-old, and you said it was kind of your first real glimpse of that experience. How did that shape you as you grew up? Because they were with you, right? And so, first off, did you did you learn to speak Chinese? Matthew Ayers 5:27 No, I learned a few phrases. I should have though. I remember even the simple things like these cross-cultural miscommunications we had about ruining laundry and just doing things so differently that made us sometimes laugh and sometimes have some pretty tense moments. But it was it was all of us learning together. How do we do this? And I think one of my favorite memories was one of these people — they were they just had this incredible ability to do this unique art form of laying small colored thread, and would take months and hundreds of hours per piece of art, and just the beauty of getting to introduce into this art of her culture that was in particular from this region she was from. So we just, I mean, we had so many rich experiences like that. Col. Naviere Walkewicz 6:29 I can imagine. So taking a leap forward, what was part of your journey that led you to the Academy? And when you went to the Air Force Academy, was your goal in mind to think about how to either participate or engage in things cross culturally, or was that just part of your upbringing and your makeup? Matthew Ayers 6:50 Yeah, I thought you might ask me this, and I have nothing here. Honestly, I saw pictures of the Rocky Mountains. I love the beauty of Colorado. It just seemed magical to me, coming from this little town in central Washington, and I wanted to snowboard, so it came with some, you know, really good university education. It was a win-win. Col. Naviere Walkewicz 7:13 Yes. So getting into the Academy, you know, obviously drawn by the aesthetics. What about the service in the military do you think really called you? And would you say that started, you know, with your grandfather, or was that something else you saw throughout just your childhood? Matthew Ayers 7:29 My mom and dad modeled it well, of course. My dad found an amazing and safe place in my mom's home, where she grew up in Wenatchee, Washington, and so they really had this model of my grandpa and grandpa Paul and Lydia serving continually, and they modeled that in our home, in our community, in our neighborhood. I mean, from as young as I can remember, my dad was leading leadership camps for high school students in Washington State and doing incredible things to serve. And servant leadership, which is always kind of a part of the conversation. So it was like the water that we got to swim in. Col. Naviere Walkewicz 8:09 It seems so when you talk about your grandpa and your parents, it feels very warm and comforting and secure. And when I think about our time at USAFA, Matthew, it was — you know while it was, you know, in this ecosystem, and yes, you know, we were growing as leaders, I would say there was chaos around us, you know? How did you navigate that with such a different kind of upbringing, and by what you saw in leadership. Matthew Ayers 8:37 Yep. That is, I think, really insightful, and it's probably — it could be the most powerful part of my growing up, my formation in my family. Because my grandpa, when he did these hard things that were ordinary, but you naturally create friction in these situations where you're serving and helping and bringing cross cultures together and bringing people in need, including us. We needed to be educated in that situation, understanding what was happening in our own community and understanding how to serve. And you don't — there wasn't a formula for that, and we didn't have a lot of coaching or training. Grandpa just pulled us in, and so we learned through doing this kind of life together. And I think that that was the power of it: is that he did it with such joy. So you describe it as this warmth, and absolutely it was. And so having that mindset, I think, built this resilience in us to have joy no matter what the situation was, and to hold those things intentionally. You know, sometimes things are really difficult and sad and sorrowful, but to still be able to carry joy into those situations, you're really able to have that impact on somebody who may need that. So even coming to the Academy and experiencing that, especially the chaos of the first year, it felt like a little bit of a challenge. Like, how do we have joy through this? Col. Naviere Walkewicz 10:05 Well, I think I would have loved to be in your squadron because it sounds like you would have brought some joy to us for sure. Let's talk about after the Academy. There was a particular time while you were serving, you went on to work in — I think it was 2005 — you were part of a United Nations peacekeeping mission. Can you talk about some of that experience and how it maybe shaped you? Because I think it was a really transformational moment as well in your leadership journey. Matthew Ayers 10:33 It was. It was. I was in the acquisition career field, and so I didn't have much opportunity to go overseas, but although I really wanted to. So this was one of those few things that I could thankfully got some approval from our commander and got to apply for this mission. And in that, I had this experience of coming out of Asmara, Eritrea, and heading down to our team site, which was pretty remote near the border, just south of Eritrea, and in this very small village in a war-torn area, it was completely austere, and you basically, as military observers, you have a team site you run and you kind of manage this area that you observe with daily patrols. And so I got to be in a team site with people from Ghana and South Africa and Bangladesh, and you name it. I mean, we always had new members coming in and out from one of these 41 nations that were there. And when I arrived at the team site the first day, Adahanit was our team cleaner, and so she was hired by the local staff on our team site. And when she literally ran to me, she saw my uniform and the American flag, and she dropped to her knees and just started weeping. And she was telling me how grateful she was that an American was at her team site now, because Americans had treated her and some of her family and friends and people who were living in this village with a little more respect than they were used to, and that was my introduction to this mission, to this team site, and I just thought, “Wow, what did I step into?” Because there are obviously a lot of really interesting dynamics that I didn't necessarily expect that kind of welcome coming