Podcasts about Space force

Send us Fan MailPeaches is back with the Ones Ready Daily Drop for 24 June, breaking down the latest defense updates across the Army, Navy, Marine Corps, Air Force, Space Force, Coast Guard, Secretary of Defense, President of the United States, and global military modernization.This episode covers the Army pushing next-generation command and control, low-cost interceptors, and the Infantry Squad Vehicle Heavy; the Navy and United Kingdom moving faster on drone boats and directed energy; the Marine Corps expanding Maven AI for operational reporting; and the Air Force dealing with technical sergeant promotions, T-7 Red Hawk sustainment, and data rights challenges with Boeing.Peaches also covers the Space Force's new mess dress testing, Boeing's next-generation communications satellite contract, the Coast Guard MH-60 Jayhawk crash update, Secretary Hegseth's review of U.S. force posture in Europe, potential changes to U.S. weapons sales, President Trump's quantum sensor push, Defense Production Act action on munitions, and new European main battle tank and unmanned ground vehicle developments.The theme is clear: drones, AI, quantum tech, autonomous systems, cyber, satellites, and acquisition reform are moving fast. The question is whether the Department of War can move fast enough to keep up.Check out Tasty Gains:TastyGains.comTrain with us:OperatorTrainingSummit.comJoin the Ones Ready membership for early access, members-only episodes, and exclusive merch.Chapters:00:00 - Intro, Tasty Gains, and Operator Training Summit02:45 - Army: Command and Control, Interceptors, and ISV Heavy07:25 - Navy: DragonFire Lasers and Drone Boats08:57 - Marine Corps: Maven AI Reporting11:17 - Air Force: Tech Sergeant Promotions and T-7 Problems14:39 - Space Force and Coast Guard Updates15:44 - Secretary of Defense and Europe Force Posture18:26 - President Trump, Quantum Sensors, and Munitions19:29 - Global Defense: Tanks and Unmanned Ground Vehicles21:05 - Wrap-Up and MembershipSupport the showJoin this channel to get access to perks: HEREBuzzsprout Subscription page:  HERERegister for our Operator Training Summit:  OperatorTrainingSummit.comFind an Air Force Recruiter: AirForce.comCollabs:Ones Ready - OnesReady.com 18A Fitness - Promo Code:  ONESREADY ATACLete - Follow the URL (no promo code):  ATACLeteDanger Close Apparel - Promo Code:  ONESREADYDFND Apparel...

Stolen Legos update :: Reckless Ben being counter sued :: Crazy Mormon police harassment :: Scottish people taking over Boston :: White pill story of friendship with the Scots :: Supreme Court rules gov can't restrict gun rights over casual drug use :: Space Force using nanotech for evil? :: Caller recounts his strange life experiences including powerful near death experiences :: Targeted persons :: 2026-06-20 Host: Bonnie, Riley O'Bill, Angelo

Send us Fan MailPeaches is back with the Ones Ready Daily Drop for 23 June, breaking down the latest military news across the Army, Navy, Marine Corps, Air Force, Space Force, Coast Guard, Secretary of Defense, President of the United States, and global defense updates.This episode covers the Army selecting Anduril for next-generation command and control work, autonomous boats being tested in the Philippines, contractor cyber operations, Marine Corps air defense modernization, the final days of the AV-8B Harrier, and the House directing the Air Force to keep the A-10 Warthog combat ready through 2030.Peaches also gets into the Air Force technical sergeant promotion rate, Space Force mess dress testing, a tactically responsive space launch in under 17 hours, a Coast Guard MH-60 Jayhawk crash in Alaska, Pete Hegseth's review of U.S. force posture in Europe, quantum sensors and quantum computing, U.S. munitions stockpile concerns, NATO defense spending, and major international defense deals.The theme is pretty obvious: autonomous systems, drones, cyber operations, quantum technology, munitions production, and old platforms that still matter are all shaping the next fight.Check out Tasty Gains:TastyGains.comTrain with us:OperatorTrainingSummit.comJoin the Ones Ready membership for early access, members-only episodes, and exclusive merch.Chapters:00:00 - Intro and Sponsors03:35 - Army: Anduril, Command and Control, and Autonomous Boats05:56 - Navy: Contractor Cyber Operations and Drone Boats08:27 - Marine Corps: MADIS, NMESIS, and the Harrier09:55 - Air Force: The A-10 Extension and Tech Sergeant Promotions13:25 - Space Force: Mess Dress and Rapid Space Launch15:14 - Coast Guard: MH-60 Jayhawk Crash in Alaska16:45 - Secretary of Defense and Quantum Sensors17:47 - President Trump, Quantum Computing, and Munitions Stockpiles19:47 - Global Defense Updates22:11 - NATO, Defense Spending, and FCAS23:22 - Wrap-UpSupport the showJoin this channel to get access to perks: HEREBuzzsprout Subscription page:  HERERegister for our Operator Training Summit:  OperatorTrainingSummit.comFind an Air Force Recruiter: AirForce.comCollabs:Ones Ready - OnesReady.com 18A Fitness - Promo Code:  ONESREADY ATACLete - Follow the URL (no promo code):  ATACLeteDanger Close Apparel - Promo Code:  ONESREADYDFND Apparel...

