Podcasts about Squadron

Lieutenant-Colonel Chris Bray is the Commanding Officer of 427 Special Operations Aviation Squadron, the Royal Canadian Air Force unit supporting the Canadian Special Operations Forces Command (CANSOFCOM).In Part 2, we take a rare look behind the curtain of Canadian Special Operations Aviation, exploring how 427 Squadron evolved into the modern capability it is today. Chris explains the squadron's culture, what makes it unique among allied SOF aviation units, the philosophy of "no mission too small," the addition of the CE-145C Vigilance, and the standards that define one of Canada's most demanding aviation communities. We also discuss leadership, mission command, and how 427 built a reputation for professionalism, adaptability, and trust while supporting special operations around the world.CONTINUE THE FLIGHTEXPLORE THE LOGBOOKMore stories from RCAF and mission aviation pilotshttps://podpilotproject.transistor.fm/episodesCHAPTERS(00:00:00) Introduction and Welcome(00:02:41) How 427 Squadron Reinvented Itself(00:03:39) Building One Special Operations Aviation Culture(00:06:49) Why the Squadron Had to Change(00:09:44) Living Through the Transformation(00:13:10) Earning a Reputation in Special Operations Aviation(00:14:49) "No Mission Too Small"(00:18:46) Expanding the Mission with the CE-145C Vigilance(00:20:44) Learning to Think Beyond Helicopters(00:22:53) What Makes 427 Different?(00:26:21) Becoming an Organic CANSOFCOM Capability(00:28:44) The Professionals Behind Every Mission(00:30:04) Why Communications Can Make or Break a Mission(00:31:12) Building Trust with Canada's Special Operations Forces(00:33:44) Maintaining Elite Standards(00:37:52) Rewriting the Rules: The New TOCA(00:41:35) The Career Path of a Special Operations Aviator(00:44:57) Balancing Risk and Mission Success(00:46:22) Leading an Elite Squadron(00:47:34) The Hardest Decisions as Commanding Officer(00:49:57) Next Time: Inside SOTAC

Join us as Robert Balch shares what it was like to be the tip of the spear for the 14th Armored division during WW2. Beginning with a brutal baptism by fire in Gertwiller in November 1944, his platoon advanced as the spearhead column, crossing the German border at Wissembourg and conducting high-stakes scouting missions directly against the Dragon's Teeth of the Siegfried Line. The unit faced severe physical and psychological strain, enduring freezing foxholes during a tense "battle of nerves" near Bitche, before being forced into a chaotic, full-scale tactical withdrawal when hit by a massive German counter-offensive during Operation Nordwind, the last German counter offensive of the war. Robert reflects on their service during the post-war occupation of Germany, members of the platoon fiercely defended the purpose and conduct of the American GI, emphasizing that their resolve was permanently forged by the trauma of combat and the firsthand horrors of liberating concentration camps like Dachau and Buchenwald. Support the show

This week the SOL Citizens discuss who gets to be a full member of the UEE and on what terms...literally Star CITIZEN! Featuring: GriffinGamingRPG & SeriousFun Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

The power to really take back our country is most efficient, and the least expensive, through the states. We can work together with our people to flip state houses across the country so when the federal government tries to strip us of our rights, we have an strong line of defense at the state level to protect our liberties, shore up our civil rights, and make sure the seats for the federal government are drawn fairly. So many of our federal rights start, or live or die, at the state level, so we need to be strategic about who is in charge there. Enough is enough with this administration. We need to use every tool in our arsenal to fight back and win. As always, IF YOU FIND WORTH IN WHAT WE DO, please consider SUBSCRIBING to PoliticsGirl Premium. You'll get this podcast AD FREE, along with a bunch of other PERKS, like the rants directly to your inbox and the knowledge that you're making this kind of highly researched, factual information possible. If that interests you, please go to https://www.politicsgirl.com/premium and SUBSCRIBE TODAY!! Thank you so much! xoPG Guest social: States Project: https://statesproject.org/ The Fourth Branch: https://statesproject.org/fourthbranch/ As always, please RATE and SUBSCRIBE so we can grow the show, open the dialogue, and inspire change moving forward! All show links here!: https://linktr.ee/politicsgirl This episode is sponsored by… https://Quince.com/politicsgirl https://laundrysauce.com code: politicsgirl20 https://NOBLtravel.com https://iRestore.com/politicsgirl code: politicsgirl