in. Col. Naviere Walkewicz 12:27 We take for granted what seems so normal and usual and expected, right? And so to actually see how what we're expecting can really make a difference to somebody else is really powerful. What was some of that experience like there? Can you talk a little bit more about that mission and really why it, besides that incredible greeting, why it really spoke to you? Matthew Ayers 12:52 What I came to learn over the next six months living in Shiraru was that, you know, we all of us on the mission we had this MOU, kind of a moral obligation that we signed. We had this oath that we gave and communicated. We had a lot of training, extensive training in country, and then when we arrived overseas, and it was so — I think coming from this side, we had these just very clear expectations, and I think also kind of some of the culture that we swim in is filled with moral obligations. Even just our values at the Academy, where we where we were trained, and but it's such a part of American culture. And so what I realized is that although all the soldiers from every nation get to sign this thing and take this oath, it's not necessarily something that was part of the conversations in families growing up, or a part of the water that they swam in. So our day-to-day life there was filled with this tension between what we agreed to do and what was actually happening on the ground, and those things were completely different. So we saw — I mean, I saw two nations get kicked out and dismissed from the mission for starting trafficking rings. I saw two members of our own team site, they ended up running the black market cash exchange for the entire nation of Ethiopia while I was on site. And some of these things I really struggled with. Tried to work with people to help them understand what we were doing is not helpful to locals, and even to the point of bringing some of these things up legally with some of the team at headquarters. But when they're dealing with international trafficking rings, some of those smaller things that were happening at our team site, they just — they didn't even have capacity to deal with. And so that's also tension was like, OK, we have to learn to deal with this on a one-on-one basis in our team site in the middle of several hours' drive away from anyone who has any authority over the space. Col. Naviere Walkewicz 15:06 Wow! So, how did you learn from that? What did — what changed in you, or what evolved in you? How do you grow as a leader from that? Because that's really powerful when you have a mission, and then you have these competing things happening that sometimes challenge values. Matthew Ayers 15:25 It made life so much more complicated for me. I think I went in — Col. Naviere Walkewicz 15:28 Like, “If my grandpa was here, he simplified things really well.” Matthew Ayers 15:33 Right. Exactly. Where is this simple answer? There really wasn't. And I remember sitting in several meetings, both formal and informal, with some of the JAGs, some of the legal team there, and just trying to untangle some of these issues and understand what would be worth our time to bring up, even to the highest levels, even if we had to go to Congress. What are some of the things that we need eyeballs here and influence here so that we can change some what's going on ground? It's really negatively impacting people's lives, and some of the things that we had to wrestle with were these larger moral questions of if we do this and we potentially raise these other issues at this particular level, we can end the mission. And we're trying to keep these two nations from destroying each other. So please don't go to this level. Work with us. We're going to work with you. We're going to give you advice, but you need to deal with this one on one with these people that you're working with and serving with, and they may not be from your country and they may not be in your chain of command, but you have at least some level of influence with them. So we need you to be courageous and we need you to have these conversations on a daily basis and help us. So those, that was powerful to me because it wasn't, you know — I at first I felt disempowered and like I don't know what I could do in this position, but over time I think little by little, you know, you can you can move the ball down the field if you stay focused -and you kind of understand the situation you're working within. Col. Naviere Walkewicz 17:11 I'm so glad you shared that because often we might think, “Well, I'm just an acquisitions officer” or “I'm just this and this is not my lane” or “This is not my role.” But I think to your point is we can all be leaders and if we stay focused and we know what we need to be doing, moving the ball down the field is still very much progress. And so thank you for sharing that. I think that was really powerful. You know, you've had so many incredible experiences. I'm curious. So, acquisitions officer, you went and did this UN mission, and somehow you ended back in the hallways of Fairchild Hall teaching cadets. Let's talk about that transition and maybe what leadership looked like after you had some of this real-world and mission experience, operational experience. How did that translate to leading cadets in the way they think, etc. Matthew Ayers 18:03 The mission, you know, sharing knowledge, sharing wisdom, sharing the things that we know we're learning in Management 101. I mean, that's important, right? Col. Naviere Walkewicz 18:13 Yeah. Matthew Ayers 18:13 But what I realized in that role too is just, and I realized this going back to our time. You know, as '99ers… Col. Naviere Walkewicz 18:24 Gold will shine. Matthew Ayers 18:25 …and just people who had so much influence on us. That's my always dreamed to come back. That was a dream job for me. I wanted to be back here on campus and influencing kids' lives because I think you are for the first time in your life for most of us. Then you're away from home, and you get to like have your family, your brothers, your sisters, your parents, your grandparents. You can lean on in those situations at home to help you carry that leadership. But this is the first time you get to try it out on your own. And I wanted to get to know people relationally first and build trust so that I could earn a right as little as it was to speak into anyone's life, and maybe learn from them too, because we're all coming from different backgrounds where we can learn from each other. So that environment was incredible to me because it's just so much more than