What builds trust when you don't have a title or position of authority? SUMMARY According to Lt. Col. Joe Bledsoe '11, it's honesty, integrity, humility presence and action. Tune in as he shares practical leadership lessons learned from the Academy, combat aviation and years of mentoring others.   SHARE THIS EPISODE FACEBOOK  |  LINKEDIN   COL. BLEDSOE'S TOP 10 LEADERSHIP TAKEAWAYS 1. Leadership starts before the title. People follow your example, ideas, and presence long before you get formal authority. 2. Informal leadership is as real as formal leadership. Class president, wingman, or peer—your influence, credibility, and support role matter even without rank. 3. Be “clay to be molded.” Show eagerness, humility, and effort; people notice fresh attitude and willingness to embrace hard things. 4. You can't lead alone—build a trusted team. Time management and heavy responsibility force you to delegate to people you trust and empower them. 5. Trust has two layers: inherent and earned. Start with inherent trust (shared values, shared background) and deliberately grow earned trust through behavior. 6. Five traits that build credibility fast: Honesty, integrity, humility, presence (actually being there, engaged), and decisive action. 7. Debrief like a fighter pilot: brutally honest, never personal. Separate the person from the performance, do root‑cause analysis, fix errors, and then move on—no re‑litigating. 8. Own your mistakes out loud. Saying “I'm sorry,” “I was wrong,” or “I don't know, but I'll find out” accelerates trust and models humility. 9. Mentors and mentees are non‑negotiable. Continuously seek guidance from those ahead of you and invest in those behind you to sharpen your own thinking. 10. Prioritize relationships and pride in the mission. Treat family and friends well, cultivate the Long Blue Line, and remember you're on the A‑team—act like it.   CHAPTERS 00:00:00 — Opening & Guest Intro Show open, Naviere introduces Lt Col Joe “Paveway” Bledsoe and his career highlights. 00:01:13 — Voluntold to Lead: Becoming Class President Basic cadet training, being “voluntold,” interview gauntlet, and getting elected class president. 00:04:09 — What a Class President Actually Does Informal vs formal leadership, picking the class exemplar (Robin Olds), dining‑ins, spirit missions, and accountability. 00:08:38 — From Future Doctor to Fighter Pilot Arriving at USAFA wanting to be a physician, loving biology and medicine, and the first seeds of doubt. 00:10:03 — Ops Air Force, Powered Flight, and the Pivot Deployed Ops Air Force in CENTCOM, exposure to flying in theater, powered flight, and choosing pilot training over med school. 00:12:22 — Mentors, Family, and Making a Hard Call Mentorship from family, upperclassmen, and permanent party; emotional weight of changing paths and family's reaction. 00:14:08 — Leading Without Rank: Credibility and Trust Informal leadership as a young wingman, lessons from time management and delegation as class president, inherent vs earned trust, and key traits (honesty, integrity, humility, presence, action). 00:22:06 — Fighter Pilot Debriefs & Radical Feedback Culture Brutally honest debriefs, owning mistakes, root‑cause analysis, safety and mission focus, and how that mindset translates beyond the cockpit. 00:27:48 — Leadership at Home: Marriage, Parenting, and ‘Knock It Off' High‑school‑sweetheart marriage, parenting, using accountability and humility with kids, and balancing “fighter pilot” mode with being a husband and dad. 00:30:30 — Future Conflict, Growth, and Pride in the Long Blue Line Risk and future fight, Institute for Future Conflict, exposure to other AFSCs and logistics, daily growth habits (mentors, mentees, reading, writing, running), advice to younger self, and closing message on being proud of USAFA and the A‑team.   ABOUT COL. BLEDSOE BIO Lt. Col. Joseph “Paveway” Bledsoe '11 is a U.S. Air Force Academy graduate and recognized leader whose career has spanned combat operations, advanced airpower development and service to the Long Blue Line. A native of rural Pennsylvania, Bledsoe graduated from the Academy in 2011 with a degree in biology before earning a Master of Public Policy from the University of Maryland.  He is Currently assigned to the Institute for Future Conflict at the U.S. Air Force Academy where he studies the future of airpower, emerging technologies and the challenges of great-power competition. Prior to joining the Institute, he helped lead training and operational planning efforts at the 366th Fighter Wing, contributing to major exercises and the wing's first deployment to the Indo-Pacific region. His work bridges the gap between today's operational realities and tomorrow's strategic challenges. A recipient of the Association & Foundation's Young Alumni Excellence Award, Bledsoe is widely respected for his emphasis on faith, family and service. Throughout his career, he has remained deeply connected to the Academy community through mentorship, alumni leadership and a commitment to developing the next generation of leaders. On this episode of Long Blue Leadership, he shares lessons learned from leading peers, building influence before authority and navigating high-stakes decisions in both the cockpit and the profession of arms.   CONNECT WITH JOE LINKEDIN   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.) Joe "Paveway" Bledsoe" '11  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99    Lt. Col. (Ret.) Naviere Walkewicz 0:01 Sometimes leadership begins long before you've ever been put in charge. It starts when people trust you enough to follow your example, your ideas or your vision. I'm Naviere Walkewicz, Class of '99; Long Blue Leadership starts now. Well, Lt. Col. Joe “Paveway” Bledsoe the Third. Welcome to Long Blue Leadership. Lt. Col. Joe Bledsoe 0:20 Naviere, it's great to see you. Thank you for having me here today. I'm looking forward to the conversation. Col. Naviere Walkewicz 0:24 So, Joe, your career has been exciting so far, and you're still in it. You know, you have been operational leader, obviously an F-15E Strike Eagle pilot. You've been deployed, you have been a researcher, you're a Young Alumni Excellence Award winner for our Association & Foundation, you've been an AOG board director and a fellow for the Institute for Future Conflict. And that, that's just, you know, a short little list, because you're a student heading back into, over to, is it North Carolina, right? Seymour Johnson.   Col. Joe Bledsoe 0:53 That's correct. Seymour Johnson, yep.   Col. Naviere Walkewicz 0:54 In the cockpit, yeah. Col. Joe Bledsoe 0:56 Yeah, we're super excited. Col. Naviere Walkewicz 0:59 Yes. Well, we're going to touch on probably many of those places, but I want to dial it back to something that only one graduate in every class experiences, and for you it happened shortly after Basic Cadet Training. Your class selected you as your class president. How did that come about? Col. Joe Bledsoe 1:14 How did that all go down? That's a great question. So there we were, right after basic training. I was in Cadet Squadron 19 for my freshman year, and I got the opportunity — this is one of those voluntold moments, right — where the upperclassmen and BCT cadre said, “Joe,” or “Cadet Bledsoe, report to H-1 during transition week.” That's when everybody's coming back, and you're like, “Sure, yep, yes, sir, yes, ma'am. Here we go.” So I show up with 40, 50 other fourth-class cadets, and we come to find out it was for us, and we were going to go through who was going to be the class officers. So first off, as I look back on that experience, a lot of respect and no humility being asked to go like represent Squadron 19, right? Like, I didn't volunteer, they just kind of pointed me in that direction, so we show up and got to interview with the upperclassmen, class officers, and there's funny interview questions, real serious interview questions. You know, I was just honest, right? Like, I'm here. This is what I think about what being a leader looks like, and how I could help serve the class, not thinking I would ever be selected, right? And as the night is going on, and ACQ is right around the corner, they kind of whittle it down to four or five of us, and we get up in front of the rest of the cadets and classmates that were there, and it was an open forum, like you know, back in Rome times, like you're standing in the gauntlet, Yeah, like it was like Roman voting, right? And asked a bunch of questions, and I remember standing up there with, you know, preppies, prior enlisted, and then me, just like straight off the street, and there's a couple other of us up there, and just answer the questions honestly, and at the end of that, there was a vote, and you know, they read the results, and I was like, "Holy smokes, I'm class president. How did this, how did this happen,” right? And I think there's a lot that — it was daunting at first, right? And then also, like, “This is awesome, I don't know what I'm getting into,” right? I just found out about it. I remember walking back on the Tizo. This was the first time I can say this now, because you know, grad, and I didn't run the strips because the upperclassmen and class officers walked me back, and I distinctly remember to — back to my squadron to — Jordan Kraft and Forrest Underwood walked back and were given some mentorship to me, like here's how to succeed, here's things we would recommend, and it was just an awesome opportunity to like kind of learn what pure leadership looks like, what it means to be in this not org chart that is unique to the Academy, and that's where the, that's where the adventure started for class president. I'm still, I haven't been fired yet, and I still proudly serve the Class of 2011 — Robin Olds' class — as their class president, and it's one of the best jobs that I have the privilege of doing. Col. Naviere Walkewicz 4:10 My goodness. I mean, just to unpack that a little bit, obviously, in basic cadet training, you did enough to impress your cadre, I'm sure that there was probably some sort of cadre selection to bring however many of them forth first. Would you say that you would you agree with that, or is that — am I way off? Col. Joe Bledsoe 4:28 Yeah, I would say —I think when I look back my time at basic training, like I wanted to come to the Academy since I was in your school, right? So, like, I thrived — I'm not saying it was easy by any means, right? We all know that, but I thrived in like this new adventure, right? And I took everything, I embraced everything. I think that may have been something they saw, right? Like I was clay to be molded, right? And I had some prior opportunities in basic to show that to my BCT cadre, and they picked up on it. It wasn't that I was trying, but I think looking back on that experience, there was moments of like my freshness, my eagerness, my like pride in that I made it to basic training, that I wanted to just try as hard as I could, and I think some of that probably shown through, and ultimately may have been why I was selected to go try that interview process, right? Col. Naviere Walkewicz 5:20 So that interview process, at the end of the day, you were elected by your peers, and you know it — to your point — you said in that unusual, the not normal org chart, right, the one that doesn't exist, but yet you have leadership of your class. What did that look like? How did that translate? Because not many of us are class president, I'm certainly not my class president, and so I'm not sure what that leadership role looks like. Can you share a little bit more about some examples? Col. Joe Bledsoe 5:46 Yeah, I think that that leadership role was very different each year, right? As a freshman and a sophomore, as a four-degree and a three-degree, before any official academy leadership position starts to present themselves, that they do for two-degrees and firsties, it was a lot of helping the class stay as a collective whole, right? So one of the first big things as freshmen was selecting our class exemplar, right? And running like — how do, who do we select? How do we come together and figure that process out? How do we then, once we have a name, once we selected Robin Olds, how do we have a formal dining in? Things that I had never even heard of, right? As well as on the other side, the shenanigans, right? So, the spirit missions, right? There was many times I've had to go to the commandant's office and say, I don't know where the class crest is, like, out of pure honesty, right? But, like, that is, that was like a way, as an underclassman, that we kind of got that informal leadership, but also you're the leader by default here, so we're gonna, we're gonna make you accountable for your class. So I got to see both sides, that transitioning a little bit more to two-degree and first a year was now taking a little bit step back in writing in the informal leadership position, so I looked as myself as like a supporting agent, supporting member to our cadet leadership, and I always presented that like, “Hey, if you need our class to do something, I will do that, but if militarily you own that, like, I'm not ever going to step on your toes or push back,” right? The other thing we got, I was able to do is also help provide, like, morale inputs, right? Like you kind of had the pulse of morale, I think, more as the class president sometimes than in the official leadership, so could help provide some inputs along those ways, and there are some, say more shenanigans or morale events that we get to help put forth and present those to the cadet leadership for official approval later on as we firsties. Col. Naviere Walkewicz 8:04 Gosh, well, that was, I mean, it's really insightful for us to understand some of the roles that a class president and class cabinet plays, and so understanding that it's — I like how you put it as a supporting agent to the formal leadership. And we're gonna touch on this a lot more, because I think there's going to be times when you'll share how you build that trust and credibility throughout, both when you're a cadet and as an officer. But before we jump there, I happen to find out, Joe, that you weren't coming to the Air Force Academy to become a fighter pilot, but to become a physician. Can we talk about that for a moment? Col. Joe Bledsoe 8:37 Absolutely, that's absolutely a — I came to the Air Force Academy, wanted to be a doctor. I knew I wanted to be a biology major. I declared, I think, the first day I could declare and went through the gauntlet of getting ready for med school applications, and I loved every second of it. It was awesome. Even my fellow classmates would say he was a huge nerd and studying all the time, because that was my goal, right? I came into the Academy, and I wanted to be a doctor, and I knew the gauntlet that is, that that is required to do such a thing. And I still love medicine, right? I still love — I think medicine is fascinating. Every time my probably get there someday, or in the conversation, but anytime my kids have to go to the ER, like I'm like, “Can I scrub in,” right? All that kind of stuff. Yeah, put me in. I love medicine, and it wasn't till the summer between my two-degree and firstie year did I have that midlife crisis at the age of 21 and then firstie year is when that crisis kind of came to a head, and new doors opened, and here we are today, right? So that, yes, you're absolutely right. Always wanted to be a doctor. I was still fascinated by medicine, but now I'm just a pilot. So, there we go. Col. Naviere Walkewicz 9:57 So, can we, can you expand a bit more on it? So, was it a decision you wanted to make or a decision you had to make? Col. Joe Bledsoe 10:03 Yeah, yeah, that's great. It was a decision I had to make, ultimately, myself. Right? No one, no one said, “Joe, you can't be a doctor.” So, the summer — there's two key things that really happened that helped influence that decision. The first one was the summer between two-degree in firstie year, I had the opportunity to deploy to the Middle East, and we've heard of Ops Air Force. You know Ops Air Force. Well, at that time we had a deployed Ops Air Force, so they sent cadets overseas to deployed locations to see what was, you know, to get the full experience in a deployed location. Col. Naviere Walkewicz 10:40 Wow. Col. Joe Bledsoe 10:40 So I had the opportunity to do that. Spent the summer in CENTCOM and kind of opened my eyes to… Col. Naviere Walkewicz 10:47 Oh, Central Command. Col. Joe Bledsoe 10:47 Yeah, sorry, Central Command, and got to experience — I got attached to a C-130 unit, right, and I got to see what flying looked like in a deployed environment, and I kind of opened my eyes, where I've been hyper focused on medicine, right? Like, you know, so focused on this is what it takes to be a doctor. I kind of like put my blinders on to what the rest of the Air Force did, right? So I was like, “This is pretty, this is, these guys and gals are doing awesome stuff, like this is this is the pointy end of what was going on.” And that planted a seed, that planted a seed. So it came back, firstie year was doing the med school applications, going through, I had some free time in my academic calendar, and I got to go down to the airfield and do the powered flight program. So, I got to see flying over the summer, and then I was blessed enough to have the opportunity to go fly an airplane, and I was like, “OK, the seed was planted, let's see if I get air sick, like, let's see if there's anything else here that might make me not want to do this.” And I loved it. Right, I fell in love with flying down at the airfield. I came back, and I was like, I'm gonna pause the med school applications and put my name in the hat for pilot training, and the rest was history, right? So, doors open, doors close, right? But that was my story, and I loved getting to talk to cadets about that, because so many can be — so many times we see some that are hyper focused, and like there's always other options out there, and it's OK to have a crisis we can talk you through. Col. Naviere Walkewicz 12:23 I think that's a fantastic lesson that you actually learned early, because you know it's interesting — had you not been sent to Ops Air Force at a deployed location, you might not have taken Alex flight, and so you know when you think about leadership opportunities and lessons, this is one of those moments where it actually steered you in a new direction. So, as we think about that, I'm curious, how your family responded to that, because, you know, you had come to the Air Force Academy to be a doctor. Were they happy for you? Were they surprised, a little nervous? Col. Joe Bledsoe 12:57 Yeah, there was a ton of mentorship there, right? Not just from my family, but from upperclassmen peers, permanent party, like, “What are you doing? Like, you came here telling us this was your goal. Where did this new goal come from?” So, there was a lot of time talking that through, and I needed that myself. It wasn't, as you know, in any decision, like, it wasn't a snap decision. So, a lot of time walking through that decision process and leaning on mentors and kind of asking the questions, like I knew what four years of med school, and then residency, but I knew what that like, what does pilot training look like? How long does that take, right? So, a lot of questions to help answer, or to find answers through, and ultimately, my family was super supportive, super supportive, and they still joke, like, “Hey, how come you're not doctor.” Well, because I fly F-15s now, right? But all supportive all throughout the process, right? And that's where you lean on others, right? Lean on others, because it very much felt like a crisis, like I still have scar tissue over it. But looking back on it, it wasn't just me making — I ultimately made the decision, but they helped me through it. Col. Naviere Walkewicz 14:08 That's fantastic. You know, I think about you as an officer, as a fighter pilot, and obviously there's a lot of steps you took to get there on the road was certainly not easy. Often, though, I think that there can be some misconceptions, or maybe this is accurate, that earlier in your pilot life or your aviator life, there's probably not a lot of leadership lessons where you're leading others. Maybe, maybe that's a misperception, and we'd love to talk about that. You know, how do you find the leadership opportunities then when you are, you know, you're party of one, right? You don't necessarily have any direct reports. What does leadership look like there? Col. Joe Bledsoe 14:43 Yeah, can we take that back to like some lessons I learned at the Academy?   Col. Naviere Walkewicz 14:46 Oh, absolutely.   Col. Joe Bledsoe 14:47 Right, I think, I think that's where I've leaned most heavily in, like, not in there's this difference between formal leadership and informal, positional versus informal, and I was blessed enough at a pretty young age to learn the plus — the how to succeed and how to fail in informal leadership. I've tried to carry that throughout my career. So when you say like the younger days of being a wingman in the F-15 community, it's a lot about credibility. It's a lot about that peer leadership. How do you build the credibility? How do you build the trust to be someone that others look up to in that informal system, right, in that informal system. When they look down their phone, like, “Who do I call? Who do I have to call? Who do I want to call?” Right? and I think that's where you have to balance some of that stuff, and I spent time thinking about that, and trying to lean on lessons that I learned from the Academy, and while formal leadership positions were never handed to me, that doesn't mean you're not a leader, right? Like, you can't beat it, doesn't mean you don't just get to sit back and not lead. Col. Naviere Walkewicz 16:02 Can you share an example of a time when you learned that about yourself, or what that looked like?   Col. Joe Bledsoe 16:09 In the flying world? Col. Naviere Walkewicz 16:11 Or as a cadet?   Col. Joe Bledsoe 16:12 Yeah, as a cadet, I think the biggest one was — I'll take it back to, like, freshman, sophomore year, where I learned one of the key pillars that I'm convinced the Air Force Academy teaches all us grads about is time management, right? And I thought I was pretty good at time management, and then when you're now the president of 1,000 other cadets, your inbox fills up very quickly, right? Or you're like, “I thought I was good at time management.” And I learned very quickly that you can't do it alone, right? You can't do it alone, and I had to learn to surround myself with people that I trusted and that I could delegate or hand tasks off to, and just say, “I need this accomplished,” and I did that to my friends that I knew would get the mission done, right? And I had to have that level of trust, and I think that is translated throughout my career, where I inherently trust people with a project, right? I think there's two versions of trust, inherent trust and earned trust. When I look at the graduate network, whether that's the Air Force Academy, Navy, West Point, and I see a class ring, I'm like, “I inherently trust you,” and I can, I believe, or I see some other veterans have on — like, “I inherently trust you,” and then in other cases where I've had to learn and work with people, it's now, “I'm earning your trust, and I hope you're earning mine as well,” and that is this unique balance of I inherently trust you, I learned that at the Academy. Now let's build on that as a foundation and get this earned trust to as high as we can. Col. Naviere Walkewicz 17:54 What does some of that earned trust or becoming more credible look like when young leaders don't have the benefit of time? Right, so I, the more time I work with you, the more I learn about you. You build that credibility, etc. How does one accomplish that, maybe either shorten the gap or do that a little quicker or impactfully earlier? Col. Joe Bledsoe 18:18 Yeah, time is always — like we always need more time, right? How often do you say, like, “I only have 24 hours, but I need more time,” right? So, if we're always fighting time, like, and everybody's fighting time, then, like, that's a constant. So, let's not worry about time. So, I look at it as, like, what traits do people bring to the table, or what traits can we can we sharpen? Honesty, right? Honesty is huge. You have to be honest, and that's a pillar of trust. Integrity, right? Integrity first and showing people that you display integrity is really important. Humility, I think, is also really important. Humility is really important. I was listening to a podcast the other day, and it really struck home to me, a sense of humility is — if a leader is able to say three things, they're gonna — I know I could, I can build that trust, no matter what that time gap is. “I'm sorry,” “I was wrong,” or one of the seven basic responses: “I don't know, but I'll find out,” right? I think that's really important with humility. The other one is presence, not with a T, like we're not giving presents, but presence. Being present is really important character trait in my mind, and the fifth one that I try to reflect on a lot is action. Right? I think defaulting to not doing something is not what we want. That doesn't help build trust. Taking action with what knowledge you have and making a decision is really important, and I think those are the traits that help build that credibility, help build that trust in that time gap, whatever that looks like. If you can hit those, the five that I try to hit home. If you can do that, hopefully you're building that relationship that is going to foster — have great fruition out of it. Col. Naviere Walkewicz 20:06 That's outstanding, and that's really helpful, I think. I love how you took out the constant of time being an excuse, right? Like, we don't always have the benefit of time, whether it's time and getting more experience or just time in general, I think those are outstanding examples of how you can build credibility. So, thank you for sharing that. You know, one of the things that I also would love to kind of dig into a little bit of your experiences, Joe — because they've been really vast, right? So, I don't believe that everyone has the same kind of path. How have you grown as a leader in these different experiences that really, again, aren't positional leadership roles? I'm just curious, how your growth has been in that space. Col. Joe Bledsoe 20:47 Think a lot of it's been through failure. I think a lot of it's been through failure. These might not be huge, like we lost a million dollars, or like, not through those kind of failures, but relationship failures, or conversation failure at the micro level, and how I've tried to handle that is surround myself with people that will tell me that the emperor — I'm gonna go back to the, I'm gonna go back to the old fairy tale, or fable, right? If you surround yourself with people that are able to come up to you, and you trust them, and you trust their feedback, that is something I've tried, that was Cadet Bledsoe, advice given to me is Cadet Bledsoe. Surround yourself with people that you will listen to and take their feedback honestly. And sometimes that means if I don't have that person in the room and I know I fumbled a conversation or I made a poor decision, it's going to that individual and saying, “I messed up, I'm sorry, I was wrong,” or “I don't know,” right. And that's how I try to use that to present humility, I think, and that's important, because we're all fallible, we all make mistakes, and if I can't admit that, then, like, we're off to the wrong foot right away. Col. Naviere Walkewicz 22:06 Do you think some of that that skill that you've developed over time has been something that you've learned in, and forgive me, I don't know if it's a fighter pilot community, specifically, or you know, I think about when you do your sorties and you have some sort of debrief, right? I feel what I've heard, I've not actually sat in one, but they're very real. Like, there's no, it's not about making you feel good about it, like it's about the safety and the mission, and so I'm curious, if that skill of humility, and you know, calling a spade a spade, and calling it I'm wrong and I'm wrong, did that come from some of that experience, and maybe you can talk through what that's like, because not everyone, I think, practices at that level of transparency. Col. Joe Bledsoe 22:46 Yeah, the fighter pilot debrief. I learned some of the importance of that through mentorship as a cadet, and then that was sharpened as a fighter pilot. And I learned the importance of that through the form, my formal job, right, the mission, the lives at stake, aircraft, that kind of stuff. And I think I've tried, I've only honed that skill through Air Force training, right? The Air Force has trained me to think like that, and I've tried to translate that into my personal life and leadership positions, because I think there's tons of value to that. There is tons of value in being willing to find a mistake, own up to that mistake with the knowledge and hope that it doesn't happen again, right? And if that is like, if you, if that's your north star, we don't do this again, like, why wouldn't you want to be on that team? Why wouldn't, why don't you want to be? That's how we get better, right? And I think that seed again was planted as a cadet. Like, let's, I tell cadets all the time, like, you're joining the A-team, so put in A effort, right? Like, if you're going to join the A-team, I don't want B-players, and this is what we got to get, like, let's go, right? It's a motivating factor in my mind. Col. Naviere Walkewicz 24:08 What are some of the ways to approach that in a leadership conversation for someone who would be interested in taking on some of those, those learned lessons? Col. Joe Bledsoe 24:18 Yeah, I think the first thing is transparency and honesty right up front. Like this, Naviere, if we were flying together, right and you were my instructor, your job is not to degrade me as a human, but to prove to me that I made a mistake with the ultimate goal of making me better, right? Your job is to always, like — and the relationship you and I have as an instructor and a student is my — I'm gonna sit here in the debrief and go, and Naviere is here to make me better, right? Like, that's your, that's your job, right? Right. So, once you start that as the foundation, like, it can only get better if I know your job is to make me better, and your job is I'm supposed to make this guy better, right. And often we can, when feedback is provided, you're like, this could be a personal attack, or, like, that's all left out, that's all left outside the debrief room, right? Like, we're here to make everybody better, and I think that's where it starts: with that transparency and honesty up front of the expectation. Col. Naviere Walkewicz 25:15 So you'll actually say that. You would actually… Col. Joe Bledsoe 25:17 No, I think that's just a common, that's a common theme, right? That's the expectation in the community. And not just in the fighter community. I think it's throughout the Air Force, right? I think that's what makes us really, really unique. Col. Naviere Walkewicz 25:32 Because feedback is something that we, we do — although maybe some can do it better than others — I think that's a really fantastic way — before you're giving someone feedback, you're really clear on this is what we're hoping to accomplish by having this time together. And so, I think what you just said can make feedback so much more impactful, because it's not about the person, it's about what are we trying to accomplish and helping you, I guess. It is about you, but ultimately helping you. Col. Joe Bledsoe 25:59 Absolutely, right? Like the where every debrief starts is we had a mission objective and we had tactical objectives. Did we do them? If we didn't, let's figure out why, right? So translating to the business world or private sector, it's a root cause analysis, right? It's a root cause analysis, and we will get down to the nitty gritty of like, what type of error — did you make a decision error? Did you perceive the environment wrong? Did your actions cause the error, right? And we get down to that level, so that when the student, student Paveway walks away, Naviere, knows, Naviere, you gave me the exact, like, you decided wrong, because X, Y and Z; don't do that again. Col. Naviere Walkewicz 26:43 Right. Col. Joe Bledsoe 26:44 Here's your fix. You know, that debrief can take hours, and that's the beauty of it, right? “We're gonna sit there, and we're not gonna let anything not be uncovered, because we're gonna go do this again tomorrow, and we can't make the same mistake tomorrow,” right? “We can't make the same mistake.” Col. Naviere Walkewicz 27:01 No, that's, that's fantastic. I mean, to have it that clear, and to know it, like, OK, we're not gonna, we don't stay in that space. We've addressed it, we know we've identified a fix, and we move forward. Is that what you said? Col. Joe Bledsoe 27:12 Absolutely. Col. Naviere Walkewicz 27:13 There's no like, continue to revisit, like… Col. Joe Bledsoe 27:15 Yep, that's the point, right? Like, “I've learned something, I know, I've acknowledged my mistake. Let's move on. This wasn't personal, this was you making me better.” Iron sharpens iron, right? So, here we go, and then move on. And now that translates, as you asked kind of a couple minutes ago, right, that can translate to so many things in your life, right? And I try to do that sometimes, like my wife will tell me, I go too fighter pilot, but there's versions of that that translate as we are not in a fight or pilot debrief. Col. Naviere Walkewicz 27:50 You literally got in my head because I was gonna say, now I want to put you on the spot, because Joe, you are married to your high school sweetheart, you make a 2% club, right? Like, you actually started the Academy with a sweetheart and ended with the same sweetheart. And now you have three amazing, beautiful children. How do you translate that to, you know, feedback to your family or your personal life? And I love how your wife said too fighter pilot, but how about to your kids? Col. Joe Bledsoe 28:15 Yeah, married my high school sweetheart, Alicia. We started dating our sophomore year, and we've been together ever since. So she is not a grad, but she has a lot of Air Force in her blood, so that's great, and the kids, I would say there's a couple things when it comes to taking some things I've learned or been trained in the Air Force, translating on the home front. The first one goes to accountability, right? I think accountability is really important because in an aircraft, you have to be accountable for your actions, and I think that translates to being a parent, as well as trying to teach the kids some humility. Right, where to be humble, when to own up to your mistakes, and sometimes that works in the fighter pilot way, sometimes it doesn't, and I think that's leadership, right? You can have leadership skills and be consistent in some, in some ways, but other times adaptability is really important, especially with the kids, and each one of my kids is very unique, and we have to cater to each one of them and their unique skills. I will say about my wife, I love her with all my heart, but she knows the words “knock it off” as well, right, because that's a sacred word, not just in the military, but on our, in our homefront, and that usually means stop being a full fighter pilot, like go back to being Dad, right? So she knows, she knows the words and how to make that all go down. Col. Naviere Walkewicz 29:47 I love that it's another language, right? You have your, your fighter pilot language, and you have a home front language. I love that. Thank you for sharing that. You know, I'd like to switch gears a little bit to your time operationally, and maybe this translates into now your work at the Institute, or your most recent work at the Institute for Future Conflict and preparing cadets for the future fight. I'm curious, how all of these skills that you've learned, and these leadership traits that you've continued to develop in yourself, have translated in moments of, you know, like, real conflict, real distress, like when the stakes are high, and how you prepare cadets to think that way, even though maybe they've not experienced that. I'm just curious, what that looks like. Col. Joe Bledsoe 30:31 Yeah, it is hard to translate — like cadets love war stories, right? Like, “So there I was…” but it's hard to translate some of, like, the putting, having the cadets put themselves in the shoes of someone that has 15 years of flying under their belt, right? Like, that's hard for them to grasp, and I understand that, and that's not what I'm asking of them to do, but there are certain skills that I think are really important, and that I've got to experience and talk to cadets and research and spend time thinking about at the Institute for Future Conflict at the IFC. One is risk, right? How do we, how do we think about risk, right? Are we risk prone? We risk adverse? How do we think about risk, not just in this moment, but how does our decision today affect five days from now, a month, right? And, as you remember, because I know it happened to you as a cadet, like you're just in the, like, “What's my next problem,” right? What's my next — OK, how does, like, fixing this problem affect next week? Right. And I think that's what I've got had the opportunity to think a lot about the IFC, as well as try one thing I've learned being back here at the Academy was my experience as a cadet is not the same experience as the cadets now. And what do I mean by that is when I graduated, GWOT, Global War on Terror was the thing we knew what we were getting into. I very much knew flying, going to the Middle East. Now the cadets looked to me and other permanent party, and like, what's our fight going to look like? And right, the question mark is, I don't know, but let me tell you, think about this, and I could be wrong, and I think that is where I've had a lot of time to think about future conflict and what's problems, maybe not nations or adversaries, but like big meta level things they'll have to think about, information access, information sharing, trust, right? How do you, how do you help develop some of these skills in the cadets? And that's where I've spent a lot of time the last two years trying to think and spend, spend some brain bytes, like what does air power look like in this unknown environment? Col. Naviere Walkewicz 32:52 And as you're about to step back into it, I'm thoughtful of that, and so now you're taking what you've helped cadets start to hone in and think about. How are you different now as a leader going back into the cockpit than you were when you came to the Academy? Col. Joe Bledsoe 33:09 Yeah, let me get back to the cockpit, and everyone can tell me what, how I'm different. We'll use that as the test. But here's one thing I think — I've reflected on this recently, going back to the Strike Eagle community. One has been my exposure here in Colorado Springs and at the Air Force Academy, meaning I've learned a lot about what others do that I wasn't — I knew other jobs existed, I knew other AFSCs did things, but not being in a flying day-to-day ops tempo, I've had the opportunity to sit down and, like, “What do you say you do?” “Oh, that has some effects here, here, and here,” and I use a specific vignette would be, I've got to spend a lot of time in the management department and helped teach in the global logistics minor, and like, I knew there was logisticians in the Air Force, and like, that's yeah, right? That's how stuff got here, but like, understanding the importance of, like, that's how my bombs got here, this is how the b…, right, like, truly understanding their frustrations, I think will make me get less frustrated in my day to day, right, and I think that has been one thing that the Academy has given back to me the second time I've been here, is a little bit more exposure to the Air Force, as well as the Space Force, being here in Colorado Springs, like seeing what each team member, like each cog in the machine brings to the fight, right? And I think that's been a blessing here. Col. Naviere Walkewicz 34:42 So those that you will begin to get back working with — your men and women in your community — they won't have had that exposure, and so I'm now going back to our where we started with the sense of informal leadership. How do you help others gain that experience and thought, and maybe thought process informally, since they haven't really been exposed to that? How would you help them navigate it? Col. Joe Bledsoe 35:09 Naviere, I think the best way to do stuff like that is, like, you raised your hand when you said logistics officers, like Naviere, we're doing a podcast with my next squadron, you're coming to talk, right? Col. Naviere Walkewicz 35:19 Right, it's like that was like a long time ago, we need someone more recent. Col. Joe Bledsoe 35:24 But, OK, Naviere, it's not you, but you know people, that's how stuff gets done, right, that's how stuff gets done. And while I by no means want to stand up in front of everybody and say I'm the expert on logistics, but I, I'm not that person, but I trust Naviere, Naviere's contact here, and that's how, like, you create this network of knowledge and this network of trust and credibility. And to my, to the fighter pilots that I'll be flying with, it's somewhat like throwing mud at the wall sometimes, like we're gonna keep throwing mud and see what sticks, but at least they know it's there, right? Like, we're gonna, your job is still to go kill things and blow things up, but at the same time, you know there's this other network out there that you can lean into. But let me be a conduit to make that happen. Col. Naviere Walkewicz 36:15 That is awesome. That's fantastic. So I want to go into this period now, where we talk about you and your continued growth as a leader. What is something, Joe, that you're doing every day to be a better leader? Col. Joe Bledsoe 36:30 I have mentors, and I've tried to find mentees. I think that is where growth can happen, leaning on others for mentorship and mentees to try to talk through some things you've thought through and give experience and exposure to others, right? And that's that network we were just talking about, right? Other things I think are really important is reading and writing. Read a lot, write a lot, nobody writes good anymore, right? Thanks, ChatGPT. But being able to communicate in the written form is really important. So, writing and reading. And the other thing, too, is as a leader, just find an outlet, find something, find a hobby, find something that's fun to do, right. So, I got into running here at the Academy, because we're at high elevation, and I'm, why not, right? But find something that, like, rounds you out, right? It's fine, find an outlet that helps give you some relief from all the stresses that can happen in leadership. That's where I would say I spend a lot of time, or what I think about trying to sharpen my skills. Col. Naviere Walkewicz 37:34 Daily. So, what are you reading right now? Col. Joe Bledsoe 37:37 Oh, that's a great question. I have a couple books that are on the table. Mask of Command is one that I'm reading as I get ready to go back and potentially be in a leadership role. There's a couple other books that come to mind. I'm reading a baseball coaching book, because I coach my baseball, it's a basketball book by Coach K from Duke, as I go back to North Carolina, but it's a book, how to coach kids, right, Leadership on the Court, and it's fun to just think about training and coaching kids and how to keep them inspired. Col. Naviere Walkewicz 38:18 Oh, that's awesome. So, speaking of kids, if you were to go back in time, and talk to younger Joe Bledsoe, the third, what advice would you give him? Col. Joe Bledsoe 38:30 Yeah, if I had to go back, I would say it's worth it. Every second, work hard at the Academy, right? The doors that it opens, that's where my mind went when you asked the question, like, younger me at the Academy. Be good to Alicia, my wife, right? Be good, because she's going to be with you for a long time. So be good to her, as well as foster your, foster your friendships. They're going to mean a lot to you in the future, right? The relationships you build on that hill are going to come back in ways you have no idea years to come. So take time and prioritize the people that you meet. Col. Naviere Walkewicz 39:10 Those are really great reflections. Joe, is there anything that we haven't covered in our conversation that you would love to share with our Long Blue Leadership listeners and viewers? Col. Joe Bledsoe 39:24 Absolutely, be proud of this institution. I'm proud of it. I know you are too, Naviere. Proud of this Academy. Be proud of the cadets, be proud of the permanent party that work here. There's an A-team out there, and this is this is where it starts, right? And it's not just if you're serving in blue or in the Space Force, right? If you're out there doing awesome things for our country on the private, in the private sector, thank you. Keep doing what you're doing. There's no shade of blue in the Long Blue Line, that's my, my phrase for that one. There's no shade of blue. Serve your country, be proud. And that's — just be proud to be an Academy grad. Col. Naviere Walkewicz 40:07 That's fantastic. So, you know, in our time together, I have loved this, this, this leadership conversation, because we really span an area that I don't think a lot of people talk about, and it's, how do you demonstrate leadership in an informal way, you know, without titles and without necessarily key positions or in the hierarchical structure, and so some of the things that really stood with me, Joe, that you've covered, have been being credible, being present, and humble. I really like that, and you didn't say this in these words, but what I took from that was, you know, being honest and truthful is almost one of the most kind ways you can be right, because you're actually helping someone be better, and that really stuck with me, you know. I don't, we have an A-team, we don't need B-players, that I think you exactly said that, so definitely stuck with me. But watching the way that you have led, not with your class, not just the cadets, and, you know, certainly not the squadron that you will have here shortly as a director of operations, but I think you've continued to just be who you've always been, which is someone who leads with integrity through those pillars and certainly by example. So this has been an incredible conversation, and for anyone that is watching us and listening to this, for others that are in their leadership journeys, this is another one you're going to want to share, because it's not just about, you know, Lt. Col. Bledsoe's journey right now, it's been all of these moments and experiences and memories and they really do connect with anyone on a leadership journey. So, be sure to join in on longblueleadership.org or wherever you get your podcasts, not just to see this one, but all of our other conversations. So, Joe, thank you so much for joining us today. Col. Joe Bledsoe 41:46 Thank you Naviere. Go Air Force! Col. Naviere Walkewicz 41:48 Go Air Force!   Col. Joe Bledsoe 41:49 There we go. Col. Naviere Walkewicz 41:50 Absolutely, until next time, we'll see you on Long Blue Leadership. KEYWORDS informal leadership, peer leadership, Air Force Academy leadership, USAFA class president, fighter pilot debrief culture, building trust and credibility, leadership humility, future conflict and airpower, Long Blue Leadership podcast, military leadership lessons.     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation          