Lieutenant-Colonel Chris Bray is the Commanding Officer of 427 Special Operations Aviation Squadron, the Royal Canadian Air Force unit supporting the Canadian Special Operations Forces Command (CANSOFCOM).In Part 1, Chris shares his journey from growing up outside the military to becoming a special operations aviator and leading one of the RCAF's most demanding helicopter squadrons. We discuss RCAF pilot training, flying the CH-146 Griffon, Operation IMPACT, and the experiences that shaped his career.This episode also offers a rare look behind the curtain of Canadian Special Operations Aviation, exploring what it takes to earn a place at 427 Squadron and the mindset, professionalism, and leadership required to serve within one of Canada's most unique aviation communities.CONTINUE THE FLIGHTEXPLORE THE LOGBOOKMore stories from RCAF and mission aviation pilotshttps://podpilotproject.transistor.fm/episodesCHAPTERS(00:00:00) Introduction and bio(00:03:47) Why Chris Chose the Canadian Armed Forces(00:04:36) Discovering a Passion for Helicopters(00:10:47) Learning the Mission at JRCC Halifax(00:13:13) Surviving RCAF Pilot Training(00:14:05) Learning to Fly Rotary Wing(00:16:02) The Leap from Fixed Wing to Helicopters(00:17:54) Mastering Confined Area Flying(00:19:23) When Flying Finally Clicked(00:20:13) Earning a Spot at 427 Squadron(00:21:10) How Special Operations Aviators Are Selected(00:23:30) First Impressions of 427 Squadron(00:25:28) How 427 Squadron Evolved(00:26:24) Starting Out in B Flight(00:29:29) First Operational Deployments(00:31:39) Flying on Operation IMPACT(00:32:08) Operating in a Combat Threat Environment(00:33:11) What Makes Special Operations Aviation Different(00:36:40) The Future of Canada's Tactical Helicopter Fleet(00:39:11) Inside a Special Operations Mission(00:41:02) Growing into Leadership(00:42:04) From Pilot to Leader(00:47:06) Becoming a Special Operations Flight Lead(00:48:04) Leadership Under Pressure(00:50:24) Returning to Operation IMPACT as Detachment Commander(00:51:24) Leading Aircrew in a Threat Environment(00:52:24) Building the Future Force(00:54:26) Lessons from Strategic Leadership(00:57:48) Coming Up in Part 2

Join us as Robert Balch shares what it was like to be the tip of the spear for the 14th Armored division during WW2. Beginning with a brutal baptism by fire in Gertwiller in November 1944, his platoon advanced as the spearhead column, crossing the German border at Wissembourg and conducting high-stakes scouting missions directly against the Dragon's Teeth of the Siegfried Line. The unit faced severe physical and psychological strain, enduring freezing foxholes during a tense "battle of nerves" near Bitche, before being forced into a chaotic, full-scale tactical withdrawal when hit by a massive German counter-offensive during Operation Nordwind, the last German counter offensive of the war. Robert reflects on their service during the post-war occupation of Germany, members of the platoon fiercely defended the purpose and conduct of the American GI, emphasizing that their resolve was permanently forged by the trauma of combat and the firsthand horrors of liberating concentration camps like Dachau and Buchenwald. Support the show

Daniel Squadron is a former aide to Senator Chuck Schumer, former New York State Senator, and co-founder of The States Project. Next Chapter Bookr is proud to present, in partnership with AM950, a reading with Daniel Squadron, author of The Fourth Branch! Monday, July 20, 2026 at 5 PM! 38 Snelling Ave S, St Paul, MN 55105.

This week the SOL Citizens discuss the future of roles and permissions in multi-crew ships in Star Citizen! Featuring: fastcart fc & GriffinGamingRPG Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Daniel Squadron is a former aide to Senator Chuck Schumer, former New York State Senator, and co-founder of The States Project. Next Chapter Bookr is proud to present, in partnership with AM950, a reading with Daniel Squadron, author of The Fourth Branch! Monday, July 20, 2026 at 5 PM! 38 Snelling Ave S, St Paul, MN 55105.