sharing knowledge, right? You know you're transforming. You're part of that transformative process of a person being formed when they're standing on their own values for the first time. Col. Naviere Walkewicz 19:34 Matthew, can you share an example of maybe when you saw that come to life with a cadet and an interaction with you? Was there a time in that that when you were facilitating or when you were an instructor that you actually saw some of those seeds be received and how it actually bloomed? Matthew Ayers 19:52 My very first night on duty, I was officer on duty at night, and you know you do this. Everyone pitches in and has that role at some point or another when they're on faculty here, and there was a suicide, and I remember getting to interact in the moment as the news is, you know, in a grassroots way, very quickly moving through the Cadet Wing. And in the middle of the night, just walking the hallways and seeing kids, and just getting to put my hand on my shoulder and ask if they need to talk, can I pray? Can I support you? And hearing their stories and what they knew, and so life happens, right? No matter what position you're in, no matter where you are, and you get to show up for people where you don't, or you get scared. And I think some of those things, you know, being in Eritrea in the middle of night with people, and that I think you build a little more resilience there too when you're in some interesting situations. And it helps you step into somebody else's space and just be present and I — those are sacred memories for me and those opportunities just to be present. Didn't do anything really but just be there. And I think I'll cherish that always. And I just encourage us. You know, it again — these things seem like so challenging sometimes when you're in a, when the stakes are high and the emotions are high, but those are the most important times to stand in and be present. Col. Naviere Walkewicz 21:42 I feel this tie from your grandpa to you. This ordinary act. I will tell you, the cadets that you spent time with when you were walking the halls that evening, and you put your hand on their shoulder, or you said, "Do you need to talk?” They will take that with them, and there's a good chance that when the moment calls for that from them, they're ready because they saw it in action and they felt the importance of that. Man, thank you for sharing that incredible story. I have to think that that probably played into your decision to jump into the nonprofit space and lead something incredible like you've been doing for the past 10+ years. Matthew Ayers 22:20 If I'm honest, I was a little bit upset leaving the Air Force. I loved that job. I loved what I was doing, but of course, I did have the seed that my grandpa planted, and really, it went back to that first experience that day when he introduced us to the staff at this restaurant. And I thought, I remember making a commitment back then to say, I want to be like my grandpa, and I want to do something. I think with my life, just to interact with vulnerable people and serve them. And so that came true. I got to start some work in the nonprofit world when I got out of the Air Force, and then it led into this opportunity. And I think just casting that vision in that early season of getting out and just sharing this bigger idea of like, OK, we what does the city need? We love Colorado Springs. There's a lot of great nonprofits, and we don't want to duplicate anything. So what do we really need? And that's when I got to go on this journey of just listening to leaders all over our city and discovering what some of those things could be. Col. Naviere Walkewicz 23:29 I love that powerful listening tour. Before we jump into that, I want to just in that piece of time in which you made that transition, I'm curious on how you knew it was time. Because I think many leaders, you know, when they're in different roles, they're looking for the when is the right time for what's next, or and who do you talk to in your corner? What was that transition, and maybe that network around you or your community around you, what did that look like in navigating that decision? Matthew Ayers 1:57 So, Naviere, my life is like one example after another of I have plans in my mind, in my heart, and then they get redirected. And there's a proverb about that that says, you know, people make plans in their heart, and the Lord directs their steps. So this was another clear example of that, of me taking a while to learn what really should be the next step. And I remember the voluntary separation program, that VSP came open, that opportunity. And this is strange. So if anyone's been around the Academy or taught there, you know this. If you haven't, it is rare to have people just come by your office and small talk for a while, right? You're with cadets in your open office hours, or you're teaching, or you're preparing for something. So we're running. We're always running around. And 15 people, several of them — I couldn't have even told you their last name. I was just an acquaintance with them — stopped by my office in my open hours during the day, one after the other, asking the exact same thing: “Are you going to apply for this VSP?” Col. Naviere Walkewicz 25:12 Did you make — I mean, I can't even. That's just kind of blows my mind, right? I'm just I'm putting myself in your shoes in that moment. Yes, please continue. Matthew Ayers 25:22 Yeah. So if Anthony Pedroni is listening, he was the last one, and Tony comes in at like 7 that night in my office and asks the same exact question. We're friends. We work together in the management department. And he said, "Are you going to apply for this VSP?” I said, "No, man, I love my job. I love what I'm doing. Why would I want to leave here?” And he said, "Oh, Mr. Sensitive,” and he walked away. And when he said that, I was convicted. I had not even stopped to pray for a second. Like, is this the right thing to do? And I just knew it was, and I didn't know why. So, I, as an Enneagram 9, I try to lead with my gut instinct. That always just naturally leads first, and I just knew I needed. So I applied that night. I was one of 20 that got it. I got a call the next day, and I was out in 30 days. Col. Naviere Walkewicz 26:11 Oh my goodness. So really, it was this group around you, and then some self-reflection and prayer, and you made that decision. There was really not a lot of talk at all, it sounds like. Matthew Ayers 26:23 There was zero planning. So yeah, but I knew it was right, and I knew if — you