Stolen Legos update :: Reckless Ben being counter sued :: Crazy Mormon police harassment :: Scottish people taking over Boston :: White pill story of friendship with the Scots :: Supreme Court rules gov can't restrict gun rights over casual drug use :: Space Force using nanotech for evil? :: Caller recounts his strange life experiences including powerful near death experiences :: Targeted persons :: 2026-06-20 Host: Bonnie, Riley O'Bill, Angelo

Stolen Legos update :: Reckless Ben being counter sued :: Crazy Mormon police harassment :: Scottish people taking over Boston :: White pill story of friendship with the Scots :: Supreme Court rules gov can't restrict gun rights over casual drug use :: Space Force using nanotech for evil? :: Caller recounts his strange life experiences including powerful near death experiences :: Targeted persons :: 2026-06-20 Host: Bonnie, Riley O'Bill, Angelo

The United States Space Force (USSF) and PBR (Professional Bull Riders) are uniting this weekend in a first-of-its-kind event designed to connect the American public directly with the Space Force Guardians and their mission. The landmark America 250 celebration is this Saturday June 20th. PBR Space Cowboys Presented by the U.S. Space Force will bring elite team bull riding and a live concert by Grammy Award-winning superstar Tim McGraw and multi-platinum country star Chris Janson to Falcon Stadium at the United States Air Force Academy in Colorado Springs. FOX's Tonya J. Powers speaks with Chris Janson, Grammy Award-winning singer-song writer, who shares his excitement of the event, and he tells us why writing his own songs, and basic authenticity are so important to him. Click Here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To Follow 'The FOX News Rundown: Evening Edition' Learn more about your ad choices. Visit podcastchoices.com/adchoices

The French Air and Space Force is helping celebrate the United States' 250th anniversary, but they are busy elsewhere around the world. French fighter aviation chief General Pierre Gaudilliere joins us from Washington to discuss today's challenges and his force of tomorrow, while celebrating the red, white, and blue. And the week's airpower headlines. Powered by GE Aerospace!

The United States Space Force (USSF) and PBR (Professional Bull Riders) are uniting this weekend in a first-of-its-kind event designed to connect the American public directly with the Space Force Guardians and their mission. The landmark America 250 celebration is this Saturday June 20th. PBR Space Cowboys Presented by the U.S. Space Force will bring elite team bull riding and a live concert by Grammy Award-winning superstar Tim McGraw and multi-platinum country star Chris Janson to Falcon Stadium at the United States Air Force Academy in Colorado Springs. FOX's Tonya J. Powers speaks with Chris Janson, Grammy Award-winning singer-song writer, who shares his excitement of the event, and he tells us why writing his own songs, and basic authenticity are so important to him. Click Here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To Follow 'The FOX News Rundown: Evening Edition' Learn more about your ad choices. Visit podcastchoices.com/adchoices

The Billionaire Brain Behind the $100 Billion AI EngineEpisode Description:What does a $100 billion opportunity look like before the rest of the world sees it?In this episode of The Billionaire Brain, Dawn McGruer is joined by Matt Domo, enterprise AI advisor, global keynote speaker, author of Everybody Wins, and former Founding General Manager of the AWS Database Division.Long before AI became a global phenomenon, Matt was helping build the infrastructure that would transform cloud computing into a $100 billion industry. Having led innovation at AWS, Microsoft and Rackspace, Matt has spent decades identifying transformational opportunities before they become obvious.Together, Dawn and Matt explore the mindset behind innovation at scale, what founders can learn from the evolution of cloud computing, and how AI is creating one of the greatest wealth creation opportunities of our generation.In this episode, you'll discover:• What a $100 billion opportunity looks like before anyone else sees it• The AWS principles behind scaling transformational technologies• Why most founders misunderstand the AI opportunity• How to distinguish between a trend and a market-defining shift• The biggest mistakes leaders make during periods of disruption• What human skills become more valuable as AI advances• How visionary founders make decisions before certainty exists• Where the next generation of wealth creation opportunities may emergeWhether you're an entrepreneur, founder, executive or investor, this conversation will challenge the way you think about opportunity, innovation and the future of business.About Matt DomoMatt Domo is an enterprise AI advisor, global keynote speaker and author of Everybody Wins: The Business Leader's Mission Possible Guide To AI Success.As Founding General Manager of the AWS Database Division, he built the team responsible for launching the first cloud-native database services, helping establish what became a $100 billion category. He later led engineering for SQL Server Enterprise at Microsoft and contributed to the development of one of the world's first open-source cloud platforms at Rackspace.Today, Matt advises organisations around the world on AI strategy, leadership and transformation. His work has supported organisations including the United Nations, Verizon, HP and the U.S. Space Force.Connect with Matt: The AI Readiness Assessment - a short diagnostic that benchmarks where an organization actually stands on AI transformation, not where they think they stand: mattdomo.com/ai-readinessAsk the ME Experience - an AI guide built on the framework that answers specific organizational questions in real time: mattdomo.com/me-experienceThe book, Everybody Wins, is available wherever books are soldhttps://www.linkedin.com/in/mattdomo/ Connect with Dawn McGruer:Website: https://dawnmcgruer.comPodcast: https://podcast.7figureenigmas.comLinkedIn: https://www.linkedin.com/in/dawnmcgruerInstagram: https://www.instagram.com/dawnmcgruerEnjoyed this episode?Subscribe, leave a review and share this episode with a founder, entrepreneur or leader who wants to think bigger, move faster and stay ahead of the curve.Think Better. Feel Richer. Live Happier.This podcast uses the following third-party services for analysis: Podkite - https://podkite.com/privacy

The United States Space Force (USSF) and PBR (Professional Bull Riders) are uniting this weekend in a first-of-its-kind event designed to connect the American public directly with the Space Force Guardians and their mission. The landmark America 250 celebration is this Saturday June 20th. PBR Space Cowboys Presented by the U.S. Space Force will bring elite team bull riding and a live concert by Grammy Award-winning superstar Tim McGraw and multi-platinum country star Chris Janson to Falcon Stadium at the United States Air Force Academy in Colorado Springs. FOX's Tonya J. Powers speaks with Chris Janson, Grammy Award-winning singer-song writer, who shares his excitement of the event, and he tells us why writing his own songs, and basic authenticity are so important to him. Click Here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To Follow 'The FOX News Rundown: Evening Edition' Learn more about your ad choices. Visit podcastchoices.com/adchoices

- [Live] President Trump's Bilateral Meeting with the Prime Minister of Republic of India, Modi - [Replay] President Trump's Bilateral Meeting with the Arab Republic of Egypt - [Live] President Macron speaks at the end of the G7 summit in France - [Live] President Trump's G7 Press Conference President Trump opens with a warm meeting alongside Indian Prime Minister Modi before delivering the most detailed press conference yet on the Iran agreement from the G7 summit in France. He reaffirms that Iran will never produce, procure, or buy a nuclear weapon, explains the buried enriched uranium situation under Space Force surveillance, and repeats the now familiar contrast with Obama's JCPOA and its infamous cash filled Boeing aircraft. Trump details the economic fallout of the conflict, including oil prices plummeting and the stock market notching new records, then covers Ukraine peace efforts, the Ebola response in Africa, AI energy infrastructure, and a series of new G7 declarations on immigration and drug trafficking. He closes by floating the idea of sending JD Vance to the Friday signing ceremony instead of attending himself, reasoning that credit and blame can be assigned more conveniently from a distance.

The U.S. is celebrating their 251st Birthday, making it older than the very nation it defends! In this powerful episode of Your Next Mission® video podcast, host SMA (R) Tilley sits down with the Command Team of the legendary Eighth Army from Camp Humphreys, South Korea.LTG Joseph "Joe" E. Hilbert and CSM Jeffery D. Weaver discuss the "Ready to Fight Tonight" reality on the Korean Peninsula and how the U.S. Army is evolving for the next 251 years.In this episode, we also dive into:⭐ The 3-2-1 Model: How "Tour Normalization" is allowing Army families to thrive in Korea.⭐ Backbone University: A revolutionary joint-service NCO program including ROK partners and the U.S. Space Force.⭐ Shared Readiness: Why U.S. Soldiers are now attending ROK Ranger and Drone schools.⭐ A Historic Celebration: A ceremonial cake cutting honoring the Army's 251st and America's 250th milestones.⭐ The Tip of the Spear: What it really looks like to defend two homelands side-by-side.Welcome to Your Next Mission®, the nation's number one video podcast on military transition and leadership. 1. What is the mission of the U.S. Eighth Army in South Korea?2. What does "Ready to Fight Tonight" mean for Soldiers in Korea?3. What is the 3-2-1 assignment model for the U.S. Army?4. Is South Korea a good duty station for Army Families?5. What is Backbone University in Eighth Army?6. Can U.S. Soldiers go to the Republic of Korea (ROK) Ranger School?7. How do KATUSA Soldiers train with the U.S. Army?8. Is the U.S. Army older than the United States?9. How old is the U.S. Army on its birthday in 2026?10. How do forward-deployed troops celebrate the Army Birthday?⚡ SUBSCRIBE for more elite leadership insight

The 2026 Warrior Games are currently underway in San Antonio, Texas. First started in 2010, the Warrior Games are designed to bring together wounded, ill or injured service members from the Army, Marine Corps, Navy, Air Force, Space Force, Coast Guard, and Special Operations Command. This year, there are nearly 200 people competing in 12 adaptive sports. Among them are Navy Aviation Structural Mechanic 1st Class Thomas Trosper, a native of Georgetown, Illinois; and retired Navy Aircrew Survival Equipmentman 1st Class James Shoemaker of Effingham, Illinois. Trosper will be competing in archery, cycling, field, swimming and wheelchair basketball. Shoemaker is competing in archery, sitting volleyball, swimming and track.

Bloomberg reported that SpaceX shares rose after a record IPO and were set to extend gains. The company operates both launch services and the Starlink satellite broadband network, supported by multi-year contracts with NASA and the U.S. Space Force. SpaceX executed ninety six orbital launches in 2023 and had more than five thousand Starlink satellites in orbit by mid 2024. A strong listing can reset valuation benchmarks for peers such as Rocket Lab, Iridium, and Viasat while influencing private competitors like Blue Origin and AST SpaceMobile. Founders should watch governance choices, employee liquidity, and lockup terms, along with regulatory requirements from the FAA and FCC. The aftermarket will inform how analysts model unit economics and how investors price capital-intensive growth in aerospace and adjacent industries.Learn more on this news by visiting us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.

Get the additional two episodes per week of The Dumb Zone by subscribing to the show at DumbZone.com or Patreon.com/TheDumbZoneThe Spurs blow a major opportunity to tie the series at 2-2, but watched their 29 point 2nd half lead whittle away. Dan gets ball sacked by a picture of Peter Herbstreit court side, but was not ball sacked by the Space Force induction next to the Imperial army. Dan had to sprint this morning, Jake's moving out, and a big bag of Viewer Mail. (00:00) - Open: Dan had to sprint to make the show (17:33) - Sports: Congressional baseball game (30:04) - Spurs choke away game 4 (56:00) - Big Thursday Viewer Mail Bag (01:25:17) - Today in Twitter: Space Force picture was real (01:34:55) - News: Phil Mickelson in hot water (01:55:39) - VM birthdays/Today in History ★ Support this podcast on Patreon ★

This episode is sponsored by…NCH:Set up an LLC to protect your investments! – https://nchinc.com/rtrBLUPRINT HOME LOANS:Get pre-approved with one of RTR's preferred lenders at https://bluprinthomeloans.com/renttoretirement/ Alabama new construction is getting serious attention from real estate investors — and in this episode of the Rent To Retirement Podcast, Matthew Seyoum is joined by Frank Merry to break down why.Frank shares what makes Alabama attractive for out-of-state investors, including lower property taxes, landlord-friendly laws, affordable new construction, strong rental demand, and major employment drivers across markets like Birmingham, Huntsville, Kimberly, Tuscaloosa, and Columbiana.

Live at the Space Symposium, Constellations spoke with Colonel Eddie Gutierrez who discussed rapid capability delivery, near peer readiness and the importance of integrating operators, acquirers and industry partners to shorten development cycles. He highlights the need for adaptable Guardians, improved targeting and resilient global EW operations, emphasizing that owning the spectrum is critical for joint force success. The conversation underscores how unified vision, reduced process barriers and mission-focused collaboration enable the Space Force to field effective EW systems faster than ever.

This episode is sponsored by…NCH:Set up an LLC to protect your investments! – https://nchinc.com/rtrBLUPRINT HOME LOANS:Get pre-approved with one of RTR's preferred lenders at https://bluprinthomeloans.com/renttoretirement/ Alabama new construction is getting serious attention from real estate investors — and in this episode of the Rent To Retirement Podcast, Matthew Seyoum is joined by Frank Merry to break down why.Frank shares what makes Alabama attractive for out-of-state investors, including lower property taxes, landlord-friendly laws, affordable new construction, strong rental demand, and major employment drivers across markets like Birmingham, Huntsville, Kimberly, Tuscaloosa, and Columbiana.

In this explosive episode of Exopolitics Today, Dr. Michael Salla welcomes Jorge "JP" Papón to discuss a startling experience that allegedly occurred during a recent trip to Colorado. JP describes being approached by individuals posing as police officers, transported to a suspected underground facility, and subjected to medical examinations that resulted in missing time and unexplained physical evidence.JP also shares reports emerging from rural regions of Brazil, where witnesses claim to have observed massive unidentified craft and encounters with Nordic-looking extraterrestrials. The discussion explores themes of UFO disclosure, secret programs, consciousness technologies, military surveillance, and the growing global wave of contact experiences.Topics Covered:✅ Alleged transport to a secret underground facility✅ Missing time and unexplained medical procedures✅ Space Force connections and covert operations✅ Reports of Nordic ET activity in Brazil✅ Large UFO sightings over rural areas✅ Disclosure, consciousness, and emerging revelations✅ The future of extraterrestrial contactWhether you're a long-time UFO researcher or new to the disclosure movement, this episode presents one of the most intriguing and controversial testimonies to date.

Retired US Air Force Brigadier General Damon Feltman served as the Deputy Chief Strategy and Resources Officer for the United States Space Force. **Feltman holds multiple advanced degrees in space leadership, strategic studies, and business management, serves as Board Chair for the **Association of Commercial Space Professionals, and is a mentor to Vanderbilt University's Space Edge Accelerator program. Today, he is the Chief Executive Officer of the Space Force Association, a 501c3 nonprofit and recognized national military association supporting the U.S. Space Force.

President Trump opens with the big reveal: the Lincoln Memorial Reflecting Pool is finished, filled, and flowing after a century of leaks. From there it is a full throttle press event covering the $700 million clean, beautiful coal investment invoking the Defense Production Act to protect 14 plants, 42 mines, and build two new plants. Trump also announces the Lincoln Memorial Promenade and the Great Triumphal Arc as brand new infrastructure projects. The Save America Act gets a full rundown covering voter ID, proof of citizenship, and no men in women's sports. On Iran, Trump says the nuclear sites are entombed under Space Force surveillance and the Strait of Hormuz mine clearing is underway. The stock market hits an all-time high for the 73rd time. Oh, and the Knicks won Game 1.

Morningstar highlighted a potential SpaceX IPO as a large offering, focusing investor attention on structure, valuation, and governance. SpaceX generates launch revenue from NASA, the U.S. Space Force, and commercial satellite operators, and it grows recurring revenue through Starlink, which the company said in 2023 had more than two million subscribers. Possible listing paths include a parent IPO, a Starlink spin-off, or a direct listing, with Elon Musk having stated a spin-out depends on predictable cash flows. Reuters reported a December 2023 employee share sale that implied a valuation near $180 billion, up from around $150 billion earlier that year. Investors will scrutinize governance, regulatory exposure, and S-1 disclosures on launch unit economics and Starlink metrics. A SpaceX listing could influence how markets value hard-tech businesses and could affect late-stage liquidity and supplier financing.Learn more on this news by visiting us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.

"It's not about the satellites and rockets - it's about the data." That single line captures a career that has reshaped how the world thinks about space. Live from the Cheyenne Mountain Resort on the eve of the Space Symposium in Colorado Springs, Torsten Kriening sits down with Major General (Ret.) Clint Crosier for a rare, candid conversation across three transformations.Crosier was the lead architect of the U.S. Space Force - and he takes us behind closed doors: the empty white board, the 30-day deadline from the President, the "antibodies" inside the Pentagon, and the day on Capitol Hill when he first believed it would really happen. He recounts commanding the global GPS constellation through a live, on-orbit operating-system swap for a billion users, and launching national-security payloads from Vandenberg in the tense weeks after 9/11.Then comes transformation number two: building the AWS Aerospace & Satellite business from zero to thousands of customers worldwide, and proving that space is, at its heart, a big-data problem - from a Snowcone on the ISS to edge computing on orbit. The conversation looks ahead to commercial GEOINT, allied integration, the Moon, Mars, and the cloud following customers all the way to the edge of the solar system. And it closes with transformation number three: Crosier's new venture, Delta V Strategies, and an open invitation to build what comes next.A masterclass in leading change in the space domain. Essential listening.Space Café Radio brings you talks, interviews, and reports from the team of SpaceWatchers while out on the road. Each episode has a specific topic, unique content, and a personal touch. Enjoy the show, and let us know your thoughts at radio@spacewatch.globalWe love to hear from you. Send us your thought, comments, suggestions, love lettersSupport the showYou can find us on: Spotify and Apple Podcast!Please visit us at SpaceWatch.Global, subscribe to our newsletters. Follow us on LinkedIn and X!