This episode may be hitless, but that doesn't make it sauceless. Are you the type of person that can withstand prolonged exposure to Burning Rangers? This summer... you're about to find out.(00:00) Intro(21:58) Housekeeping(28:58) Double Stuf'd Sean Capri Presents the State of the Nintendo Music Address(47:23) Part Time UFO(1:03:34) Snake Pass(1:20:21) Murder By Numbers(1:42:03) Arctic Eggs(2:02:50) YouTube Comment Oversharing Corner(2:14:19) Voicemails / U.N. Squadron► Sean's video voicemail submission(2:31:53) Patron shoutouts & outro✉️ Send email to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠bitharmonypod@gmail.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

This week the SOL Citizens discuss the importance and value of snub fighters in the Star Citizen universe! Featuring: fastcart fc & GriffinGamingRPG Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

In this episode, meet former New York State Senator and co-founder of The States Project Daniel Squadron, founder of Finance Is Cool “Mrs. Dow Jones” Haley Sacks, and mental health advocate and creator of The EQ School Genny Rumancik. Hear Daniel Squadron on how ordinary people can have a large impact in government, Haley Sacks on building financial confidence with a money book that people want to read (and listen to!), and Genny Rumancik on emotional intelligence and building bridges between the way we think and the way we feel. The Fourth Branch by Daniel Squadron: https://www.penguinrandomhouse.com/books/824067/the-fourth-branch-by-daniel-squadron/audio Future Rich Person by Haley Sacks: https://www.penguinrandomhouse.com/books/787317/future-rich-person-by-haley-sacks/audio The Wisdom of Feeling by Genny Rumancik: https://www.penguinrandomhouse.com/books/767885/the-wisdom-of-feeling-by-genny-rumancik/audio

This week the the SOL Citizens examine the history and design of the RSI Bengal Carrier Featuring: Captain_Jones fc & GriffinGamingRPG Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

The Origin Story Podcast’s Ian Dunt stops by to talk about the sorry state of British politics.The States Project’s Daniel Squadron joins us to discuss his new book, The Fourth Branch: How State Government Can Save Our Union.See omnystudio.com/listener for privacy information.

Pete Gallagher recounts a 35-year military career that spans small-town roots, mentorship, leading elite communications units, and driving Army network modernization. He highlights problem-solving, multidisciplinary teamwork, and the ‘find a way' mindset learned at the tip of the spear. Through personal stories of loss, casualty assistance, and innovation—from tactical MacGyvering to building the integrated tactical network—Gallagher shares practical leadership lessons for serving soldiers and leaders transitioning to civilian life. Since joining the U.S. Army in 1986, he served in a wide range of ascending positions, including Commander of Network Enterprise Technology Command and the Chief Information Officer (CIO)/J6 of United States Central Command. He commanded troops at the Platoon, Company, Troop, Battalion, Squadron, and Brigade, and Army Direct Reporting Unit levels. His command assignments include United States Special Operations Command units including Commander of the Joint Communications Unit, Battalion Commander for the 112th Signal Battalion, Squadron Commander of a Special Mission Unit. He also served as the Brigade Commander for DISA Central Field Command. Intro music "Long Way Down" by Silence & Light is used with permission. Show Disclaimer: mentorsformilitary.com/disclaimer/

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          

On this week's episode LevelCap and Matimi0 https://www.twitch.tv/matimi0 discuss Squadron 42's upcoming in-person events, the struggles of the AAA games industry, Unreal Engine 6 controversy, and much more! Support us on Patreon for bonus content! https://www.patreon.com/LevelWithMePodcast Join Our Discord and make suggestions for our next episode topics https://discord.gg/nxBQZ6eh8H