know, I just think taking steps of faith, sometimes we need to be redirected. And looking back on my life now, I cannot imagine not doing this nonprofit work early. In my mind, the timing was retire first, be stable, make a good decision, get your retirement, then launch this nonprofit. But that's not that wasn't the best way forward. And so I would just say that for others too, where I had to be redirected, and it was so helpful for me. And that if you know you're holding on to a dream, sometimes it's good to be stable and make that, you know, what might look like a more traditional decision, and sometimes it's not. And to have the courage to be able to at least ask that question. Col. Naviere Walkewicz 27:15 I love that. So you jumped, and you have now led Dream Centers. Let's talk about this a little bit because I think many people may not know what Dream Centers of Colorado Springs is and the mission. Matthew Ayers 27:30 There's a movement across the world. There's several hundred Dream Centers, and the basic thing that ties it all together is that we share this vision that we would find a real need in a city wherever we're located that's unduplicated, and we go meet that need. So we're not the same organization as any one other of these hundreds of Dream Centers. But I got to go on that listening tour for about six months and learn as much as I could from people here before we decided what we wanted to land on. That would really be something unique and unduplicated that we could offer the city. Col. Naviere Walkewicz 28:09 Do you feel that this is another way that you continued to put on a uniform outside of the uniform, right? So this is a new way of service. Do you think that that was part of not only it was a need that you decided this is the one we're going to do and it's unduplicated, but it actually spoke to you because of your servant leadership background? Matthew Ayers 28:29 Maybe. I think honestly, going back to those roots, my parents, my grandpa. I mean, I think of my wrestling coach in high school and English teacher. They served so well, and they did it with joy. I think just to me, it was a more inspiring way to live, and so I didn't think about it like that, and I don't think about it like that. Although that's absolutely important and valuable, but I think as I as I experience the joy of learning from our clients right now and our staff, and just how rewarding the mission is, yeah, absolutely. It's about serving our community, but it is so joyous. It's — I get so much more out of it that it's like it really is a way of life that that is just incredible. I love getting up in the morning. I love what I get to do. Col. Naviere Walkewicz 29:19 So you are learning from the people you serve. You just — you were just talking about the joy that it brings you. What has changed in you? And I think about it — you know, this is Long Blue Leadership. So from a leadership capacity, because you're leading a team of professionals that's making this joy possible, but curious how it's also really, like, you know, changed you? Matthew Ayers 29:40 Man, I think I've changed every day. There's — you know, I have not had a lot of extreme or challenging situations I've dealt with in life, but I've had like a front row seat to that, and I think that I don't understand what it's like to live in a car, or to live on the street, or to experience domestic violence, or to be without food, and people are in those situations in our city every day, and they have so much to tell us about what's going on with our city, what's working, what's not. How can we improve it? How can we improve it down to the level of interactions, from phone calls and intake and how we're welcomed into a front office, to what actually is going to move the ball and make an impact in their life, and I think those are the things that we know are like adding to the quality of community, and it transfers intergenerationally in our city. So if we don't stop to learn about those things, it we're all going to be affected by that, and we're all going to be life will just not be as rewarding because it is so rewarding to be in the middle of those conversations and experiences. Col. Naviere Walkewicz 31:17 So I'm thinking about it in parallel as leaders. To your point, are you know they have colleagues or teammates that are experiencing things that they haven't. How do you navigate those conversations? How do you actually get to a place where maybe you are driving impact or making it a difference? I'm curious if you could share some of that, maybe some for those who are looking for that leadership as well. Matthew Ayers 31:41 We're always trying to do things with excellence. We're always tweaking what we're doing, and we're trying to just be steady and show up every day and learn what we can. And so I think when we have some big changes we need to make or a program we need to implement, first it needs to come from the people we're learning from, right? And it's not dreamed up without partnership there, and I think it needs to be confirmed by them as well. And so I mean, this again-it's the story of my life. But for several years at one of our programs at Mary's Home, the families we get to be with and serve and learn from were telling me about, you know, “The way that you're setting up this high-challenge, high-support program, and what we're able to accomplish here, and how we're surrounded with love and services and challenge. It is so good. Why aren't you doing that with our children? Why are you not offering the same thing for them?” And we — this was a theme, and I got to hear it over and over and over again. And they probably felt like they were being a broken record, but it was so important that they kept — they felt they had that important message to share. And it took me years of hearing that and then validating it with other people in the community, other people who had come through the program, our graduates, who had been years, you know, after launching for Mary's home, validating it, and I think that whole process was something where, for me, it felt like at least scales had to fall from my eyes. I had to really wake up to the reality of what this is because at first I was thinking there's other organizations that do this, and they continued just faithfully week after week, month after month, to have this conversation and say, “No, you — OK, so you don't really understand, Matthew, what we're talking about, so let's back up.” It was conversations like that. Like, “Let me tell you about my experience