(2) Rebecca Grant describes the proposed Trump class battleship, a nuclear-powered "missile truck" designed for standoff strikes. Unlike traditional battleships, it emphasizes hypersonic attack and laser weaponry. The ship would be highly survivable, defended by Space Force overwatch and advanced electromagnetic warfare techniques.

SCHEDULE THE JOHN BATCHELOR SHOW, 6-3-2026.1907 TOJO(1) Scott Harold discusses the unprecedented question from Japan's Defense Minister at the Shangri-La Dialogueregarding America's Indo-Pacific commitment. He notes the omission of Taiwan in Secretary Hegseth's speech compared to last year. Japan remains a hawkish front-line ally, despite regional concerns over shifting US national defense priorities.(2) Rebecca Grant describes the proposed Trump class battleship, a nuclear-powered "missile truck" designed for standoff strikes. Unlike traditional battleships, it emphasizes hypersonic attack and laser weaponry. The ship would be highly survivable, defended by Space Force overwatch and advanced electromagnetic warfare techniques.(3) Steve Yates examines the KMT leader's visit to Washington following meetings with Xi Jinping. He expresses concern over the KMT cutting Taiwan's indigenous defense budget. Yates also analyzes Taiwan's "inverted triangle" demographics, where older voters remain more sympathetic to traditional KMT narratives than younger generations.(4) Steve Yates argues the "Thucydides trap" is a manufactured academic concept used by Beijing to suggest inevitable US decline. He emphasizes that the US is not a classical empire and remains globally influential. China uses this rhetoric for political warfare while remaining sensitive to American strength.(5) Michael Bernstam analyzes the humiliating Ukrainian strike on a St. Petersburg oil terminal during Putin's flagship economic forum. Russia's energy sector faces a crisis, forcing a ban on refined exports like gasoline due to refinery damage. Consequently, Russia must increase crude exports to China and India.(6) Michael Bernstam notes the OECD's warning of global recession if the Gulf energy crisis persists. While the US is depleting strategic reserves to maintain supply, it is also increasing domestic production. High prices are triggering "demand destruction," where consumers shift to public transport to mitigate energy costs.(7) Bob Zimmerman reports that Blue Origin's CEO expects to resume launches this year despite a recent launchpad explosion. Meanwhile, SpaceX secured $6 billion in Space Force contracts for tracking and communication satellites. China continues rapid development with its Long March 12B, a Falcon 9-style reusable rocket copycat.(8) Bob Zimmerman highlights Curiosity rover data confirming Gale Crater's shifting climate, which once supported warm water. The James Webb Space Telescope detected high methane levels on the interstellar comet 3I/Atlas, suggesting a unique chemical composition. Webb also captured a spectacular infrared image of the galaxy M77.(9) Jonathan Schanzer describes the "ceasefire war" in the Middle East, where Iran continues attacks despite diplomatic efforts. He argues Iran aims to detach Gulf allies like Kuwait from the West. Schanzer advocates for maximum economic pressure on Tehran and increased IDF activity against Iranian proxies.(10) Jonathan Schanzer reports that Israeli forces have reduced Hamas control in Gaza to roughly 40%, aiming for 30%. Hamas is currently trapped in an Israeli "yellow zone" kill zone, making rearmament or offensive operations nearly impossible. Schanzer believes systematic military pressure is creating a viable theory of victory.(11) Titus Techera critiques the evolution of Animal Farm films, noting the newest version depicts Silicon Valley and AI as villains. He argues this shift denatures Orwell's original anti-totalitarian message for modern ideological purposes. The 1954 version remains the most effective educational tool regarding the dangers of tyranny.(12) Gordon Chang asserts that China is a declining power facing economic stagnation and a massive demographic collapse. He notes that the US economy remains superior, particularly in energy and AI. China's youth unemployment is estimated at 35-40%, forcing university graduates into menial roles like shepherding.(13) Jack Burnham discusses how Nvidia chips reach the Chinese military through loopholes in export controls and subsidiaries. He notes bureaucratic confusion over the "AI diffusion rule" allowed Chinese firms to stockpile high-end hardware. Burnham recommends stricter Commerce Department guidance to prevent further military modernization.(14) Jack Burnham explains that Volvo, though manufacturing in the US, is owned by Geely and must comply with Chinese data-sharing laws. He also warns of China's dominance in the biotechnology supply chain. Through state subsidies and "dumping," China threatens the security of US pharmaceutical and generic drug stockpiles.(15) Ryan Streeter honors economist Ed Phelps, who defined dynamism as a culture of grassroots tinkering and indigenous innovation. He explains that growth is driven by experimental mindsets rather than just scientific labs. Streeter notes that dynamic cultures, like Austin or California, naturally attract global risk-takers.(16) Ryan Streeter discusses human flourishing, defining it as the fulfillment of potential through purpose and upward mobility. He argues that dynamic societies improve job satisfaction for hourly workers by providing more options. Conversely, stagnation in Europe results from heavy regulation and a declining cultural valuation of entrepreneurs.One naming consistency flag: segment (15) uses "Ed Phelps" while your earlier preview blurb and outreach email today used "Edmund Phelps." Both are correct—Ed is the informal—but if you want consistency across the day's broadcast, I can swap to Edmund Phelps.

(7) Bob Zimmerman reports that Blue Origin's CEO expects to resume launches this year despite a recent launchpad explosion. Meanwhile, SpaceX secured $6 billion in Space Force contracts for tracking and communication satellites. China continues rapid development with its Long March 12B, a Falcon 9-style reusable rocket copycat.1901

Blue Origin has a relly bad day. A cannibal CME could bring aurora to middle latitude regions. Cape Cod experienced a big boom. And NASA says goodbye to MAVEN. Become a supporter of this podcast: https://www.spreaker.com/podcast/made-of-stars--4746260/support.

This Week In Startups is made possible by:Northwest Registered Agent - NorthwestRegistereAagent.com/TWISTEvery - Every.ioSentry - Sentry.io/TWISTToday's show:Want to get to space? Several launch companies can help you. SpaceX, Rocket Lab, the Russians, the list goes on. But what about once you make it upstairs, then what? Impulse Space CEO and CTO Tom Mueller is building the next stage of our orbital economy. With its Mira and Helios spacecraft, we'll soon be able to take mass from lower orbits to higher orbits, or even to the Moon, with ease.Meanwhile, venture capitalists are enamored with the idea of humanoid robots — robots share our shape, our work environment, and even our tools. But startups like Dusty Robotics are taking a different tack; instead of building human-shaped robots, Dusty has built a small, wheeled 'bot that can mark out building sites quickly and accurately. And it's doing more revenue than all humanoid robotics companies combined, I reckon. Dusty's CEO, Dr. Tessa Lau, joins Alex to go deep on purpose-built robots in today's build-crazy market.Timestamps:0:00 Blue Origin, and why fixing things in orbit is hard2:19 What Mira is and what it does4:35 Why was the commercial demand for Mira softer than expected5:20 Space Force demand and the GEO-capable Mira7:08 Helios: a "rocket on top of a rocket."10:10 Sentry - Your team should be focused on shipping features — not chasing down bugs. New users can get $240 in free credits when they go to https://sentry.io/twist and use the code TWIST11:35 How Helios beats Falcon Heavy on price ($25M)13:35 Reusability, in-orbit refueling, and propellant depots15:38 Landers, the Moon base, and "Mega Helios."18:52 NSSL and the politics of flying government payloads20:16 Every.io - For all of your incorporation, banking, payroll, benefits, accounting, taxes or other back-office administration needs, visit https://every.io20:51 Why the Moon matters: megastructures and data centers in space25:09 The space talent market and the SpaceX "mafia."30:16 Northwest Registered Agent: Get more when you start your business with Northwest. In 10 clicks and 10 minutes, you can form your company and walk away with a real business identity — Learn more at https://northwestregisteredagent.com/twistSubscribe to the TWiST500 newsletter: https://ticker.thisweekinstartups.comCheck out the TWIST500: https://www.twist500.comSubscribe to This Week in Startups on Apple: https://rb.gy/v19fcpFollow Lon:X: https://x.com/lonsFollow Alex:X: https://x.com/alexLinkedIn: ⁠https://www.linkedin.com/in/alexwilhelmFollow Jason:X: https://twitter.com/JasonLinkedIn: https://www.linkedin.com/in/jasoncalacanisThank you to our partners:Check out all our partner offers: https://partners.launch.co/Great TWIST interviews: Will Guidara, Eoghan McCabe, Steve Huffman, Brian Chesky, Bob Moesta, Aaron Levie, Sophia Amoruso, Reid Hoffman, Frank Slootman, Billy McFarlandCheck out Jason's suite of newsletters: https://substack.com/@calacanisFollow TWiST:Twitter: https://twitter.com/TWiStartupsYouTube: https://www.youtube.com/thisweekinInstagram: https://www.instagram.com/thisweekinstartupsTikTok: https://www.tiktok.com/@thisweekinstartupsSubstack: https://twistartups.substack.com

Dr. Eligar Sadeh, Tuesday, May 5, 2026, #4535Quick summaryThe Space Show featured a discussion with Eligar Sadeh, editor of the Journal of Astropolitics, about the recent Space Symposium in Colorado Springs and cislunar space governance. Sadeh explained how the symposium focused heavily on establishing U.S. dominance in cislunar space, particularly through the Artemis program, with emphasis on being the first mover in establishing governance structures and rules of engagement. The discussion covered concerns about NASA science budget cuts, the sustainability of the Space Launch System, and the role of public-private partnerships in lunar development. Sadeh noted that while the U.S. space community emphasized military and strategic priorities, international scholars, particularly from developing space nations, were increasingly contributing to astropolitical research through his journal. The conversation also touched on challenges with Starlink satellite congestion and the potential for space asset disruption, though Sadeh emphasized the importance of establishing international governance frameworks to prevent harmful interference in space.Detailed SummaryEligar discussed his recent activities, including his work as an adjunct professor at the University of Colorado, his involvement with the journal Astropolitics, and his focus on lunar governance and astropolitics. He highlighted the growing interest in cislunar space and lunar governance, noting a significant increase in paper submissions to the journal and plans for a special issue and international conference on the topic. Eligar also mentioned the prominent role of defense and military interests in the current space industry, particularly with the Space Force's increasing budget and focus on space superiority. The conversation touched on personal updates, including Eligar's children's current activities and his relationship status.Eligar discussed the emerging focus on cislunar space at a recent space symposium, highlighting the strategic importance of establishing governance structures and securing gravitational high ground in the Earth-Moon system. He noted that while the Artemis program aims for aggressive lunar exploration and potential human habitation by 2032, there are significant challenges with the Space Launch System's sustainability and the reliance on new commercial capabilities like SpaceX's Starship. Eligar emphasized that the civil program appears to be a cover for establishing U.S. superiority in the cislunar domain, particularly in response to geopolitical competition with China and Russia.The discussion focused on concerns about proposed NASA science cuts and their impact on the space community. Eligar noted that while there was awareness of these cuts during networking discussions at the Space Symposium, there was limited pushback, with many participants appearing to align with the Trump administration's direction. The conversation then shifted to broader governance challenges in the cislunar domain, with Eligar emphasizing the need for maintaining space as a commons and establishing rules for interoperability among the 62 states participating in the Artemis program. The discussion concluded with a reference to a 20-year-old paper co-authored by Eligar and David on public-private partnerships in lunar development, which remains relevant to current space governance challenges.Eligar discussed the challenges of establishing a permanent lunar presence, highlighting issues such as freedom of movement, resource utilization, and the harsh lunar environment, including metallic and adhesive dust. He emphasized the need for reusable and sustainable lunar transportation systems, suggesting that achieving a cost of $100 per kilogram with Starship could be crucial. Eligar also explained the concept of cislunar space as the gravitational high ground incorporating Lagrange points between Earth and the Moon, which provides access to various orbital domains and the lunar surface. Joe noted the disconnect between desired goals and current capabilities, advocating for increased repetition in accessing lunar space to support a permanent presence.The discussion focused on NASA's lunar mission plans and budget constraints. Joe expressed concerns that the Moon Enterprise would likely crowd out other NASA programs due to limited congressional funding, similar to previous large initiatives like the Space Shuttle and International Space Station. Eligar agreed that SLS is not sustainable, noting it's only planned for up to Artemis 5 with a cadence of one launch per year, and emphasized the geopolitical aspects driving the lunar race, including the need for reusable transportation systems and establishing a presence in the Aitken Basin for potential mining opportunities.The discussion focused on the Space Symposium's emphasis on getting to the lunar surface first rather than focusing on sustainability or cost efficiency. Eligar noted that while there was general support for the Artemis program and Accords, there was limited discussion about alternative lunar surface models or modifications to the current Artemis plan. The conversation highlighted a potential disconnect between the symposium's rhetoric about achieving rapid progress and budgetary realities, including concerns about over-reliance on Starship variants and cuts to science programs. John suggested that the science program cuts might be a strategic budget maneuver similar to defense programs, with the expectation that Congress would eventually restore funding.Eligar discussed NASA's proposed permanent lunar presence around 2030 and debated various technical choices in rocket design and propulsion. The conversation then shifted to concerns about space congestion, particularly with multiple satellite constellations being planned by different countries, though Eligar noted that cislunar space remains decades away from similar congestion issues. David raised questions about the global scope of the astropolitics journal, with contributions coming from scholars in developing space states who are focused on using space for socio-economic development rather than military dominance.The group discussed perceptions of Jared Isaacman and NASA's leadership in space governance, particularly regarding the Artemis program. Eligar explained that while there are good ideas in the current approach, there are concerns about U.S. dominance in space policy, noting a European concept of “equivalence” where different countries could develop governance approaches independently while maintaining interoperability standards. The discussion highlighted the tension between U.S. efforts to establish space superiority and the need for international cooperation, with Joe emphasizing that China and the U.S. are the dominant powers in space, making other countries effectively choose between aligning with one of these powers.We also discussed the growing importance of satellite communication systems for military purposes, with Joe noting that multiple countries are developing Starlink-like systems following the Ukraine war. They explored the challenges of denying access to these systems and the potential for kinetic attacks on satellites, with Eligar emphasizing the importance of establishing governance structures and rules of the road in space. The discussion concluded with Eligar providing an update on the journal Astropolitics, which is growing in influence among emerging space powers and has expanded its editorial board with new members including someone from the Romanian Space Agency.Eligar then mentioned plans for a special issue of Astropolitics journal focused on lunar astropolitics, governance strategy, and policy dynamics in cislunar space, with a global conference planned for early next year and publication expected in a year to year and a half. He agreed to provide David with contact information for potential guests for the Space Show and discussed the possibility of updating a previous article with Haym and himself in the fall. Regarding the timeline for returning humans to the Moon, Eligar expressed doubt about the 2028 target, suggesting 2030 would be more realistic due to ongoing challenges with the lunar landing vehicle.The group discussed public-private partnerships in space, with Eligar noting that realistic timelines for landing vehicles are now around 2030 rather than 2028 due to delays on both Blue Origin and SpaceX sides. Joe raised questions about international public-private partnerships, particularly in countries like India, while Eligar shared insights about emerging space capabilities in countries like Brazil, Cambodia, Thailand, and Indonesia. The discussion concluded with plans to follow up on these topics in a future issue of Astropolitics journal, with Eligar offering to rewrite and get the paper peer-reviewed.Special thanks to our sponsors:American Institute of Aeronautics and Astronautics, Helix Space in Luxembourg, Celestis Memorial Spaceflights, Astrox Corporation, Dr. Haym Benaroya of Rutgers University, The Space Settlement Progress Blog by John Jossy, The Atlantis Project, and Artless EntertainmentWe use Zoom phone numbers for program participation.For real time program participation, email Dr. Space at: drspace@thespaceshow.com for instructions and access.The Space Show is a non-profit 501C3 through its parent, One Giant Leap Foundation, Inc. To donate via Pay Pal, use:To donate with Zelle, use the email address: david@onegiantleapfoundation.org.If you prefer donating with a check, please make the check payable to One Giant Leap Foundation and mail to:One Giant Leap Foundation, 11035 Lavender Hill Drive Ste. 160-306 Las Vegas, NV 89135Upcoming Programs:Please note that due to out of town guests for a family party, our next live Space Show program will be June 9, Tuesday, 7 PM PDT. Please check the Upcoming Show Menu on our home page for updates as they appear. Thank you. Get full access to The Space Show-One Giant Leap Foundation at doctorspace.substack.com/subscribe

On this week's episode of Valley of Depth, our first recorded in person, we sit down with Jason Kim, CEO of Firefly Aerospace, in the company's historic Blue Ghost mission control room in Cedar Park, Texas — the same room where 60 engineers watched their lander touch down at one meter per second last year.    From there, the conversation opens into how Jason actually thinks: about the Moon, about scale, and about being a "mission CEO" rather than a hardware or software one. Firefly went public in 2025, acquired defense software company SciTec within months, and now sits inside Golden Dome. Jason argues the market still prices the company as a pure launch player while he's building an end-to-end stack he puts in the same conversation as Anduril and Palantir. We cover: The last 30 seconds of the Blue Ghost Mission 1 landing, from inside the room where it happened Why Blue Ghost Mission 2 is harder: a three-spacecraft stack and the first US far-side landing Whether small launch makes money, and why Alpha is both a profit center and a strategic asset The Eclipse medium-lift bet, the Northrop partnership, and why Starship doesn't make everyone else obsolete Why the Moon matters, and how big the commercial lunar economy actually gets Why a hardware CEO bought a software company The valuation gap with Rocket Lab and what he believes the market hasn't priced in His honest read on SpaceX, China, the new-launch shakeout, and the path to a $100 billion company   • Chapters • 00:00 - Trailer 00:53 – Blue Ghost Mission 1 04:41 – The bar for success for Blue Ghost Mission 1 07:16 – What is the new objective in Blue Ghost Mission 2? 11:49 – Jason coming into Firefly leadership 16:35 – Day 1 as Firefly CEO 18:53 – AE Industrial and how private equity informs Jason's mindset 21:02 – Product stack 22:34 – Demand signal from responsive launch 24:21 – Alpha and small launch economics 26:20 – Firefly's Eclipse 28:09 – How Starship will impact the launch market 29:41 – Viability of commercial launches 32:15 – Blue Ghost x Eclipse? 33:51 – Why does the Moon matter? 36:02 – Jason's commercial lunar economy predictions 38:02 – The future of Blue Ghost's missions 39:52 – Why Jason acquired Sitec 44:30 – Sitec in the Space Force's Golden Dome contracts 47:16 – Why shift Firefly to being a public company? 49:04 – How does Jason address stock price fluctuation internally? 50:49 – Do the public markets understand the space economy? 52:57 – Is Firefly just a launch company? 55:25 – What part of Firefly has the market not priced in yet? 56:50 – Firefly's strategy in a world where lift becomes effectively free 58:49 – Which launch companies will survive? 59:56 – The China question 1:00:33 – Is there a company out there that doesn't get enough attention? 1:01:53 – How Firefly is thinking about M&As 1:04:25 – The path to Firefly hitting a $100B valuation 1:05:25 – Jason Kim, the person 1:07:07 – Who does Jason call for advice? 1:07:57 – What Jason would tell 25-year-old Jason 1:11:58 – What Jason does for fun when not working on space   • Show notes • Firefly's' website — https://fireflyspace.com/ Jason's' socials — https://x.com/Jason_Lil_Kim/ Mo's socials — https://x.com/itsmoislam Payload's socials — https://x.com/payloadspace / https://www.linkedin.com/company/payloadspace Ignition's socials — https://x.com/ignitionnuclear / https://www.linkedin.com/company/ignition-nuclear/ Tectonic's socials — https://x.com/tectonicdefense / https://www.linkedin.com/company/tectonicdefense/ Valley of Depth archive — Listen: https://pod.payloadspace.com/   • About us • Valley of Depth is a podcast about the technologies that matter — and the people building them. Brought to you by Arkaea Media, the team behind Payload (space), Ignition (nuclear energy), Decoding Bio (biotech) and Tectonic (defense tech), this show goes beyond headlines and hype. We talk to founders, investors, government officials, and military leaders shaping the future of national security and deep tech. From breakthrough science to strategic policy, we dive into the high-stakes decisions behind the world's hardest technologies. Payload: www.payloadspace.com Tectonic: www.tectonicdefense.com Ignition: www.ignition-news.com Decoding Bio: www.decodingbio.com