This week the SOL Citizens discuss the the Star Citizen community and it's role in the development of Star Citizen and Squadron 42. Featuring: fastcart fc & GriffinGamingRPG Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Stijn Schmitz welcomes back Colonel Douglas Macgregor to the show. Douglas is a Retired U.S. Army Colonel and a Decorated Combat Veteran. In their discussion, Macgregor assesses the leaked 14-point MOU between Iran and the United States as an admission of strategic defeat, signaling that Iran has emerged victorious from the conflict. He emphasizes that the war is not over, predicting Israel will soon resume its offensive, prompting an Iranian counterattack and forcing President Trump to reengage militarily, albeit briefly, before ultimately disengaging. Macgregor argues that the United States was doomed to lose due to Iran's mastery of integrated surveillance and strike capabilities, which render traditional naval and air superiority ineffective without robust ground forces, a capability he claims the U.S. currently lacks. Shifting to economic implications, Macgregor advises a focus on energy, metals, minerals, fertilizer, and food as the only secure investments in the current climate, dismissing AI and SpaceX as speculative bubbles. He warns that the Strait of Hormuz remains at risk, ensuring oil prices will surge again as global demand outpaces supply, with countries racing to build strategic reserves. The depletion of the U.S. Strategic Petroleum Reserve and the potential for further conflict will drive inflation and economic instability, likening the coming effects to a tsunami. He foresees a structural reset where American military hegemony retreats, leading to the collapse of artificial state boundaries in the Middle East and the rise of Iran and Turkey as dominant regional powers, which will reshape alliances and likely end Israel’s long-term viability. Macgregor also discusses the financial front, projecting that gold will reemerge as the ultimate reserve currency, with prices potentially reaching $10,000, while Bitcoin may serve as a transactional alternative to the dollar. He underscores that the geopolitical shifts will redirect American focus inward, forcing a painful but necessary reorientation toward domestic prosperity and core industries. Overall, his analysis presents a bleak near-term outlook marked by military defeat, economic disruption, and profound global realignment. Timestamps: 00:00:00 – Introduction 00:00:45 – Iran US MOU Assessment 00:06:00 – Energy Metals Commodity Focus 00:08:50 – Oil Prices and Reserves 00:11:50 – Rise of Iran & Turkey 00:20:14 – Trump Pressures & MOU 00:23:30 – Gold and Bitcoin Outlook 00:27:56 – U.S. Strategic Petro Reserve 00:31:38 – Sulphuric Acid, Urea, & Ag. 00:34:47 – Use of Ground Forces? 00:37:08 – Gold In A Tsunami 00:38:50 – Purchasing Power Gold & BTC 00:40:01 – Substack and Final Remarks 00:42:11 – Concluding Thoughts Guest Links: Website: https://douglasmacgregor.com X: https://x.com/DougAMacgregor YouTube: https://www.youtube.com/@douglasmacgregorTV Articles: https://breakingdefense.com/author/doug-macgregor/ Substack: https://substack.com/@coloneldoug Douglas Macgregor is a decorated combat veteran, an author of five books, a PhD, and a defense and foreign policy consultant. Macgregor was commissioned in the Regular Army in 1976 after 1 year at VMI and 4 years at West Point. In 2004, Macgregor retired with the rank of Colonel. In 2020, the President appointed Macgregor to serve as Senior Advisor to the Secretary of Defense, a post he held until President Trump left office. He holds an MA in comparative politics and a PhD in international relations from the University of Virginia. Macgregor is widely known inside the U.S., Europe, Israel, Russia, China and Korea for both his leadership in the Battle of 73 Easting, the U.S. Army's largest tank battle since World War II, and for his ground breaking books on military transformation: Breaking the Phalanx (Praeger, 1997) and Transformation under Fire (Praeger, 2003). Macgregor's recommendations for change in Force Design and “integrated all arms-all effects” operations have profoundly influenced force development in Israel, Russia and China. In 2010, Macgregor traveled to Seoul, Korea to advise the ROK Ministry of Defense on force design. In 2019, Transformation under Fire was selected by Lt. Gen. Aviv Kohavi, Chief of the Israeli Defense Force (IDF), as the intellectual basis for IDF transformation. His fifth book, Margin of Victory: Five Battles that Changed the Face of Modern War from Naval Institute Press is available in Chinese, as well as, English and will soon appear in Hebrew. In 28 years of service Macgregor taught in the Department of Social Sciences at West Point, commanded the 1st Squadron, 4th Cavalry, and served as the Director of the Joint Operations Center at SHAPE during the 1999 Kosovo Air Campaign for which he was awarded the Defense Superior Service medal. In January 2002, at Secretary of Defense Donald Rumsfeld's insistence the USCENTCOM Commander listened to Colonel Macgregor's concept for the offensive to seize Baghdad. The plan was largely adopted, but assumed no occupation of Iraq by U.S. Forces. Macgregor has also testified as an expert witness before the Senate and House Armed Services Committees and appeared as a defense analyst on Fox News, CNN, BBC, Sky News and public radio. He is fluent in German.