here with my children.” “Let me tell you about my experience over here at this service and why it's not working.” And so I think those, you know — it's being in touch with your customer. It's being in touch with your client. It's really — we have to be changed first if we're going to really offer something that's truly transformational. Col. Naviere Walkewicz 34:03 I love how you said you can drive change and it really make an intergenerational difference. I'm curious how your work has changed the lives of your family because I know you know you're married and you have two beautiful children. What does this legacy look like in your household? Matthew Ayers 34:22 Yeah, well I hope that I can you know at least try to live up to my grandpa's way of being. And so like when we're around work, that our kids it feels like a normal thing to do, just to be in service and to be engaged, to be in touch with what's going on in our community, and that it feels normal to come to work and have that warmth and have that encouragement and see models of people just doing normal things that we may if we don't have those models otherwise they seem maybe difficult for a little distant from us. And sometimes they're actually closer than we realize and we just keep them distant because it reminds us of just how maybe vulnerable we are sometimes, or maybe a memory like going back to our childhood that could be implicit. You know, before we're even four, and we remember it with our mind. Our body is remembering it with our emotions, and we're and so we get scared sometimes, and we don't even know why to engage with some big challenges in our city. And that's what I think. Yeah, the day-to-day stuff I want to model for Zeke and Halle Joy are just — you know, this is this is actually super rewarding, and it's one of the best things in the world you can do. Col. Naviere Walkewicz 35:40 So, Matthew, if we can go back in time, and you could talk to your 11-year-old self, what might you tell him today? Matthew Ayers 35:46 I think knowing what I know now and seeing what's possible, what transformation, what kinds of things, and just that we've been able to do with our partners in the city, through Dream Centers, going back to that, all that may seem really daunting and just incredibly tough to imagine or even think about as 11-year-old. But I think I would keep just want to model it for him, you know, just like my grandpa did, and make it make it easy, make it like this is — anyone can do this. Take that next faithful step, that everyone has something that they can do to show just a little bit of genuine curiosity in whoever they're with, that we always have something to learn, and if you can model that with joy, I just think it can be captured so much easier. If you model it in any other way, I don't know that it becomes something that you want to emulate. Col. Naviere Walkewicz 36:45 I love that. And speaking of joy, I have a feeling I know where you might go with this answer, but let's see if you surprise us. You know, what is something you're doing every day to be better, either as a leader, you know, in your in your life? What are you doing every day to be better? Matthew Ayers 37:05 I'll say it's something that I try to do every day. So even this week is a great example. Like, the last couple weeks, I've had conversations with staff where they felt courageous enough to give me feedback, and I got to listen, and I get to learn from them, and they're my greatest teachers. “So, this is how I felt in that situation, Matthew, and this is how I didn't feel seen or heard.” And let me just tell you how that impacted me, and those conversations are, you know, although I wish I could say they're far and few between, they're probably more regular. But I'm grateful for that. I'm grateful that we have a team that really trusts each other, and where we can just be honest and reflect and call each other to this higher place. And my team does that for me. So if I could do one thing, I don't always do it, but if I could do one thing really well, it'd be to keep learning from them. Col. Naviere Walkewicz 38:03 Oh, that's fantastic. May I ask how you accept that feedback? Because, you know, being open to hearing it is one thing, but accepting it, I think, is another. Can you talk about how you do that? Matthew Ayers 38:18 Yeah. Well, I think people are complicated, and all of us, right? We're like this incredible mishmash. You have, like, unlimited layers of variables going on an x-axis and a y-axis, and for some reason, on one day, one person will hit that one button that really affects us more deeply than another. And I see that, you know, with me, I see that with our team. And so, even one staff member will give me feedback that's in this direction, and another and receives it completely differently. So, what I think it does for me is I want to hold all those things as equally valid and say how can I sharpen what I'm doing even more so? Like that thing really landed for somebody and it really hurt somebody else. So how can I adjust? How can I learn from that so that I am presenting, I'm showing up to work my best self in a way that's able to speak to everyone. You can't always do that. You're never going to hit on the head, and that's why we need grace for everyone. We need a little patience. But I think we can always learn too, and we can always sharpen the skills. And I'm so grateful that we can, and that EQ is just one of those things that we can constantly work on. So, yeah. Col. Naviere Walkewicz 39:36 I love that. Well, what is something that we didn't cover today that you feel is really important for our viewers and listeners to hear from you? Matthew Ayers 039:46 You keep doing what you're doing because you're bringing a message that is really — it's not complicated at all, but there's so many layers to this leadership journey, and I think people need examples of that. We don't learn — I think what I know that whether it was just in my work here at the Academy, or the work with the nonprofit, or just growing up in Ellensburg, Washington, learn as much in the classroom, and so we have to wrestle with these ideas. That's important, and these ideas we'll hear today are really important. But we need to the community we live in, the family we're a part of, our work, and we need to apply these things. And that's where we really learn. And I don't think leadership can ever be learned just from talking about it, right? Col. Naviere Walkewicz 40:43 That's right. Matthew Ayers 40:43 So we have to be able to