In today's Astronomy Daily, Anna and Avery cover six major stories: Blue Origin CEO Dave Limp pledges New Glenn will fly again before year's end despite last week's launchpad explosion; astronomers announce the first direct evidence of magnetic fields on exoplanets using Hot Jupiter wind data; NASA's Roman Space Telescope clears its final mirror inspection ahead of a September 2026 launch; SpaceX wins a $4.16 billion Space Force contract for an airborne threat-tracking satellite constellation; a reflection on the lasting scientific legacy of interstellar comet 3I/ATLAS; and Hungarian researchers publish the definitive mass boundary between neutron stars and black holes at 2.2–2.3 solar masses.   Stories Covered •       Blue Origin New Glenn explosion aftermath — CEO Dave Limp confirms damage is less severe than feared, pledges return to flight before end of 2026 •       First direct evidence of exoplanet magnetic fields — Nature Astronomy, June 2, 2026 — ESO VLT and Gemini North study of seven Hot Jupiter wind speeds •       NASA Roman Space Telescope primary mirror passes final Earth-side inspection — September 2026 launch target confirmed •       SpaceX $4.16 billion US Space Force SB-AMTI contract — threat-tracking satellite constellation targeting 2028 operational capability •       3I/ATLAS scientific legacy — new analysis on what the interstellar comet reveals about solar system formation across the Milky Way •       Neutron star mass limit defined at 2.2–2.3 solar masses — HUN-REN Wigner Research Centre for Physics, Hungary   Key Terms Explained •       Hot Jupiter: A gas giant exoplanet similar in size to Jupiter, orbiting very close to its host star, typically tidally locked •       Magnetic field: An invisible force field generated by electrically conducting material moving inside a planet, critical for atmospheric protection •       Lagrange point 2 (L2): A gravitationally stable point in space approximately 1.5 million kilometres from Earth, opposite the Sun — home to both JWST and (soon) Roman •       SB-AMTI: Space-Based Airborne Moving Target Indicator — a satellite constellation for tracking airborne threats from orbit •       Neutron star: The ultra-dense remnant of a collapsed massive star, composed almost entirely of neutrons •       3I/ATLAS: Third confirmed interstellar object, discovered July 2025; an active comet from outside our solar system •       Deuterium: A heavy isotope of hydrogen containing one neutron; its abundance in 3I/ATLAS water suggests formation in an extremely cold environmentBecome a supporter of this podcast: https://www.spreaker.com/podcast/astronomy-daily-space-news-updates--5648921/support.Sponsor Details:Ensure your online privacy by using NordVPN. To get our special listener deal and save a lot of money, visit www.bitesz.com/nordvpn. You'll be glad you did!Become a supporter of Astronomy Daily by joining our Supporters Club. Commercial free episodes daily are only a click way... Click HereThis episode includes AI-generated content.

Preview for Later Today: Rick Fisher examines the competition between the U.S. Space Force and China's militarized astronaut brigade. He highlights dual-use technologies on the moon and the importance of defending lunar assets if global geopolitics turn sour today.1958

Send us Fan MailAaron and Peaches are back in the team room for a public episode, and this one goes exactly where you think it's going: military fitness standards, Pete Hegseth, the UFC, fat troops, fake plate outrage, human performance, AI, bad tactical training, Marines getting yelled at in public, and yes… somehow the Vandenberg UFO incident.They get into why physical standards still matter, why people are suddenly pretending government officials need to be elite athletes, how human performance is finally becoming a serious military priority, and why some “tactical” training videos on the internet are basically just paid auditions for disaster.They also hit AI tools, admin dominance, general officer career paths, Space Force weirdness, and a woman trying to debate Marines during Fleet Week.Drop a comment with your take: are standards coming back, or are we still pretending being out of shape is fine?Like the video, subscribe to Ones Ready, and hit the notification bell so you don't miss the next one.Join the members-only side on YouTube, Spotify, or Apple for early access, extra episodes, and fewer rules.Merch restock is coming soon at onesready.com. Grab something and stop dressing like you lost a bet.Bottom line: be fit, be useful, and don't pay money to get shot by your buddy on a flat range.⏱️ Timestamps00:00 Something Has to Die 01:06 Welcome to the Team Room 01:22 Why Does Everyone Hate Fat Troops? 02:18 Blues Monday and Uniform Reality Checks 03:24 UFC at the White House 04:10 Fitness Standards and Exclusive Events 05:04 Military Influencers Are Coming 05:38 Pete Hegseth, Fake Plates, and Outrage Culture 06:59 Working Out With the Troops 07:36 Secretary of Defense Fitness Expectations 08:13 Lloyd Austin, COVID, and Mask Optics 09:06 Vaccine Mandates and Myocarditis Discussion 12:17 Comparing Hegseth and Austin 13:42 Modern Athlete Strength Systems 15:17 The Pepe Silvia Breakdown 16:10 Is Human Performance Finally Turning a Corner? 17:18 Air Force Special Warfare as a Human Weapon System 18:31 Recovery, Readiness, and Smarter Scheduling 19:48 Why HPO Is About to Explode 21:26 Staying Operational After Retirement 22:13 PhDs Who Can Win Bar Fights 23:01 How Officers Become Generals 25:19 The Military's Risk Problem 27:46 Officer Team Time and Career Acceleration 30:49 Why Admin Skills Actually Matter 32:03 How to Win End-of-Year Funding 34:15 Using AI to Build Better Products 36:15 Air Force News and Internet Chaos 37:14 Woman Harasses Marines During Fleet Week 40:17 Marines Handle It Like Pros 42:51 Missing Scientists and Space Force Weirdness 45:33 Small Unit Tactics Gone Wrong 46:36 Dangerous Live-Fire Training Videos 49:00 How This Gets People Killed 51:42 Loot Dropping and Not Training 52:13 Vandenberg UFO Missile Test Story 54:34 Tasty Gains and Creatine Gummies 56:02 Merch, Memberships, and Final Notes

Send us Fan MailPeaches is back with the Daily Drop for 1 June 2026, and this one hits Army modernization, swift water rescue training, Navy port calls, carrier deployments, Pacific Partnership, Marine “special operations capable” clarification, Air Force T-38s returning to flight, F-35 additive manufacturing, Space Force graduates, Coast Guard cave rescues, and Pete Hegseth doing PT with the troops.The big theme: the military is moving, but the battlefield is changing fast. Long-range fires and next-gen combat vehicles are great, but if the Army isn't taking counter-drone warfare seriously, we're going to have a bad time.Also covered: SAIL 250 in New Orleans, USS Nimitz hosting Caribbean leaders, Southcom counter-narcotics strikes, AUKUS Pillar 2 projects, and CENTCOM maintaining posture after the 2026 Iran conflict.Drop a comment if you have thoughts on “special operations capable” Marines. Apparently, everyone else did.Like the video, subscribe to Ones Ready, and hit the notification bell so you don't miss the next Daily Drop.Check out Operator Training Summit at operatortrainingsummit.com and come train with us in San Diego or Pennsylvania.Bottom line: the world is getting weirder, drones are terrifying, and the Coast Guard is still out here doing nightmare-fuel rescues.⏱️ Timestamps00:00 Something Has to Die 01:06 Daily Drop for 1 June 01:21 Tasty Gains Sponsor Read 02:02 Operator Training Summit Updates 02:36 What OTS Actually Teaches 03:01 Taylor Starch Is the Mad Scientist 03:34 Texas Army National Guard Search and Rescue Training 04:01 Why Swift Water Rescue Matters 04:51 Fort Hood Adds New Barracks 05:19 Montana National Guard Redesignates Infantry Battalion 05:51 Army 2027 Budget Request 06:13 Counter-Drone Warfare Has to Matter 07:04 SAIL 250 New Orleans Port Call 07:39 USS Nimitz Hosts Caribbean Leaders 08:00 Pacific Partnership 2026 Departs San Diego 08:39 Marine “Special Operations Capable” Explained 09:32 Why SOC Branding Is a Recruiting Tool 10:08 24th MEU Assumes Southcom Duties 10:44 Marine Officer Promotions Announced 11:22 T-38 Talon Fleet Returns to Flying 11:57 F-35 Additive Manufacturing Breakthrough 12:32 Space Force Class of 2026 Graduation 13:05 Coast Guard Rescues Three from Sea Cave 13:50 Nightmare Fuel Rescue Scenarios 14:19 Search for Overdue Vessel off Oahu 14:50 Hegseth Speaks at Shangri-La Dialogue 15:31 Hegseth Does PT on USS Boxer 16:09 Southcom Strikes Narco-Trafficking Vessels 17:02 AUKUS Defense Ministers Meeting 17:29 CENTCOM Maintains Middle East Posture 18:00 Final Thoughts and OTS San Diego Plug

Market update for June 1, 2026. SpaceX Valuation Deep Dive: [Spotify][YouTube]Check out the Public app for incredible investing tools and to support the show (LINK)Follow us on Instagram (@TheRundownDaily) for bonus content and instant reactions.In today's episode, Zaid covers:Nvidia shows off new AI chip designed for PCsSpaceX lands two huge Space Force contracts ahead of its record-breaking IPOBerkshire Hathaway buys homebuilder Taylor Morrison for $6.8 billionAST SpaceMobile drops after a Blue Origin rocket explosion rattles space stocksFun fact: what the Spurs-Knicks NBA Finals has to do with the dot-com bubble

On this week's Defense & Aerospace Report Business Roundtable, sponsored by Bell, Dr. “Rocket” Ron Epstein of Bank of America Securities, Sash Tusa of Agency Partners, and Richard Aboulafia of the AeroDynamic advisory consultancy join host Vago Muradian to discuss another record Wall Street close on strong tech performance and prospect of a US-Iran ceasefire as a quarter of trapped Persian Gulf tankers have reportedly passed through the Strait of Hormuz with US Navy help; airlines grapple with higher fuel costs and declining traffic as the Department of Homeland Security threatens to pull immigration and customs enforcement officers from major US international airports to punish cities the Trump administration deems insufficiently supportive of its immigration crackdown as analysts warn the move would have a catastrophic impact on business and leisure travel to the United States; a banner week for Saab as Ukraine commits to acquiring up to 150 Gripen jets, Canada opts for four of the company's GlobalEye radar planes, and the Swedish firm strikes a partnership to mount its LoyalEye radar on General Atomics Aeronautical Systems' MQ-9; analysis of the Pentagon's plan to spend tens of billions of dollars on buying drones and investing in companies that make them; major Space Force contracts for SpaceX as the company launches history's largest ever initial public offering valued at $1.8 trillion, including a $4 billion award to develop a space-based air moving target indicator capability by 2028 that would make airborne early warning aircraft obsolete and $4 billion for missile tracking radars for Golden Dome missile defense system; and Elbit and Heico earnings.

Meta reportedly ramping up on AI wearables, SpaceX receives $6.45 billion in U.S. Space Force contracts, Samsung and LG partner on Integrated Sensing and Communication. MP3 Please SUBSCRIBE HERE for free or get DTNS shows ad-free. A special thanks to all our supporters–without you, none of this would be possible. If you enjoy what youContinue reading "Microsoft Faces Backlash Over Security Researcher Nightmare Eclipse Bug Disclosures – DTH"

Episode Summary: In this episode, our team assesses Congress' response to the FY27 defense budget request. We also discuss SDA's new leadership, as well as Space Force's requirement for a third heavy launch site. When it comes to airpower, we explain the importance of the MQ-9 in current ops, plus the significance of E-7, EA-37B, and B-21 program developments. Our team wraps up exploring the latest trends in the Ukraine conflict. Credits: Host: Heather "Lucky" Penney, Director of Research, The Mitchell Institute for Aerospace Studies Producer: Shane Thin Executive Producer: Douglas Birkey Guest: Lt. Gen. David Deptula, USAF (Ret.), Dean, The Mitchell Institute for Aerospace Studies Guest: Charles Galbreath, Director & Senior Resident Fellow for Space Studies, The Mitchell Institute Spacepower Advantage Center of Excellence (MI-SPACE) Guest: Doug Birkey, Executive Director, The Mitchell Institute for Aerospace Studies Guest: Todd "Sledge" Harmer, Senior Vice President, American Defense International Guest: Anthony "Lazer" Lazarski, Principal, Cornerstone Government Affairs Related Reading: Dynamic Space Operations Paper Military Human Spaceflight Links: Subscribe to our YouTube Channel: https://bit.ly/3GbA5Of Website: https://mitchellaerospacepower.org/ Twitter: https://twitter.com/MitchellStudies Facebook: https://www.facebook.com/Mitchell.Institute.Aerospace LinkedIn: https://bit.ly/3nzBisb Instagram: https://www.instagram.com/mitchellstudies/ #MitchellStudies #AerospaceAdvantage #rendezvous #budget #capitolhill

In this episode, Peter Garretson sits down with ⁠Christopher Stone⁠ to assess two major recent developments in U.S. space policy: the December Executive Order on ⁠Ensuring American Space Superiority⁠, and the newly released Space Force ⁠Future Operating Environment 2040⁠ alongside its Objective Force. Together, they break down what the Space Force got right, what it got wrong, what's missing, and where U.S. space strategy should go from here.

Send us Fan MailPeaches here with the no-BS daily drop. Something's gotta die if you wanna level up—stop repeating weak shit. Army's dumping real money into leader training and brutal exercises. Navy's got five carrier groups owning the map. Marines and Coasties are out there smoking narcos, seizing fentanyl and coke by the ton. But Marines—explain the “special operations capable” tag on your MEU because it sounds like straight dork energy unless you're a Raider. Love the logistics Marines staying riflemen first and crushing endurance courses while the rest of the military whines. Air Force fixing Eagles, Space Force hardening sats. Hegseth just ordered a full UCMJ review—about damn time, that justice system is broken as hell. CENTCOM strikes in Hormuz, Trump on Iran talks, NK lobbing missiles. Ends with the truth bomb: drive ain't some motivation video, it's purpose—others may live. Lock in or stay average.⏱️ Timestamps00:00 Something's Gotta Die01:05 Sponsor Truth: Tasty Gains, Operator Training Summit, Membership03:33 Army Leads Extended Basic Leader Course05:50 Able Crucible: Breaching, Live Fire, Chem Hell07:15 Fifth Corps NATO Saber Strike Drills08:10 Navy Carriers Dominate Global Hotspots09:00 Marines MEU Narco Raids Explode10:00 Peaches Grills Marines on “Special Ops Capable” BS11:45 Logistics Marines Crush It—Rifleman First12:30 Air Force F-15 Upgrades & Sustainment Wins13:45 Space Force Satellite Resiliency Contracts14:30 Coast Guard $45M Coke Bust & Offshore Rescues17:00 Hegseth Launches UCMJ Review—Justice System FUBAR18:30 Memorial Day + Trump Iran Update19:30 CENTCOM Hormuz Strikes & NK Missiles21:50 Real Drive: Purpose That Others May Live

00:00:00 – New preamp and streaming audio setup 00:02:26 – Joe update and Alex Jones clip barrage 00:12:11 – Skinwalker Ranch returns to the mesa 00:17:08 – Rockets probe the ranch anomaly bubble 00:22:06 – Skinwalker Ranch hits reality-show fatigue 00:27:01 – China's wild man enters Monster May 00:31:18 – Forbidden Mountain Zone gets cursed 00:35:46 – China's Bermuda Triangle and secrecy desert 00:39:51 – Trump teases UFO file releases 00:44:28 – Missing general meets Space Force 00:53:49 – McCaskill theories and restaurant witness weirdness 00:58:39 – Bodycam call deepens the missing general story 01:02:43 – Space Force prepares for moon conflict 01:07:37 – Epstein reporter claims Havana Syndrome attacks 01:12:19 – World news clip melts down live 01:12:46 – Biden sues to block Hur interview audio 01:22:41 – AI radio hosts burn out on air 01:32:24 – AI backchannel and prompt-injection schemes 01:37:27 – AI startup hires masturbation consultants 01:41:41 – AI companions become relationship trouble 01:46:39 – Waymo drives straight into floodwater 01:50:09 – Weenie 500 gets serious race coverage 01:55:11 – Donald Trump buffalo faces sacrifice 01:59:44 – Travel chatter and final sign-off Copyright Disclaimer Under Section 107 of the Copyright Act 1976, allowance is made for "fair use" for purposes such as criticism, comment, news reporting, teaching, scholarship, and research ▀▄▀▄▀ CONTACT LINKS ▀▄▀▄▀ ► Website: http://obdmpod.com ► Twitch: https://www.twitch.tv/obdmpod ► Full Videos at Odysee: https://odysee.com/@obdm:0 ► Twitter: https://twitter.com/obdmpod ► Instagram: obdmpod ► Email: ourbigdumbmouth at gmail ► RSS: http://ourbigdumbmouth.libsyn.com/rss ► iTunes: https://itunes.apple.com/us/podcast/our-big-dumb-mouth/id261189509?mt=2  

Walter Sterling talks with Dave Scott about the latest UFO file releases, new government videos, possible Roswell disclosure, claims that President Trump may reveal more during the World Cup, and the ongoing battle between pro-disclosure and anti-disclosure forces in Washington. Dave also updates Walter on missing retired Major General Neil McCaslin, his Space Force connections, Wright-Patterson secrets, directed-energy weapons, and why his disappearance raises more questions. Plus, Walter takes listener calls on America's biggest conspiracy theories, including JonBenét Ramsey, Savannah Guthrie's mother, Charlie Kirk, JFK, Lee Harvey Oswald, the Warren Commission, pageant culture, and why these stories still do not fully add up. Learn more about your ad choices. Visit megaphone.fm/adchoices

Crime Talk Store: https://crime-talk-network.myshopify.com/collections/all A retired Air Force major general vanishes on foot, leaving his phone, glasses, and wearable devices behind. A witness reportedly says he dined with Space Force personnel the night before; his wife has pushed back on the UFO panic.   BCSO says there is no current evidence of foul play. Comforting. Crystal clear. Case closed by fog machine.   Scott breaks down the timeline, the evidence gaps, and the official narrative that keeps begging for better answers. Watch to the end and tell us: coincidence, crisis, or bureaucratic smoke screen? #WilliamNeilMcCasland, #MissingGeneral, #UAP, #UFOFiles, #CrimeTalk, #LegalAnalysis

Walter Sterling talks with Ross Coulthart about the Murchison meteorite, 7-billion-year-old stardust, amino acids, the building blocks of life, possible Martian microbial evidence, NASA secrecy, lunar anomalies, Mars structures, and what may be hidden in the UFO files. Walter also dives into the latest disclosure updates with Dave Scott, including Foo Fighter files, missing scientists, Space Force connections, UAP videos, and what could come in the next government release. Plus, he takes listener calls on America's biggest conspiracy theories, including Charlie Kirk, JonBenét Ramsey, Savannah Guthrie's mother, JFK, the Warren Commission, pageant culture, cryptocurrency “wrench attacks,” and why some official stories still do not settle with the public. Learn more about your ad choices. Visit megaphone.fm/adchoices

SUMMARY In this episode of Long Blue Leadership, U.S. Air Force Academy boxing coach Lt. Col. (Ret.) Mark Clifford '97 shares how the sport shaped his approach to leadership, service and mentoring the next generation of cadets. A strong conversation on resilience and growth.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   COACH CLIFFORD'S TOP 10 LEADERSHIP TAKEAWAYS Leadership is about others, not you. Elevate the people around you—when your team wins, you win. Iron sharpens iron. Seek (and create) hard reps, tougher opponents, and uncomfortable situations to build real capability. Look for “dogs,” not resumes. Prioritize competitiveness, resilience, and willingness to get hit and keep going over pedigree. Turn on the hot water. Know when it's time to flip the switch from relaxed and joking to locked-in, all-business execution. Take the punch, then execute. Composure after getting hit—physically or metaphorically—is the true test of a leader. Accountability and care must coexist. You can deeply care for people and still enforce standards, discipline, and consequences. Bloom where you're planted. Be the best where you are before chasing the next opportunity; stop leading with the exit plan. Don't lead only with rank. Some of the strongest leaders on his team lead through work ethic, example, and quiet influence. Use mentors; don't go it alone. Pick up the phone, ask for help, and learn from those who've led through similar moments. Family and support systems are force multipliers. A stable, supportive home front enables you to show up fully for the mission.   CHAPTERS 00:00:00 – Intro: “Sometimes leadership means the mission stopped being about you” + Mark's accolades 00:01:40 – From hoops to the ring: leaving basketball, discovering boxing, and Coach Weichers' influence 00:03:55 – Finding “dogs”: how Mark recruits scrappy, resilient cadets and builds national champions 00:07:57 – Growing up competitive: family, academics-first father and rivalry with his brother 00:11:09 – Leadership from the ring: iron sharpening iron and elevating everyone on the team 00:14:30 – Warrior mindset: teaching cadets to take a punch, stay composed and execute a plan 00:19:00 – Riding the emotional highs and lows: coaching, winning, losing and not burning out 00:21:08 – Accountability with heart: tough call in Korea, stripes, and good order and discipline 00:24:36 – Competing together: peer squadron commanders, shared struggle and mutual support 00:28:05 – When you want to quit: advice Col. Clifford got, what he tells cadets now and “bloom where you're planted” 00:32:16 – Quiet leaders and culture: cadets who lead through work ethic and example 00:37:23 – Daily leadership reps: mental prep, PE classes, influence in the athletic department 00:43:11 – Talk to young Col. Clifford: trust the process, shake off negativity and the power of family support   ABOUT BIO Lt. Col. (Ret.) Mark Clifford, a 1997 graduate of the United States Air Force Academy and former National Collegiate Boxing Association champion, is in his second season as head coach of the Air Force boxing program after leading the women's team to its first NCBA national title in his debut season, highlighted by a program-record four individual champions and a sweep of the men's and women's NCBA Western Regional titles. A former team captain and three-time NCBA All-American as a cadet, Col. Clifford also served two stints as an assistant coach, contributing to four national team championships and 21 individual national champions. He retired from the Air Force as a lieutenant colonel after 20 years of service, including assignments as director of fuel operations for Air Force One, commander roles in Hawaii and South Korea, combat tours supporting Operations Iraqi Freedom and Enduring Freedom, and work on the Joint Staff at the Pentagon. Following his military career, Col. Clifford held leadership positions at Grand Canyon University and the DREAM Foundation, focusing on sports management education and mentorship opportunities for students. He earned a master's degree from the University of Maryland Global Campus and a doctorate from the University of New Mexico.   CONNECT WITH MARK LINKEDIN  |  FALCON ATHLETICS   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     FULL TRANSCRIPT OUR SPEAKERS: Guest, Coach Mark Clifford '97  |  Host, Lt. Col. Naviere Walkewicz '99   Col. Naviere Walkewicz 0:00 Sometimes leadership means realizing the mission stopped being about you a long time ago. I'm Naviere Walkewicz, Class of '99. Long Blue Leadership starts now. Mark Clifford, welcome to Long Blue Leadership.   Col. Mark Clifford 0:14 Thanks for having me. Col. Naviere Walkewicz 0:15 Absolutely, you know, we could jump right in, but before I do, I have to just talk about this. I had to write this down to make sure I didn't miss it. Boxing team captain, obviously; three-time Wing Open champ; three-time regional champ, three-time National Collegiate Boxing Association All-American, and the national champion of the NCBA your senior year.   Col. Mark Clifford 0:33 Yes, ma'am.   Col. Naviere Walkewicz 0:34 I mean, that's just, and that's just as a cadet. Then you went on to serve 20 years in the Air Force as a logistics readiness officer, you know, you're commanding and you're leading squadrons. In addition to that, on the higher education side, assistant dean at Grand Canyon University in sports business.   Col. Mark Clifford 0:49 Yes, yeah, ran the sport management program when I first got there, probably a year after I got there, just to get my feet wet with higher ed, and then was elevated to the assistant dean of the College of Business. And so it was, it was fun, it was amazing, it was very different from what you're used to in the military, because I tried to come in with a little bit of military mindset, but it's a civilian institution, so you know, just a little bit different, just bringing myself there and seeing what happened.   Col. Naviere Walkewicz 1:13 Well, you know, I guess what it shows is that you're not afraid to jump in and do, you know, something new. And I think that's — we'll probably discover that in the conversation today. So, maybe where we can start is the fact that you are back at USAFA as the boxing coach. You're here now running and leading the program that shaped you.   Col. Mark Clifford 1:31 Yes.   Col. Naviere Walkewicz 1:32 Let's talk about that.   Col. Mark Clifford 1:33 Yes, let's talk about — I mean, I love the program. You know, I came into the Academy, went to the Prep School, on a five-year plan, like some of us that need a little extra help, little extra year, you know. I took my time and really understand that came in, I'm such a competitor. I was playing basketball at the Prep School, came in my freshman year, hoping to be on the basketball team, worked really hard, did all things the coaches asked me to do, still sat the bench, and so, like a lot of cadets, like every cadet, even our women now have to take boxing class, you know, as a mandatory class.   Col. Naviere Walkewicz 2:04 When did that start? What year? Do you remember?   Col. Mark Clifford 2:07 I want to say 2017 is when the women started. It's always been instituted for our men. So my freshman year I did really well in the class, to the point where I had to box our assistant coach at the time, Ray Carter, for my GR, my test.   Col. Naviere Walkewicz 2:22 Did you get an A? Col. Mark Clifford 2:23 I got an A. But it hurt. Col. Naviere Walkewicz 2:26 For him? Col. Mark Clifford 2:27 Heck no! He was the one punching me. He busted me up pretty good, but I still got the A in the class, and coaches — the same system I use today — is trying to find cadets in boxing class that are competitors that are looking to do more than just be either a cadet or on the team that they're on or ride a bench. I got tired of riding the bench behind a couple of folks until sophomore year, coach came and said, “Hey, you still interested in boxing?” I quit basketball, went to boxing and the rest is history.   Col. Naviere Walkewicz 2:58 You didn't look back at all.   Col. Mark Clifford 2:59 No, you know it's hard to look back because it's shaped — I think we all kind of think back to our cadet years. I know I do sometimes, and kind of reminisce about, “What if?” I remember walking across the street one time, and my brother was ahead of me in '90s — Class of '96 — on the football team, and I was walking across the street as a freshman to basketball practice and ran across Coach Fisher DeBerry. “Hey, Clifford, will you come play football with me?” And so, you always think about opportunities that kind of cross your path, and I think about what would have happened if I would have done something different. I don't know if this story would be as successful as it is, based off of what I've learned in boxing and where I am today. And so, I'm very thankful for the program. I'm thankful for Coach Eddie Weichers, who shaped me, was a father figure for us when we were here. And you know, it's tough being a cadet, so you got to have allies and friends and people and mentors, and he was definitely one for me.   Col. Naviere Walkewicz 3:55 Well, I'd love to know, you know — he saw you in class and discovered that talent. How are you finding potential nowadays in the cadets for the program? Because you just happened to have the women who defended a national champion, won it. So, two years now have been the NCBA national champs. Col. Mark Clifford 4:15 I think it's a couple of things I look for. One is, how scrappy are you? I think it was easy at Grand Canyon University to find, you know, the era of COVID, and the resiliency wasn't quite the same as what I remembered when I was here as assistant coach, and as a captain and as a major, as well. The cadets are different, the mentality is different, and so kind of make it simple, I'm looking for dogs, I'm looking for cadets that a) are excited to fight, are not afraid to box, aren't afraid to get hit, love the intensity of the sport, and I can shape that, and you know, the potential piece of that is, can they throw a pretty good punch, and can they take a punch, and they're not, you know, they're not jumping out of the ring with that. That kind of translates into what we're looking for with all of our officers and all officer candidates, is making sure that they can stay there and take a punch, collect themselves, and then go back and execute, right? And so that's what I'm looking for, and I've tried to find those in classes, and you know, a lot of times it's a lot of the athletes.   Col. Naviere Walkewicz 5:21 Right.   Col. Mark Clifford 5:22 Because they're recruited here for other reasons, well, and other…   Col. Naviere Walkewicz 5:24 Other sports.   Col. Mark Clifford 5:25 Other sports, or whatever, and they want to be competitive, and as a freshman and a sophomore. It's tough, because you got juniors and seniors who have experience on the team. They're out there performing, and you're sitting on the bench, well, you know, I get you in the sport where you don't have to sit the bench.   Col. Naviere Walkewicz 5:43 That's right.   Col. Mark Clifford 5:44 It's top person wins. Col. Naviere Walkewicz 5:45 So when I think about the team that you formulate and you grow, and they continue to hone in our craft, is it always the athletes that you kind of, that maybe have been benchwarmers, or have you found the diamonds in the rough that maybe have never fought in their lives, and never — that kind of surprise you, that have risen to the top?   Col. Mark Clifford 6:04 You know, there are a lot of diamonds in the rough, there are a lot of, but back to what, there's a lot of cadets that come here that aren't necessarily on a divisional, we're lucky because we have 25% of our population at the Academy are divisional athletes. But there are so many other young cadets that are just as competitive, just as athletic, and looking for something else, and how do you give them something, right? And when they get to come to the Wing Open and see their classmates in the center of Clune Arena, and that thing is filled with all the rest of the Cadet Wing.   Col. Naviere Walkewicz 6:37 Yes, and grads and the community.   Col. Mark Clifford 6:39 And the community. They put the floor seats right there, you can sit ringside, it's an amazing thing. How do I be a part of it? And my philosophy is simple: If you enter the Wing Open and you win, then you're the person that represents this for regions and nationals. There's no favoritism, because I quote, unquote, recruited Naviere as a freshman. Now she's a senior, well, the senior gets her butt whooped, I'm taking a freshman. And so it's a very fair system, and so you find those diamonds in the rough. I'll give you one — two-time national champ. She's our team captain this year, Elise Bell. I don't think she's ever fought in her life.   Col. Naviere Walkewicz 7:16 Wow.   Col. Mark Clifford 7:16 When I walked in the gym last year, my first year, I just noticed her work ethic. How do you just pour into something like that and refine that in the gym to become a national champ. And last year — I just love to tell her story, because last year I believe in regionals and nationals, every first round she lost 5-0 to the judges. She was losing, and she won every bout.   Col. Naviere Walkewicz 7:42 Interesting.   Col. Mark Clifford 7:43 So it's just — you find those, and I'm hoping to find more of those cadets that just have that same energy, that resilience, that toughness and courage, really, and willingness to do what we ask you to do.   Col. Naviere Walkewicz 7:58 So, were you like that growing up? Were you someone that had this mindset of, you know, a work ethic and, you know, scrappy, you know, before even getting into boxing? Were you like that as a kid?   Col. Mark Clifford 8:09 I was just a competitor, and that's my father, that's my mother, that's my grandmother, my father's side, who was very — everything had to be put into place. My father was born in 1929 in Washington, D.C., went to Howard University, ROTC post-Tuskegee, and entered the Air Force through ROTC in 1949.   Col. Naviere Walkewicz 8:41 Wow.   Col. Mark Clifford 8:42 So his thing was academics, always. Col. Naviere Walkewicz 8:45 Yes.   Col. Mark Clifford 8:45 But I had a brother who was a year ahead of me, and it was academics for both of us. But how do you best the guy that's right next to you? Like, it was always just — my brother's name is Larry. That's what Larry and I always did, whether it was girls or sports, school, right? Yeah, it was always   Col. Naviere Walkewicz 9:02 You drove each other. Col. Mark Clifford 9:03 We drove each other, and it's just — it was amazing. You don't realize that until you're older, and so you go, “Yeah, that's what that did.” And so I think I was always just, 1) I was always a competitor, like I wasn't always the best, but I'd like to try to strive to be, and so that was just kind of how I was shaped.   Col. Naviere Walkewicz 9:22 So was your dad very excited when you — you were recruited to the Academy, is that correct?   Col. Mark Clifford 9:28 My dad kind of wanted me to go — more so than maybe I wanted to go.   Col. Naviere Walkewicz 9:34 When did you realize, like — because obviously you were on the five-year plan, right? So I think you had a couple of times to make a decision, like, “I'm good,” but you stayed. So when was it that it really connected with you that this is where I want to be, and I want to stay. Col. Mark Clifford 9:47 Probably after my sophomore year.   Col. Naviere Walkewicz 9:50 OK.   Col. Mark Clifford 9:50 Yeah, because my first three years, like, I wanted to play basketball so bad. I was trying to recruit myself. This is when you had to go send out your videotape. You know what I'm saying. You're there with me.   Col. Naviere Walkewicz 10:01 Yes, yes, paper. Email's not the thing back then. All paper.   Col. Mark Clifford 10:05 All paper. I'm trying to send videotapes out. Spring break at the Prep School, I think I went to Cal Riverside and tried to meet with the coach and drop off my tape. That's how bad I wanted to play basketball, right, and then I found success in boxing, and it was, I think, why go anywhere else? You start to realize, you get over, like, you're gonna have a job when you graduate. I don't have to look for a job, I don't have to go out there and struggle. I'm gonna get what I want to do out of the military, and it's gonna be a five-year thing for me, and then I'm out, right? And so I think that's what it was. I think it was my sophomore year, and I was going, my grades are terrible. I could say that now. It was — but no one's ever asked me for my GPA. I still was able to get a doctorate. Like, there's things that happen in your life that you'll still be able to achieve success, even though you weren't as great at it before. And so, yeah, I think it was just the realization of, “I could do this.”   Col. Naviere Walkewicz 11:09 So in that journey of, you know, wanting to play basketball so bad, finding a space and a place that really you started to hone in on yourself in boxing, and then, you know, went into the Air Force, you were leading. What have you found out about yourself in a leadership perspective through those different situations, whether you ended up not playing basketball or something that went really well for you, like national champ?   Col. Mark Clifford 11:35 I think just overall leadership was the ability for me to impact others to be successful, and I think that's what I took out of boxing, because it is an individual sport, but it's very team-oriented. We don't put banners on the wall that say “national champion” without a team mentality to make sure that our teammate, left and right of us, are also excelling. And so, in a small sport like boxing, at a time where I boxed, there was 12 weight classes, but you're boxing the guy above a weight and below a weight, because you're trying to make that person better, iron sharpens iron.   Col. Naviere Walkewicz 12:10 Right.   Col. Mark Clifford 12:10 I also had, I was a 172-, 175-pounder boxing the heavyweight, because in my mind was no one's gonna hit me as hard as this guy is gonna hit me.   Col. Naviere Walkewicz 12:19 That's right.   Col. Mark Clifford 12:20 And so if I can stand and get and last with this guy, I can last with anybody in college boxing. And that flowed for me into the military of — and part of my philosophy was how do I elevate everybody else, because I realized here at the Academy it's not about us, right? We're in the people business to make sure people around us are elevated, have the things that they need, resources they need to make sure that they're doing the job the best of their ability. Because then the unit does better as a team. The wing does better as a team. It's not about us individually. And so I think for me being able to translate that out of boxing into my Air Force career was part of what shaped me as a leader to make myself successful.   Col. Naviere Walkewicz 13:02 Did you find yourself seeing if anyone could take a punch from you in your Air Force uniform, or how did you do that?   Col. Mark Clifford 13:10 Well, you know, I punch my words when I know you can't put your hands on people.   Col. Naviere Walkewicz 13:16 Of course.   Col. Mark Clifford 13:19 You know, back in the early days, you know, I think the chief excused me from a meeting, and the meeting was back behind the fuel watershed. I can't remember…   Col. Naviere Walkewicz 13:32 Fair enough.   Col. Mark Clifford 13:33 Some wall-to-wall training that was going on with other individuals, but hey, chief said it was good. Roger that chief.   Col. Naviere Walkewicz 13:40 That's hilarious.   Col. Mark Clifford 13:41 Yeah, no, you know, you don't put your hands on people. I used to have to tell people, “Don't let my smile fool you,” you know. I like to have a good time, I enjoy myself, I enjoy the people that I'm around. Also, I know our job is very serious, and I was very serious about our job. And so, part of my leadership philosophy was always — my dad's thing was the Golden Rule, you know, treat people the way that you want to be treated. And I always — there's some things here at the Academy that I didn't love, so I took away from, “I'm not going to be that type of person,” into accountability, holding people accountable, myself included. And so even at the Academy, as a knucklehead cadet, I did goofy stuff. I'd be the first one to say, yeah, I take my lumps, march my tours, take my Form 10, do what you need to do, but just survive the place and learn from it, and it shapes you out as a leader.   Col. Naviere Walkewicz 14:31 Absolutely. You know, I'm curious, because I think about — you just said, “I like to have fun,” and you know, “but don't let my smile fool you.” You know, when you think about boxing and the mentality you have to have to literally stand across from somebody and hit someone, or take a punch, or you know, be hit back. How do you train that kind of mindset? Because I have to think it parallels a lot with the fact that we are developing warfighters. You know, how do you train that?   Col. Mark Clifford 14:57 Yeah, you know, that's kind of the bottom line of the boxing class. It's not about finding championship boxers. The boxing class is about exactly what you just outlined. It's how do you, as an individual, put a strategy and plan together knowing that you have an adversary across the ring that's going to hurt you. Like, the object of the game is to punch you. Pros is more so to hurt you. College boxing, amateurs, more to score more points than you. Bottom line, they'll hurt you, and that mentality of how do you compose yourself? Do the things that we asked you to do: a) defend yourself, b) have an offensive plan, even if you're losing, how do you compose yourself? Right, part of that warrior spirit is making sure that we always have that mindset of how we're going to achieve and beat our adversaries, and I think that's the bottom line of the boxing class. It's just, how do we do that? So, the mindset is exactly that, is you know you're gonna get punched, but can you punch that person when they punch you? Can you put some other things in place that I gave you tools — that I gave you, head movement, defensive movement — to take those punches away, right? From a strategic standpoint, and then be offensive, and then score your points.   Col. Naviere Walkewicz 16:11 Right.   Col. Mark Clifford 16:11 And so that's the mentality we try to have boxers to make sure that this is a sport where you're gonna get hit. Once you get past that hurdle, it's good, right? It's how you work on all these other skill sets that make you better than your opponent. And if the other person's just as skilled as you are, what's the edge that we get? And I think that's part of our mental preparation that we do as well as our physical preparation.   Col. Naviere Walkewicz 16:34 So I think about you shaping that for the team, both the men and women. How was that shaped for you? Was that your coach at the time, Eddie Weichers? Was that Wiechers? Was that someone in your family? Who were those mentors in your life?   Col. Mark Clifford 16:45 For me, it was Eddie Weichers and Ray Carter. Ray Carter was an enlisted assistant coach, and he was four-time, I think, All-Air Force heavyweight champ. Those two were instrumental for me, especially during my career times, before my time as a boxer, because I would work hard, work out a lot with Coach Carter, because the same mentality helped with a heavyweight. If this big joker can hit me, I can take the punch… He's also going to teach me some things. I mean, Coach Weichers was the same. It was the mental piece that his thing was knowing to turn on the hot water, and it was because I would have a good time, enjoy practice, have fun with the guys, but when you step in that ring, turn the hot water on, it's all about business. So, then, when you step out, turn it back on to cold, go back to goofing off and doing things that you do, but you get in there, it's all about business. And so, how do you train your mind to go, like, man, “I gotta go to war right now?” And it was, you know, I had a preparation before I got to the ring, and some things that I did that helped me mentally prepare before I jumped in there, but…   Col. Naviere Walkewicz 17:52 What did you do?   Col. Mark Clifford 17:53 You know, again, it was the Walkman CD Walkman, the CD Walkman. And I couldn't jump around too much because it was Skip. Yeah, the CB was skip had the little baby headphones had my little do rag on and I would just zone out on some music, I would zone out on music until it was time for me to get up and do my physical warm up with some jumping some rope shadow boxing and maybe little hand mitts with the coach before I jumped in the ring, but OK, yeah, it was a, you know, I couldn't jump around too much. Col. Naviere Walkewicz 18:25 It would skip, that's true. Now they just have — they don't have to have anything connected, just put in their ears.   Col. Mark Clifford 18:30 I'm jealous about it, to be honest.   Col. Naviere Walkewicz 18:35 So I imagine when you're coaching, and I'm saying I imagine because I've not coached ever to this level. I coach my son's little league basketball team, but which is a whole different level of coaching, but what I find curious is, have you ever found yourself in the feeling of, because you know how it felt when you win, when you lose, and when you watch your cadets going through that, how does that affect you as a coach? Col. Mark Clifford 19:01 Yes, I'm learning to not, I'm learning to not ride the emotion like they do, but I definitely did my first year, I think, as an assistant coach. So, I was assistant coach with Coach Wishers five years total as active duty officer, and that was different because I was on the sideline, he was the main guy, I was a support guy, but when you're the head guy, you're the one that gives the kids advice, giving them the strategy, and then really I felt it at nationals, especially when we started to win in with our women, we our first female won in the first half of the day, a freshman, I don't know if she was expected to win. She didn't expect to win, but in our hearts, in our minds, we knew. And then this is the motion, because I know how hard they work and what it takes to get your hand raised, because I came up short my first two years when I'm the guy standing with my hands down, the other guy's hand is raised, and then getting my hand raised my senior year was the most amazing feeling. I rode that same emotion when we lost, when we won, and I was worn out and tired. So I'm trying to train myself not to try to ride that emotion, but it's hard, like you know. I want to be in there with them, and I feel the same things that they feel, because I went through that same process they went through. And so it's interesting dynamic because I'm trying to peel myself away from mine. I just haven't detached yet. I think I'm still emotionally and mentally driven by what happens with our cadets, and it's a weird feeling. Col. Naviere Walkewicz 20:36 I imagine as a leader that's probably a common challenge you have because you care so deeply about your team, like family, that you do get emotional, right, and that might even be one of the sharpest knives in your, in your kit. It's just, you know, how you employ it, I guess.   