apply these ideas constantly and wrestle with them, and talk about them, and keep them front and center. So thank you for doing that. And I know we're going to keep trying to do that within Dream Centers and make it real instead of just theoretical. Col. Naviere Walkewicz 41:00 Well, Matthew, this conversation has been really incredible in many ways. I think some of the things that really stuck with me in this conversation, one, I just really appreciated getting to know your grandpa through you. I mean, he's someone that I also hope that I can emulate in just his finding ordinary ways to make big impact. And I think you're doing that every day in your job, and that's helping to inspire others as well. I really appreciated our conversation how you really have become a student of learning leadership through the through the actions that others have gone through, right? So maybe not living them yourself, but being there in the moment, learning from them. And so I appreciated how you really talk about leadership through learning. And so I think that really came through and folds in our conversation today. And last, I want to end with this because, as I sit here and I smile at you, it's because you bring joy, and I think it's really important that we find joy in the moments, even when they're difficult. If we can continue to like hold onto that thread of joy, life is sure a lot more fun and meaningful, and we bring others along with us in that in that capacity. Matthew Ayers 42:04 Thank you, Naviere. Col. Naviere Walkewicz 42:05 For all of you that are watching this and listening, thank you for joining us on Long Blue Leadership. If you know someone who's on their leadership journey, they really should check out this conversation and all of our others at longblueleadership.org. Many of our graduates have different paths that they want on leadership, and just like Matthew, they have so many wonderful lessons you can pose in them. So until next time, I'm Naviere Walkowicz, Class of '99. We'll see you on Long Blue Leadership. KEYWORDS Primary: Servant leadership, leadership through learning, influence, humility, curiosity, transformation. Secondary: Mentorship, moral courage, resilience, trust, active listening, empathy, community, values-based leadership, feedback, purpose. Supporting: Emotional intelligence, authenticity, growth mindset, stewardship, compassion, vulnerability, presence, integrity, service, relational leadership. The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation
Day Break | CHINA HACKED 220 MILLION VOTER FILES? Trump's Explosive Claims --- 00:00 - Monologue 19:16 – Robert Romano, Executive Director of Americans for Limited Government. Romano discusses concerns about undisclosed funding in the American judicial system, arguing that greater transparency is needed to protect the integrity of the courts and preserve the nation's economic competitiveness. 28:18 – Rob Rene, founder of Exodus Strong. Rene discusses the growing popularity of red light therapy, explaining its potential health and recovery benefits while highlighting the return of the company's red light therapy bundle and broader approaches to improving wellness naturally. 38:29 - Monologue Featuring Ivey Gruber 47:31 – Stephen Richer, former Maricopa County Recorder and Legal Fellow with the Cato Institute's Robert A. Levy Center for Constitutional Studies. Richer discusses election administration as renewed attention focuses on Georgia and the 2020 election, offering his perspective on election security, public confidence, and ongoing debates over election integrity. 57:47 – Maj. Gen. (Ret.) Dennis J. Laich, retired U.S. Army Reserve two-star general. Laich discusses escalating tensions between the United States and Iran, assessing whether the U.S. military is prepared for a prolonged regional conflict and examining the strategic and logistical challenges such a conflict could present. 1:06:49 – Indy Pederson, author of Sacrificing Humanity: The UFO Is a Portent of Nuclear War. Pederson discusses his book's exploration of unidentified aerial phenomena, nuclear conflict, and theories surrounding elite disaster preparedness, examining why some believe these issues deserve greater public attention. 1:16:59 - Monologue 1:26:00 – Sam Davis, CEO of Bridger Aerospace. Davis discusses the ongoing wildfire season, the impact of smoke on communities, travel, and public health, and explains how aerial firefighting technology is being used to combat increasingly complex wildfire conditions across North America. 1:36:17 – Chris Burgard, filmmaker and director of the documentary Remember the Alamo: Don't Sharia My Texas. Burgard discusses his new documentary, examining the historical significance of the Alamo while drawing connections to contemporary debates over Texas identity, border security, and the state's cultural future. 1:45:11 – Ivey Gruber, President of the Michigan Talk Network. Gruber recaps several notable stories from around the world, including Spain's victory in the FIFA World Cup, inspiring stories of immigrants embracing the American dream, a historic mile world-record performance, and an upcoming FCC vote that could significantly reshape the future of broadcasting. --- Check out our brand new podcast, 'Forgotten America'... Episode 23 is live NOW at Steve Gruber on YouTube! Link below: https://youtu.be/zFbIurpG2H4
Ghost and Chris Ponder join Lt. Gen. (Ret.) Steven L. Kwast for a genuinely fun one, recorded live from Madison Square Garden, where the trio starts unveiling a "rule set" designed to help ordinary people triangulate truth without needing a physics degree. Think of it like a calculator: you don't need to understand the circuitry to trust the math. Chris walks everyone through a diagram built from an X laid over a plus sign, forming an octagon, and starts defining the core building blocks: life, logic, space, and spectrum, using ancient Egypt as the working example. Ghost brings the analogies, Chris brings the framework, and Steve ties it all back to the bigger mission of turning space and information into tools for discernment. It's the first bite of what promises to be a much bigger conversation, so expect homework, patience, and a slow build toward something worth understanding fully.
Hugh discusses the latest in Iran and talks with North Carolina Congressman Pat Harrigan, National Review's Noah Rothman, former Missouri Senator Jim Talent, Rear Adm. Mark C. Montgomery (USN, Ret.), Mary Katharine Ham, and Norton Rainey. See omnystudio.com/listener for privacy information.
51:23- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News Contributor Topic: Iran's threats against President Trump 1:10:20- Congressman Steve Scalise, Republican representing Louisiana's 1st district and the House Majority Leader Topic: Rise of Democratic Socialism; SAVE America Act; Remembering Lindsey Graham 1:24:02- David Fischer, CEO of Landmark Capital Topic: U.S. Treasury Report about AI; Wealth Tax; Gold and Silver news 1:35:35- Councilwoman Inna Vernikov, Minority Whip of the New York City Council representing the 48th District Topic: Migrant shelter 1:47:55- Alan Dershowitz, Harvard Law Professor Emeritus, host of "The DerShow," and the author of the new book "Founding Fathers and One Jewish Mother" Topic: President Trump's birthright citizenship fight comes roaring back 2:00:13- Dr. Michael Youssef, host of "Leading the Way with Dr. Michael Youssef" Weekdays at 5:30 pm and Saturdays at 4 am on AM 570 The Mission/WMCA Topic: Latest in the Iran conflict; Mayor Mamdani's socialist politics and the damage it is doing to NYC 2:10:40- Christina Farrell, Commissioner of the NYC Office of Emergency Management Topic: Extreme heat tomorrow and WednesdaySee omnystudio.com/listener for privacy information.
Col. Kurt Schlichter fills in for Hugh and covers Iran, Graham Platner's exit from the Maine Senate race, and more with Marc Caputo, Eliana Johnson, Senator Jim Banks, Larry O'Connor, Victorino Matus, Batya Ungar-Sargon, and Col. Rob Maness (USAF, Ret.).See omnystudio.com/listener for privacy information.
FDD Senior Fellow Lt. Col. (Ret.) Jonathan Conricus fills in for Jonathan Schanzer, providing timely situational updates and analysis ahead of a conversation with documentary filmmaker and "Operation Arnon" producer Hannah Puder.Learn more at: fdd.org/fddmorningbrief
Ever wonder why a bunch of satellites floating in the sky matters so much to your daily reality? Lt. Gen. (Ret.) Steven L. Kwast sits down with Chris Ponder to lay the groundwork for their new "Tools for Truth" series, starting with a crash course in orbital mechanics that's part physics lecture, part treasure map. They break down the difference between low Earth orbit, medium Earth orbit, and geosynchronous orbit, and why that distinction matters far beyond rocket science. Along the way, the conversation drifts into the difference between "intelligence" and "information," how ancient logic and rhetoric still hold the keys to discernment, and why space itself might be one of humanity's best shots at building an incorruptible ledger of truth. Expect big ideas, some fun visuals, and a reminder that this is a journey best taken one lesson at a time.
Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News ContributorTopic: Trump says tentative ceasefire is over; Trump at NATO Brian Falconer, Structural Engineer and Managing Principal at Severud Associates Consulting EngineersTopic: High rise in Midtown on the verge of partial collapse Matt Rooney, Founder and Editor-in-Chief of SaveJersey.comTopic: Debate with John Bramnick Patrick J. Brosnan, Retired and Decorated NYPD Detective and the host of "Pat Brosnan: Live From the Batcave" Saturdays at 9 a.m. on AM 970 The AnswerTopic: Security of Midtown high rise on the verge of collapse and surrounding buildings, and the NYPD's role in securing the safety of civilians Lt. Col. Robert Maginnis, a retired U.S. Army officer and an experienced military analyst with on-the-ground experience inside Russia and Ukraine and the author of "Preparing for World War III"Topic: Trump says tentative ceasefire is over Dr. Marc Siegel, physician, Professor of Medicine at the NYU Langone Medical Center, author of "The Miracles Among Us," and contributor to Fox NewsTopic: Legionnaire's outbreak in NYC; New sleep recommendations 9 Gianno Caldwell, Fox News Political Analyst, founder of the Caldwell Institute for Public Safety and the host of the "Outloud with Gianno Caldwell" podcastTopic: Graham Platner allegations; Addressing crime from Fourth of July weekendSee omnystudio.com/listener for privacy information.