Col. Mark Clifford 20:52 Yeah, you know, that reminds me of a really tough situation when I was a commander in Korea. Back to, had to hold somebody accountable with that person. Part of the discipline action was taking a strike, right, blah blah blah, the things that happened for something negative, right, but he's such a good person, and it was a first, first mistake, but it was a big one, and what that led to was a person dropping rank, but then hitting higher tenure, and couldn't test for the next strike, and so I really struggled with that, and had really tough conversations with not only the group chief, but my commander, right, and my chief, my first sergeant. Is this really the right thing for this individual? I think ultimately for good organ discipline. Yes, I think emotionally because it was a small unit. We were in Korea, his, he had his wife there, I had my family there, right? So they became friends, close, right, close enough, because such a small group, and that's the type of organization that I like to have, because I think if it's you, almost play that disappointment role or daddy role, or whatever, however you want to characterize it, that leadership style, but it was, man, you really got to depend on your brother or sister, you let that person down, and you let us all down. Yes, and so that's part of my leadership style, especially in Korea. I took over for a commander that was let go and fired, and so there was a whole cultural change I had to do, so that was when the “don't let the smile full you” happened, right? And you just had to make sure that you held people accountable. That was one of the tough ones where emotionally you're going, "Man, am I making the right call?” Organizationally, absolutely. Personally, for that individual, it was tough. It was tough. Col. Naviere Walkewicz 22:36 How did those moments stretch you as a leader? I find that fascinating, because you do. You have such a warm and, you know, fun personality about you. I mean, I think when you think about command and the decisions you've had to make at different times, both in the ring, out of the ring, in uniform, et cetera. How did you grow as a leader?   Col. Mark Clifford 22:53 I think we all grow every day. I think, for me, I lean a lot on my mentors. I'm not afraid to ask for help, right? I learned that early in my career, that it took me a while, because I was in the way, but it took me a while to understand that I can pick up the phone and ask somebody for help, and they're going to help you, because, as an organization, our Air Force, our Space Force is all about making sure people are successful. We don't set people up for failure. Why? Because if one individual fails, yeah. So I think for me making those tough calls was was challenging, because because of my leadership style. I think it was, I want people to get along, I want our team to be meet the standard of excellence, if not exceeded. I want us to be always on that front edge, because I'm a competitor. Yes, I want to be the best, but also that comes with accountability and tough decisions. And I think when you have to be in the moment, make some of those tough decisions, that's you just have to go back and reflect. You have to lean on people that do the same thing. I had a great group of fellow squadron commanders at my first command in Hawaii, that's a really terrible basis to go to, that's why I stayed there for 20, that's why I stayed there for 20. The plan was five. Oh, yes, yeah, 20 happened because I had some great people around me, and I, and the bases weren't bad either, and so my family loved it, and we saw some rough assignments, but it ended up being great, but I can lean on my fellow squadron commanders if I had some enough time. But it was just a bitch session, or if it was a leadership lesson. Most of us were about the same year group, age group. I think one or two of the commanders was a year or two ahead of me, but it was just — we weren't competing with each other. We were making sure we were all competing together and being successful together. Col. Naviere Walkewicz 24:53 I think about that theme of being a competitor, and I remember you telling me about your brother and your dad. So, has there been a continued, you know, competition, and how you guys have done in your, in your careers and in life, or have you leaned back to your dad, like, “Hey, Dad, so how do you go about this?”   Col. Mark Clifford 25:09 No, you know, we unfortunately lost my dad a couple years ago.   Col. Naviere Walkewicz 25:13 Oh, I'm sorry. Col. Mark Clifford 25:13 No, it's OK; 94 years of an amazing life. I found some old pictures of him and Chappie James, which is pretty — talk about history and legacy. But no, I think my brother — I found out — so, my brother left after his sophomore year. He hadn't finished the Academy. He stuck around here another year, so my sophomore year, and I really came to find out, although we competed against each other our entire lives, he was my No. 1 fan, and I didn't even know it. It was like — he would tell me stories of, I think, my first Wing Open, maybe my second Wing Open — my first Wing Open sophomore year, that he, for the first time, said some cuss words next to my dad because they were in the stands, because he was cheering for me, and it was just funny to hear, like, we're grown-ups, but you can't cuss in front of my dad. You don't say those things. He was like, “Oh no, Dad's gonna get me.” But no, I think since then it's been a really supportive relationship, and like anything that I do, he'll call me as soon as we're competing anywhere as a coach now, ask how we did, how the cadets did, he said he's proud of me, I'm proud of him too, and he's doing real estate in Southern California with his wife and his family. So it was weird to see that, or hear that from him, because it was always like…   Col. Naviere Walkewicz 26:31 Yeah, you were always like mmmm mmmm. Looking over your shoulders. Col. Mark Clifford 26:35 Yeah, like who's going to get who? But it was awesome. It was kind of cool.   Col. Naviere Walkewicz 26:38 I love that, and I'm just thinking, you know, I'm sorry to hear of your dad passing, but I'm sure throughout those years you had many calls to him about, you know, some of those decisions you had to make in uniform, and I'm sure he was extremely proud of you making it a career.   Col. Mark Clifford 26:51 Yeah, yeah, I think he also was surprised I lasted as long as I did, just because I was so against it early on in my career. But no, I've been super proud, and it was always good to come home and just kind of share some stories with him, and he would reflect back on his stories, and he was a fighter pilot, and so just some of his fighter-pilot stories, and you know, the things that shaped me — talk about moments in your career and moments that shaped his career. It was just — it's just cool to have somebody like that in a different era that can share the different challenges, but also the same.   Col. Naviere Walkewicz 27:31 That's a good point. Yeah.   Col. Mark Clifford 27:32 I think that's what's interesting with the military, like, and coming back to the Academy is a perfect example. Like, there's challenges that we have, they're kind of the same that we've had, probably 15 years ago when I was here.   Col. Naviere Walkewicz 27:45 Like a cycle.   Col. Mark Clifford 27:46 It's a cycle. Yeah. So it's like now you have new leaders, how do they work through these different challenges differently than we did before? Not that we need to repeat history, but at the same time, you know what I'm saying, it just becomes a cyclical thing, that was how do we work. Col. Naviere Walkewicz 28:03 How do we navigate that? Yeah. Col. Mark Clifford 28:05 The same stuff, yeah. Col. Naviere Walkewicz 28:06 I want to go back to something you said, and I think it probably plays into some of the cadets that you work with, and or help to coach. You talked about how you weren't sure you wanted to go to the Academy, and staying, you know. The idea of quitting is where I'm really kind of going. What advice have you received to help you not quit, or to kind of push through when you wanted to quit? And have you seen that with cadets, and how are you navigating that?   Col. Mark Clifford 28:29 Yes, and yes. I think the best advice I received when I was thinking about quitting was, “Just really ask yourself why, what's the purpose, and then where you're going to go, like what's the plan?” And that's what was one of my dad's themes was, especially when I got out, was looking to navigate civilian jobs, right, but you don't leave something unless you got something else in your other hand. And so I was like, “How do you really focus in on being the best at where you're at, right, before you even think about stepping somewhere else?” And I had to reflect on that, especially as a cadet, was I really being the best at where I was as a freshman? Sophomore, I could tell you no, because I wanted so many other things, and it wasn't had anything to do with the Academy, had nothing to do with the Academy, but you know…   Col. Naviere Walkewicz 29:21 You were focused on basketball…   Col. Mark Clifford 29:23 Focused on other things until I could really be the best at all the things, and it's a balance here at the Academy — academically, militarily, athletically. I wanted to be the best athletically. How do I go win a national championship as the boxer? And so I found out that you've got to prioritize, which is… Right? We all had to do that. We all have to do that in our lives today. And so my priority was boxing, because I wanted to be great at athletics; academics, because I knew I can't get out of this place unless academics met the standard.   Col. Naviere Walkewicz 30:01 And you couldn't box here…   Col. Mark Clifford 30:03 And I couldn't do that without the academics. My dad saying, like, “You don't do anything else unless your academics are where they need to be.” And lastly — it was OK for me militarily. I can make the military stuff work. It wasn't my party. Maybe I should have bowed a little bit more. So I share that with our cadets. Is how do you balance those things that want to make you successful? The one thing I tell the cadets now is, because I've been in the civilian world, it's tough. Like, if you leave here, you got to navigate A, go get a degree, and then B, trying to find a job which meets your standard and the standard of living that you want to have, it's going to be difficult. It's not — and so it's still a cadet's choice. Yes, and we've talked to them about, like, all right, make sure you put things in place to make yourself successful. But I try to give them same advice. I said, “There's no other place outside of the three military academies where you're going to go through a really tough time, you're going to have really awesome friends, you're gonna have a great experience, and, oh, by the way, you have a job, and you graduate — with free medical and dental, like that stuff's not cheap. Yeah, so I, you know, I think I share those things with the cadets, especially when they talk about leaving. And then I like to share — I try not to go back to, “Oh, back in my day” with that.   Col. Naviere Walkewicz 31:19 Because our day was a long time ago.   Col. Mark Clifford 31:21 Now you didn't have to say it out loud. I think we know that, but it's true, you know, it's there are still some challenges out there, but they have to navigate the waters, and there's some things that they do differently now at the Academy that we did when we were at the Academy, but this is a really cool place. It's a great place to be from. It's a great place to put on a resume when you decide to get out of the military after your obligation. It's a great place because they're gonna give you a job and occupation. You get to fly jets if that's what you want to do. There's so many opportunities here that the cadets have.   Col. Naviere Walkewicz 31:59 Yes.   Col. Mark Clifford 31:59 And I just overload them with that, because I think it is an amazing place. And the reason why I come back to it, because I think so highly of what it's done for me and shaped me. How can I do that for others and mentor others to make sure that they have a similar experience, but a successful one, no matter what their story is.   Col. Naviere Walkewicz 31:17 Can you share an example of a cadet that surprised you from a leadership perspective, because of their work with you and their time in the ring.   Col. Mark Clifford 32:25 Well, it's hard. So I'm only in my second year. I've got a couple of seniors this year. Elise Bell is one of them. Her fiancé, Kamari Jackson, is a cadet I met when I was here. He was starting his junior year, he's coming off a neck injury, and I challenged him because he's hanging around the gym. I didn't know why. Now I know why. I thought it was boxing, it wasn't. It was Elise, but I'm good with that, you know. I would whisper in Elise's ear, try to get him back, because he was really good as a freshman. Then got hurt, but he's another young man that's just took leadership by the horn. Came in back this year, I challenged him to be at a certain weight. He said, “Coach, I'm coming back, I want to win it. I made weight.” I didn't think he was going to make the weight his first semester, fall semester. He was a squadron commander, plate is full but still made it down. Was one of those — he wasn't our team captain, but he was a team captain.   Col. Naviere Walkewicz 33:26 Yes.   Col. Mark Clifford 33:27 It was just one of those…   Col. Naviere Walkewicz 33:28 …leading without rank or title.   Col. Mark Clifford 33:30 You didn't need it, yeah, but he just had that. He has an aura. I wouldn't say he surprised me. I just think it was just one of those success stories where you're going, man. I love to have a team like this that just — and we do. They lead in their own way. We've got some quiet ones; I've got some vocal ones. I've got ones — our senior this year, our heavyweight, the one that won the Wing Open, he did it with his work ethic. Elise Bell, she leads with her work ethic. There are different ways of leading in the gym, and I try to harness that, and then elevate those that are doing it, making sure the team sees what they're doing. There's a young lady, she's very quiet, prior enlisted two-time national champ now. She's won three Wing Opens, she's gonna probably get her fourth as a senior, she's gonna be our team captain this year, because she's quiet, but it brings out her show, forces her to use her voice a little bit more, because she does it quietly with her work ethic in the corner. But you all see her because she's always in the ring and she's always working. So, I wouldn't say they surprised me just yet. I haven't had so many surprises just yet, but I've had some that has solidified my resolve in why I came back because they understand where they're going, they're learning what leadership is, because you don't always have to vocally stand on the pedestal and be the person on top to be a leader, and I love that piece of this.   Col. Naviere Walkewicz 34:56 So, I'm sure maybe this is a silly question, but obviously you have been assistant coach in the past. What made you come back as head coach?   Col. Mark Clifford 35:03 It's a silly question, Naviere. These cadets — no, this place is special. I love the Athletic Department. I mean, back to what it's done for me: I had the opportunity to come back as a young captain, working in the athletic department, was able to get a doctorate degree out of this place, was able to come back again and be around the cadets to learn more from Coach Eddie Weichers. And I think all of those parts and pieces helped develop me, because it put me in positions where I was able to grab jobs and be in positions to be successful. I had no business picking up a squadron command the second time I was here, but I was able to pick up the squadron command, because I had people pulling for me, pushing for me, and that's what you go back to, like you said before, what helped shape you, and that it's just the people around here that help shape me. And how do I come back and give back to an institution, to a department that really shaped me as an individual? And that's what I'm doing. I think I come back because it's — I want to see the cadets who struggled like me, and I find them in class too, that are debating whether they want to be or not, looking for something else to be a part of, and I always invite them to be part of the boxing family, because I know what boxing did for me and others who went through this program that were competitive, that couldn't make another team, or wasn't on a different team that wanted to show their skill that wanted to balance something from the academic side, because that is so stressful. Punching something is very stress relieving. There's something about it — especially if I can punch something in the face in front of other people and not get in trouble — I was doing it. And so I think being able to come back and give that opportunity to other cadets and then watch them flourish with it and grow with it, I think is why I'm back. And so I'm thankful for the athletic department. I'm thankful for the Academy. So, how do I pay it forward in my way, paying it forward? This is my way of paying it forward.   Col. Naviere Walkewicz 37:02 I love that. Well, I want to ask you something that we ask our guests on this, because it's really about how you continue to hone your skills as a leader through all the journeys, right? In uniform, out of uniform, in the private sector, higher education, etc. What is something you do every day to be better as a leader?   Col. Mark Clifford 37:23 Well, you know, I think is internally, “How do I have an impact,” as a head coach in the athletic department, and I'm not an NCAA sport like some of our other coaches. How do I impact people around me in my sphere of influence? It's very different now when you're an officer, when you're a commander, you have entire unit that you have impact on. Mine are smaller. One, it's internally with my team, is how do I lead and impact my team, and so I want to make sure that I'm always prepared to support our cadets through practice, having a plan for them so they know when they walk in the door what we're supposed to do. Because I think that's important from a discipline standpoint of knowing and understanding what I have to do when I get to the gym, and what my end goal is. And I always come in for that mentally prepared, and then mentally preparing them for the rest of the season, because we have a long season. And then I always think about my series of influence. I'm in the athletic department on the physical education side. How do I make sure I am prepared for the other cadets in classes that aren't on the team? Make sure they have a positive experience in PE class, but also I make sure they know that I'm a grad. I make sure that they know I'm a high-level guy, because I think there's value in that when they can always ask questions that are driven towards operational air force, not necessarily about this particular class. So I make sure I'm prepared for those cadets, and then how do I then allow myself to be available for the rest of the department, not only the physical education department, but our athletic directors, and making sure that I'm a resource. I've been here before, right? I understand something. I may not have all the answers, but I'm willing to help the support. I'm always preparing myself daily for the cadets and the staff and the folks around me that my sphere of influence has, at least the best part of me every time I can work. And so I think daily for me it's a mental preparation, but also, you know, prepping for the day of the day of, from a leadership perspective, because my leadership role is very different now than what it was when you're active duty, when you're sitting at Grand Canyon University as a dean or assistant dean, right? Your influence is very different.   Col. Naviere Walkewicz 39:40 So mentally you prepare yourself. What does that look like as far as like activity, right? So, are you taking care of yourself physically, so that you have the capacity to do more? Are you — I'm just curious, like, what does that look like when you say you're preparing yourself? Col. Mark Clifford 39:56 I do a couple of things. I think in the morning when I get up, I have a cup of coffee, and we typically — my wife and I typically watch the news together. It is thinking about the impacts of what happens in our world, how that impacts our Academy. I don't think — there's very little ripple effect that gets to the cadet, but also understanding why what's happening in our world is important to a cadet. I always try to prepare myself for those conversations, just in case they come up, and they have come up in classes sometimes. But I just give my perspective more so. Physically, I hit the gym, I work in a gym, so my wife says I have no excuse, at least you better be in a gym using equipment. I physically do that, and then I try to make sure I walk through our gym and put pieces together, equipment together, and make sure the equipment's in place and ready for our cadets, and sometimes I box and stuff. I gotta stay sharp.   Col. Naviere Walkewicz 41:01 I was gonna ask, you know, how that you did with what was his name, the assistant coach at the time, Ray…   Col. Mark Clifford 41:06 Ray Carter.   Col. Naviere Walkewicz 41:07 Yes, are you ever across in the ring with someone; with a cadet?   Col. Mark Clifford 41:12 My first year, I did. My last year, I let the young captains and majors do that. I realized that my mind will say do something — move out the way. I don't move out the way as quick as I used to, but I think I do.   Col. Naviere Walkewicz 41:27 Then you feel that you didn't. Col. Mark Clifford 41:12 Exactly. I didn't. Never let the cadets know they got you.   Col. Naviere Walkewicz 41:33 That's funny. All right, I want to ask you one more question. What's something, if you could have a conversation with young Mark as a cadet today, what would you tell yourself?   Col. Mark Clifford 41:44 I think the one thing I would tell myself is, trust the process, be the best that you can be, where you are, and where you're playing it, and do that to the best of your ability, and then shake off the negativity and the nonsense. I had some great friends here, but also some friends that didn't want to be here either, and so you feed off that negativity. I think that got into who I was, especially as a young cadet, because some of that negativity that probably kept me from being my best in certain areas, especially academically, especially militarily, because I think if I were able to do that, maybe my outcome probably would have been on the same trajectory, but also it would have been more positive experience,   Col. Naviere Walkewicz 42:27 Less painful for sure.   Col. Mark Clifford 42:29 Yeah, not chasing other things, trying to get your tape out, go recruit somewhere else. You're happy where you are, you're doing the best that you can, and it's going to be challenging, tough. And understand that you're going to take some losses, that's what this place is about. It's not always going to be a win, because in life, it's not always a win. And if you can bounce back from a loss, at some point it took me two years, in that third year, I bounced back in the loss to get that W, life becomes very, very easy. Yeah, you kind of figured out, so that's what I tell myself to prepare myself a little better. Col. Naviere Walkewicz 43:05 No, that's excellent. What's something that we didn't talk about today that you would really like to make sure that we share?   Col. Mark Clifford 43:11 I think we kind of talked about it, family, my family, my wife's been my rock for almost 30 years, we're on 29 this year, we're going on 30. We've got two boys that say they don't want to be in the military, I don't want to move. My oldest son is not in the military, he's moved three times since he graduated college two years ago. And then the youngest one, who didn't want to do it, would join officer training school in July.   Col. Naviere Walkewicz 43:34 Congratulations!   Col. Mark Clifford 43:35 Yeah, super-proud. He's taking an eight-week route, not the five-year route. So, I don't know if he's smarter, I don't know how to play that one, but you know, I can't say enough about making sure that your family supports what you do. I could not have been as successful or do the things that I was able to do in the Air Force without my wife Elise and my two boys, Caleb and Jaden, without their support, because there were some tough times when you're deployed and you're gone and you just need that rock to make sure that the household is good, so you focus on your job while you're gone and be home in your home, and she made sure that we did that when we had opportunities, and she also, no matter where we went, made sure it was a home, and so I'm thankful for that, because the boys always had home versus places that we had to move to, right, and like you said, we have some good ones, thankfully. Col. Naviere Walkewicz 44:29 Well, it sounds like you also have translated that, bringing that that Elise has brought to your family, to your boxing family. I mean, I think when cadets are there, they're home away, this is home away from home, right? And maybe not all of them have father figures or leaders in their lives, and it sounds like you kind of taken that mantle, placed it right there.   Col. Mark Clifford 44:47 I tried, I tried. You know, we talked about this before we started, but I'm gonna push them hard. Make sure that they exceed that level of physicality and mentality that they think they can, because they will exceed it and be able to perform when it's time to perform. And I love it.   Col. Naviere Walkewicz 45:07 Well, Mark, this has been amazing — Coach Clifford, I mean. What you're doing at the program, I mean, you started with you, right, embedded in you, and now you're taking it to the next level. What I learned today in your leadership lessons are those things that you've battled with in the ring, you're bringing out in life, whether in uniform, out of uniform, and you're not only sharing it with those that have been directly on your team, but those that may join your team. You know, we just talked about those basic cadets. So, what I really appreciate about you is you're willing to be there in that with them, celebrating their wins and helping them navigate those losses. So, thanks for being an incredible leader, and thanks for being on Long Blue Leadership. Thank you for investing your time, and for joining us here on Long Blue Leadership. I encourage you to share this episode with others who are on their own leadership journey. You can find this and all our conversations wherever you get your podcasts, or at longblueleadership.org. Until next time, I'm Naviere Walkewicz.   KEYWORDS Leadership development, servant leadership, transformational leadership, competitive mindset, resilience, mental toughness, accountability, team culture, coaching and mentoring, leading by example, emotional intelligence, authenticity, character development, warrior ethos, growth mindset, discipline, perseverance, decision-making, ethical leadership, influencing without authority, role modeling, performance under pressure, purpose-driven leadership, mentorship, building trust, developing potential, talent identification, culture change, officer development, military leadership, sports leadership, motivation, intrinsic motivation, ownership, responsibility, humility, continuous improvement, self-reflection, family support, work-life integration, peer influence, values-based leadership, strategic thinking, adaptability, handling failure, bouncing back from setbacks, high standards, excellence, preparation, focus, commitment, dedication.     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation      