Show SummaryOn today's episode, we're having a conversation with Navy Veteran Steve Kappes, the 2026 board chair for the San Diego Military Advisory Council and one of the leaders of the San Diego Wounded Warrior Tennis Program, a program that uses tennis as a means of rehabilitation for service members and veterans who've become wounded, ill, or injured.Episode Partner: This episode is sponsored by CareLinx by Sharecare, connecting Veterans, Service Members, and military Families with trusted home care and caregiver support. Provide Support Take a moment to turn your gratitude into action. For just $15, you can help provide military culture training to one person who supports veterans and their families, equipping them to respond with greater understanding, confidence, and care. GIVE HERE through our giving page at psycharmor.org. Provide FeedbackAs a dedicated member of the audience, we would like to hear from you. If you PsychArmor has helped you learn, grow, and support those who've served and those who care for them, we would appreciate hearing your story. Please follow this link to share how PsychArmor has helped you in your service journey Share PsychArmor StoriesAbout Today's GuestCaptain Steve Kappes, USN, Ret. served on active duty for 24 years and has volunteered in support of military members, veterans, and their families for more than 20 years. As a cofounder and the Director of the San Diego Wounded Warrior Tennis Program, he and his team have improved the quality of life for more than 1,500 wounded, ill, and injured service members and veterans through free weekly tennis clinics and annual tennis camps. Run in collaboration with Naval Medical Center San Diego and VA Medical Center San Diego, this program has been recognized by members of Congress, the Department of the Defense, and the U.S. Tennis Association for its excellence and impact and serves as a national model. Steve is also a Certified Nonprofit Professional, committed to supporting the community through military advocacy and health and wellness programs. He has served in leadership roles on eight nonprofit boards including the San Diego Military Advisory Council where is the current Board Chair. Links Mentioned During the EpisodeSan Diego Military Advisory CouncilCBS8 Zevely Zone - San Diego Wounded Warrior Tennis Program San Diego Wounded Warrior Tennis Program Website PsychArmor Resource of the WeekThis week's PsychArmor Resource of the Week is the Behind the Mission podcast episode with SDMC CEO Rear Admiral (Retired) David Boone. During the conversation, we dive deeper into SDMAC, a nonprofit that advocates on behalf of the service members, veterans, and their families in the greater San Diego region. You can find the resource here: https://psycharmor.org/podcast/btm243-david-boone-san-diego-military-advisory-council Contact Us and Join Us on Social Media Email PsychArmorPsychArmor on XPsychArmor on FacebookPsychArmor on YouTubePsychArmor on LinkedInPsychArmor on InstagramTheme MusicOur theme music Don't Kill the Messenger was written and performed by Navy Veteran Jerry Maniscalco, in cooperation with Operation Encore, a non profit committed to supporting singer/songwriter and musicians across the military and Veteran communities.Producer and Host Duane France is a retired Army Noncommissioned Officer, combat veteran, and clinical mental health counselor for service members, veterans, and their families. You can find more about the work that he is doing at www.veteranmentalhealth.com
The conflict in the Middle East has sent shock waves around the globe. Lt. Gen. (Ret.) William “Dave” Beydler, former Director of Strategy, Plans and Policy at U.S. Central Command and later Commander of U.S. Marine Corps Forces, U.S. Central Command, joined us to share insights on military strategy in Iran and the region. He weighed in on the current global geopolitical landscape, the changing nature of global conflicts today, U.S. alliances and national security challenges. A career naval aviator who served more than 37 years in the U.S. Marine Corps, Lt. Gen. Beydler also discussed military recruitment and veteran employment and support. Today he represents Academy Securities' Geopolitical Intelligence Group.Watch the original Wednesdays with Woodward® webinar, recorded on May 27, 2026: https://institute.travelers.com/webinar-series/symposia-series/global-risk-landscape.---Visit the Travelers Institute® website: http://travelersinstitute.org/.Join the Travelers Institute® email list: https://travl.rs/488XJZM.Subscribe to the Travelers Institute® podcast newsletter on LinkedIn: https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7328774828839100417.Connect with Travelers Institute® President Joan Woodward on LinkedIn: https://www.linkedin.com/in/joan-kois-woodward/.
36:20- Robert Greenway, Senior VP of American Global Strategies, Former Deputy Assistant to the President and Senior Director for the Middle East and North Africa in the Trump administration, and principal architect of the Abraham Accords Topic: U.S.-Iran talks gaining momentum in Doha 49:37- Craig Shirley, Presidential Historian, Political Consultant, and Reagan biographer Topic: New Theodore Roosevelt Presidential Library and the great Presidents of American History for America's 250th 1:00:11- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News Contributor Topic: At least 13 killed in Russian drone and missile strikes on Kyiv 1:10:17- Patrick J. Brosnan, Retired and Decorated NYPD Detective and the host of "Pat Brosnan: Live From the Batcave" Saturdays at 9 a.m. on AM 970 The Answer Topic: Couple climes spire of the Empire State Building 1:32:12- Larry Elder, host of "The Larry Elder Show" on the Salem Radio Network, author of "As Goes California: My Mission to Rescue the Golden State and Save the Nation" and the host of the "We’ve Got A Country to Save" podcast Topic: Democratic socialist candidates and the threat they pose to the U.S. 1:44:59- Lara Trump, Host of "My View with Lara Trump" on Fox News, Former Co-Chair of the Republican National Committee, daughter-in-law of Donald Trump, and host of "The Right View with Lara Trump" on the Salem Podcast Network Topic: Celebrating America 250, Other news of the day 1:58:28- Amanda Martin, author of the children's book "Henry, the Star-Spangled Spaniel"Topic: Alleged censorship of her book by Instagram 2:07:52- Pastor Dave Watson, Senior Pastor of Calvary Chapel on Staten Island, Founder and President of the New York Institute of Biblical Studies, and the host of "God in Our City" on WMCA Topic: July 4th and the concept of Divine ProvidenceSee omnystudio.com/listener for privacy information.
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