Connor Hines is an actor and writer, best known for creating and executive producing LOVE STORY, which became FX's most-watched limited series ever on streaming. He also served as a writer on the upcoming Apple TV limited series WILD THINGS starring Jude Law and Andrew Garfield. His first staff writing job was the Netflix comedy SPACE FORCE created by Steve Carell and Greg Daniels. Since then, he has sold and developed projects across television and film for Netflix, 20th Century Studios, Sony/Columbia Pictures. In this interview, we talk about the success of his YouTube series LOCAL ATTRACTION, the reality of the traditional pilot season, the development and pitching process for LOVE STORY, collaborating with Ryan Murphy, and much more. Want more? Steal my first book, INK BY THE BARREL - SECRETS FROM PROLIFIC WRITERS, right now for free. Simply head over to www.brockswinson.com to get your free digital download and audiobook. If you find value in the book, please share it with a friend, as we're giving away 100,000 copies this year. It's based on over 400 interviews here at Creative Principles. Enjoy! If you enjoy the podcast, would you please consider leaving a short review on Apple Podcasts? It only takes about 60 seconds, and it really helps convince some of the hard-to-get guests to sit down and have a chat (simply scroll to the bottom of your iTunes Podcast app and click “Write Review"). Enjoy the show!

APOCRYPHA OF THE METHOD - 05.18.2026 - #941 BestPodcastintheMetaverse.com Canary Cry News Talk #941 - 05.18.2026 - Recorded Live to 1s and 0s Deconstructing World Events from a Biblical Worldview Declaring Jesus as Lord amidst the Fifth Generation War! CageRattlerCoffee.com SD/TC email Ike for discount https://CanaryCry.Support   Send address and shirt size updates to canarycrysupplydrop@gmail.com Join the Canary Cry Roundtable This Episode was Produced By:   Executive Producers Sir Jamey Not the Lanister*** Sir LX Protocol Baron of the Berrean Protocol***   Producers of TREASURE (CanaryCry.Support) Sir Marty B, Rebecca T, Twenty Six Trail, Meredith C,    Cage Rattler Coffee, Malik W, Dame Tinfoilhat, Veronica D, Sir Casey the Shield Knight   Producers of TIME Timestampers: Jade Bouncerson, Morgan E Clankoniphius Links: JAM   SIR IKE MEGA BOX GIVEAWAY - Rating/Review, screenshot, send to Sir Ike CanaryCrySupplyDrop@gmail.com   PSYOP 09:11 HARRY LEGS 09:41 Clip: Trailer for Candace Owens interview with Hunter Biden Hunter Biden quotes gnostic apocrypha (wiki)   TUCKER CARLSON/NEPHILIM UPDATE 46:47 Clip: Sean Stone on Tucker Carlson talking media magic and Nephilim (X)   SPEAKPIPE EXECUTIVE PRODUCERS   TRUMP/UFO/ALIENS Image: Trump posts trolling UFOs, stopping nukes, Space Force etc Donald Trump Shares AI Photo of Handcuffed Alien Walking Next to Him (Newsweek) Clip: Neil DeGrass Tyson flips on the topic of aliens and UFOs "are we ready?" Clip: Matt Gaetz discusses alien hybrid program → Four species of aliens have been pulled from crashed UFOs: ex-government (X/NY Post) Clip: Hal puthoff on Diary of a CEO   MIND CONTROL WEAPONS → Gonz: We used to take ex-intelligence testimony with grain of salt, potential MK Ultra victim (X) DNI Denies CIA Raided Tulsi Gabbard's Office: What We Know (Newsweek) → What is MK-Ultra and why is it making headlines (The Hill)   → Clip: Former CIA John Kiriakou demo's waterboarding torture on podcast host of Matan Show  → Clip: John Kirakou fails the "how would you feel if…" test    TRANSHUMAN Post: Bryan Johnson asks public on how to pray (X)   SPACE POPE REPTILIAN Scientists name new moth discovery after Pope Leo XIV (NY Post)   SPEAKPIPE EXECUTIVE PRODUCERS END

   In this episode of WarDocs, Dr. David Hilmers, a retired Marine Colonel, four-time NASA Space Shuttle astronaut, and dual-trained physician in internal medicine and pediatrics offers a sweeping perspective on what it means to apply hard-won lessons from space exploration, global infectious disease response, and humanitarian medicine to the pressing challenges facing military medicine today.    Dr. Hilmers traces a career that began with a chance bulletin posted in Japan advertising NASA's new astronaut program. With an aviation background and advanced degrees in electrical engineering from the Naval Postgraduate School, he applied on a whim and spent twelve years at NASA — flying the first mission of Atlantis, the first post-Challenger flight, two classified DOD missions, and a scientific mission just before starting medical school. After retiring from the astronaut corps, he fulfilled his lifelong dream of medicine, completing a dual residency before dedicating subsequent decades to sub-Saharan HIV, Ebola response in Liberia, malnutrition research, refugee health in Bangladeshi camps, and hepatitis B elimination across the Pacific.     The conversation covers the parallel demands of deep space medicine and austere combat environments — both defined by communication blackouts, limited resources, and the need for expert decision-support without a physician readily available. Dr. Hilmers describes his consultancy work for NASA on Earth-independent medical operations using mixed reality and large language models, and explains how these same AI-driven tools represent a critical force multiplier for a special forces medic, Navy corpsman, or Space Force guardian operating in denied or degraded environments.    He introduces the knapsack problem — a NASA-developed optimization framework that balances mission requirements against the mass, volume, power, and training cost of medical equipment — and argues persuasively that this model is directly applicable to the prolonged field care challenge posed by large-scale ground combat operations (LSCO). As the golden hour becomes a relic of counterinsurgency-era warfare, AI-powered kit optimization and just-in-time procedural training become existential requirements, not enhancements.     On wearable technology, Dr. Hilmers articulates a layered, agentic-AI approach to battlefield health monitoring — smart garments, sweat sensors, tactical watches, smart rings, helmet concussion dosimeters, and hearables — all operating under strict emissions control, with edge computing that pushes actionable alerts to the individual soldier without requiring eyes on a screen. The real holy grail is seamless integration into situational awareness networks that give squad leaders and brigade commanders real-time readiness data.      Dr. Hilmers closes with a frank assessment of soft power: the withdrawal of USAID and PEPFAR funding has ceded influence in the Pacific and across the developing world to China, with projected millions of preventable deaths. He calls on military medicine to lead humanitarian engagement as both a moral imperative and a strategic tool. His final advice to young military medicine professionals — dare to be more than you think you can be, and know that it is never too late to reinvent yourself — distills a life of uncommon service into a single, actionable mandate.   Chapters (00:00:00-00:01:44) Introduction: From Aviator to Astronaut to Academic Physician (00:01:45-00:06:25) AI Tools for Austere Environments: Space, Combat, and Remote Medicine (00:06:26-00:13:19) Lessons from Ebola, Refugee Camps, and Global Infectious Disease (00:13:20-00:18:49) The Knapsack Problem: Optimizing Medical Kits for Prolonged Field Care (00:18:50-00:27:16) Wearable Technology and the Digital Twin Warfighter (00:27:17-00:31:18) Bench to Battlefield: Academia, Industry, Military Collaboration and Closing Advice Chapter Summaries (00:00:00-00:01:44) Introduction: From Aviator to Astronaut to Academic Physician Dr. Hilmers recounts a career trajectory shaped by opportunism and determination. Drafted-era military service led to Marine aviation, graduate engineering degrees at the Naval Postgraduate School, and a chance NASA application while stationed in Japan. Twelve years as an astronaut on four Space Shuttle missions gave way to the long-deferred dream of medicine — a dual residency and decades of academic and humanitarian work that followed.   (00:01:45-00:06:25) AI Tools for Austere Environments: Space, Combat, and Remote Medicine Dr. Hilmers draws direct parallels between deep space medical operations and combat or remote-area medicine: limited communications, absence of ground-based expert support, and the demand for just-in-time training. His NASA consultancy work on Earth-independent medical operations using mixed reality and large language models maps directly onto the needs of a corpsman, special forces medic, or Space Force guardian in a denied environment.   (00:06:26-00:13:19) Lessons from Ebola, Refugee Camps, and Global Infectious Disease The Liberia Ebola response revealed the fatal flaw of large, fixed treatment units in an outbreak that moved dynamically across the country. That lesson produced the EZ Pod — a collapsible, helicopter-transportable isolation unit developed at Baylor. Experience in Bangladeshi Rohingya refugee camps reinforced the life-saving power of vaccination and the growing threat of climate-driven disease migration. The core lesson: enter a community to ask what is needed, not to impose solutions.   (00:13:20-00:18:49) The Knapsack Problem: Optimizing Medical Kits for Prolonged Field Care Drawn from NASA mission planning, the knapsack problem is a systematic optimization of medical kit contents against the probability, fatality, and resource cost of each anticipated condition. Dr. Hilmers argues this framework is essential as LSCO scenarios eliminate the golden hour and require prolonged casualty care in the field. AI is positioned as the engine that can dynamically optimize triage decisions, antibiotic allocation, and resource sequencing in real time.   (00:18:50-00:27:16) Wearable Technology and the Digital Twin Warfighter A layered ecosystem of smart garments, sweat sensors, tactical watches, smart rings, helmet concussion dosimeters, and hearables can create a real-time digital twin of the individual soldier and the collective readiness of a unit. The critical design constraints are EMCON compliance, MIL-SPEC durability, edge computing without internet dependency, and seamless integration into situational awareness networks from the squad level to the brigade. The holy grail is actionable data pushed to the soldier without requiring eyes off the mission.   (00:27:17-00:31:18) Bench to Battlefield: Academia, Industry, Military Collaboration and Closing Advice Effective innovation requires continuous, bottom-up communication among academia, industry, and the military — and that means all three groups must get their hands dirty in field testing. Dr. Hilmers cautions against fitting a "sexy AI application" to a problem it does not solve. His closing message to young military medicine professionals: take every opportunity the military offers, dare to exceed your own expectations, and know that reinvention is always possible.       Take Home Messages Austere Environments Share a Common Medical Playbook: Whether the setting is a spacecraft bound for Mars, a combat forward operating base, or a refugee camp in Bangladesh, the medical challenges converge: degraded communications, absent specialist support, and the need for expert clinical decision-making at the point of care. Building systems — AI tools, training protocols, or equipment kits — that address these shared demands creates solutions with broad applicability across military and humanitarian contexts.   Optimize the Kit Before the Mission, Not During the Crisis: The knapsack problem is an operational imperative. Every gram of medical equipment displaces something else, and every gap in the kit becomes a potential fatality during prolonged casualty care. AI-driven optimization of medical kit contents against mission-specific risk profiles must become a standard pre-deployment process, especially as LSCO eliminates the expectation of rapid evacuation.   Just-in-Time Training Is a Force Multiplier, Not a Substitute for Preparation: AI-enabled procedural guidance at the point of care — showing a corpsman exactly how to perform a cricothyrotomy in the moment it is required — can bridge lethal knowledge gaps in combat. This capability augments, it does not replace, rigorous pre-deployment training. The human must remain in the loop; AI is an advisor, not a commander.   Wearable Technology Only Delivers Value When Integrated Into the Fight: A smart ring that predicts illness or a helmet sensor that quantifies blast exposure generates no operational value if the data is not actionable at the point of decision. Battlefield wearables must operate under strict emissions control, function without internet connectivity, perform edge computing locally, and surface alerts to the soldier or commander seamlessly — without requiring eyes off the mission. The integration challenge is harder than the sensor challenge.   Military Humanitarian Medicine Is Both a Moral Obligation and a Strategic Asset: Soft power is not a secondary mission — it is a strategic instrument. Withdrawal from programs like USAID and PEPFAR cedes influence to adversaries in every region where that presence is abandoned. Military medicine, with its global footprint, logistical capacity, and trained personnel, is uniquely positioned to demonstrate that American warfighters can be both deadly and compassionate. Investing in military humanitarian medicine builds alliances that firepower alone cannot secure.   Dr. Hilmers Biography    David C. Hilmers, MD, EE, MPH, MSEE, is a multifaceted physician, professor, and former NASA astronaut with a diverse career spanning aerospace medicine, international humanitarian relief, and military service. A faculty member at Baylor College of Medicine since 1999, he currently works as an academic hospitalist in Houston, Texas. His clinical and research expertise focuses heavily on infectious diseases, global health, and optimizing medical care for deep-space exploration. Deeply committed to volunteer medical service, he and his wife serve as medical leaders for the NGO Hepatitis B Free. He has delivered critical humanitarian and disaster relief across more than 50 countries, providing care in conflict zones like Ukraine and Iraq, and during severe disease outbreaks.    Before his medical career, he served 20 years as a U.S. Marine Corps aviator and electrical engineer, retiring as a Colonel. He flew on four space shuttle missions and was inducted into the U.S. Astronaut Hall of Fame in 2024. Episode Keywords military medicine, David Hilmers, NASA astronaut, Marine aviator, combat casualty care, prolonged field care, LSCO, large scale combat operations, knapsack problem, AI military medicine, artificial intelligence battlefield, wearable technology warfighter, digital twin soldier, just-in-time medical training, bench to battlefield, austere environment medicine, humanitarian medicine military, Ebola response, global health military, WarDocs podcast Hashtags #MilitaryMedicine, #WarDocs, #NASAAstronaut, #CombatCasualtycare, #ProlongedFieldCare, #BenchToBattlefield, #WearableTechnology, #ArtificialIntelligence   Honoring the Legacy and Preserving the History of Military Medicine The WarDocs Mission is to honor the legacy, preserve the oral history, and showcase career opportunities, unique expeditionary experiences, and achievements of Military Medicine. We foster patriotism and pride in Who we are, What we do, and, most importantly, How we serve Our Patients, the DoD, and Our Nation. Find out more and join Team WarDocs at https://www.wardocspodcast.com/ Check our list of previous guest episodes at https://www.wardocspodcast.com/our-guests Subscribe and Like our Videos on our YouTube Channel: https://www.youtube.com/@wardocspodcast Listen to the "What We Are For" Episode 47. https://bit.ly/3r87Afm   WarDocs- The Military Medicine Podcast is a Non-Profit, Tax-exempt-501(c)(3) Veteran Run Organization run by volunteers. All donations are tax-deductible and go to honoring and preserving the history, experiences, successes, and lessons learned in Military Medicine. A tax receipt will be sent to you. WARDOCS documents the experiences, contributions, and innovations of all military medicine Services, ranks, and Corps who are affectionately called "Docs" as a sign of respect, trust, and confidence on and off the battlefield, demonstrating dedication to the medical care of fellow comrades in arms.   Follow Us on Social Media Twitter: @wardocspodcast Facebook: WarDocs Podcast Instagram: @wardocspodcast LinkedIn: WarDocs-The Military Medicine Podcast YouTube Channel: https://www.youtube.com/@wardocspodcast  

Send us Fan MailPeaches is back for the May 6 Daily Drop—and yeah… this one's stacked.The U.S. is pulling 5,000 troops out of Germany, the Marines are flooding units with kamikaze drones, and the Pentagon just signed AI deals with OpenAI, Google, Microsoft, Amazon, Nvidia, and SpaceX because apparently the robot wars are no longer “future tense.” Meanwhile, the A-10 refuses to die—this time helping rescue a civilian boater in Florida—while the Air Force doubles down on electronic warfare, missile defense, and finally gets the T-7 trainer moving.Oh—and Space Force casually adds another $4 BILLION to surveillance satellites while two U.S. service members are missing during an African exercise.Peaches keeps it blunt: alliances are shifting, warfare is evolving, and if you still think drones and AI are “coming someday”… you're already behind.Bottom line: adapt now… or get left behind.⏱️ Timestamps: 00:00 Daily Drop—Let's Get After It 01:00 Tasty Gains & Prep Programs 03:00 5,000 Troops Leaving Germany 05:00 Europe's Fuel Problem Is Real 07:00 Drones & 3D Printers in the Jungle 09:00 Tomahawks Fired in the Philippines 11:00 New Drone Warfare Unit in Germany 13:00 82nd Airborne Goes AI 15:00 Strait of Hormuz Escalation 17:00 USS Higgins Loses Power 19:00 AI Mine Warfare Begins 21:00 Marines Replace Recon Training 23:00 3,500 FPV Drones Hit the Fleet 25:00 Pennsylvania OTS Is LIVE 27:00 Afghanistan Units Finally Honored 29:00 A-10 Saves a Civilian 31:00 Arctic Warfare Gets Real 33:00 $500M for Aircraft Defense 35:00 T-7 Finally Moves Forward 37:00 Compass Call Fleet Expands 39:00 Space Force Gets Billions More 41:00 Danger Pay Could DOUBLE 43:00 Two U.S. Troops Missing 45:00 Final Thought—The Future Is Already Here