Our federal government is clearly, visibly fucked on too many levels to count. Even scarier? Our state legislatures have immense power and far fewer eyes on them, making them even easier to sway. But this also means they're attainable targets for us, the people, to organize and take back. This week, Adam speaks with former New York senator Daniel Squadron, author of The Fourth Branch: How State Government Can Save Our Union, about how a focus on our states might just be what we need to save democracy. Find Daniel's book at factuallypod.com/books--SUPPORT THE SHOW ON PATREON: https://www.patreon.com/adamconoverSEE ADAM ON TOUR: https://www.adamconover.net/tourdates/SUBSCRIBE to and RATE Factually! on:» Apple Podcasts: https://podcasts.apple.com/us/podcast/factually-with-adam-conover/id1463460577» Spotify: https://open.spotify.com/show/0fK8WJw4ffMc2NWydBlDyJAbout Headgum: Headgum is an LA & NY-based podcast network creating premium podcasts with the funniest, most engaging voices in comedy to achieve one goal: Making our audience and ourselves laugh. Listen to our shows at https://www.headgum.com.» SUBSCRIBE to Headgum: https://www.youtube.com/c/HeadGum?sub_confirmation=1» FOLLOW us on Twitter: http://twitter.com/headgum» FOLLOW us on Instagram: https://instagram.com/headgum/» FOLLOW us on TikTok: https://www.tiktok.com/@headgum» Advertise on Factually! via Gumball.fmSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week the SOL Citizens discuss why Star Citizen needs to be "different" vs "better". Featuring: fastcart fc & GriffinGamingRPG Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Au départ, Star Citizen ressemblait à une campagne Kickstarter parmi tant d'autres, à une époque où le financement participatif connaissait un véritable âge d'or. 12 ans après la date de sortie initialement annoncée, le projet est devenu un objet à part dans l'histoire du jeu vidéo et son développement continue toujours aujourd'hui.À l'origine de cette aventure, on trouve Chris Roberts, créateur de la célèbre série Wing Commander. Après un passage remarqué par le cinéma, pas toujours pour les meilleures raisons, il revient au jeu vidéo en 2012 avec un nouveau studio et une ambition immense, construire un univers spatial persistant, détaillé et pratiquement sans limite. Sur Kickstarter, Star Citizen promet alors de devenir le successeur spirituel de Wing Commander, avec une sortie prévue en 2014. La campagne récolte environ 2 millions de dollars, un montant déjà spectaculaire pour l'époque, mais le financement ne s'arrête pas là. Au fil des années, le studio poursuit ses appels à contribution et vend notamment des objets, ainsi que des vaisseaux virtuels. Résultat, selon Chris Roberts, le projet vient de franchir le cap symbolique du milliard de dollars collectés. Star Citizen devient ainsi de très loin le projet participatif le mieux financé de l'histoire.D'après une interview accordée à Variety, Chris Roberts explique ce succès par la force du rêve proposé aux joueurs, explorer un monde virtuel immense en constante évolution. Selon lui, un éditeur traditionnel ou un fonds d'investissement n'aurait jamais accepté un développement aussi long et aussi coûteux. Les investisseurs classiques exigent généralement des délais précis et un retour rapide. La communauté, elle, finance surtout la promesse d'un univers toujours plus ambitieux. Et malgré les retards accumulés, l'enthousiasme ne semble pas disparaître. Chris Roberts affirme même que plus les joueurs découvrent le projet, plus leur intérêt grandit. Il estime également que le développement se poursuivra longtemps après la sortie de la version 1.0 avec de nouveaux contenus et extensions. À ce stade, la campagne solo Squadron 42 reste annoncée pour 2026. En revanche, la date de sortie définitive de Star Citizen, sa composante multijoueur, demeure toujours inconnue. Un milliard de dollars plus tard, le jeu reste donc autant une prouesse communautaire qu'une promesse encore inachevée. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Born in Grand Junction, Colorado, our guest's story begins in the rugged working-class towns of the American West and South—places where grit wasn't optional, it was survival. Raised in a coal mining family, with both parents working under his grandfather and a father who spent years as a roughneck, he grew up surrounded by hard labor, discipline, and resilience. Life wasn't always easy. His father battled alcoholism and could be harsh at times, but through the chaos came lessons in toughness, accountability, and perseverance. Sports like hockey, baseball, and football became an outlet during an otherwise grounded, blue-collar upbringing that would shape the man he would later become. In December 2004, he enlisted in the U.S. Army, beginning a journey that would forever alter the course of his life. After completing infantry school and Airborne training at Fort Benning, he earned his place as a sniper with 1st Squadron, 40th Cavalry. Deployed to Southeast Baghdad in 2006, he endured the brutal realities of combat, surviving multiple near-death experiences and earning two Purple Hearts after a bombing and a devastating VBIED attack on his patrol base. The scars of war followed him home—both visible and invisible—and the battle for survival didn't end when the deployment did. What came next was a downward spiral few saw coming. Struggling to adjust after the military, one bad decision led to another—eventually pulling him into addiction, drug dealing, and a prison sentence that could have defined the rest of his life. But in June 2017, everything changed when he got sober from opiates and began rebuilding from the ground up. After his release, he met the woman who would become his wife, started a family, and rediscovered his faith. Today, while continuing to battle a liver disease connected to illnesses contracted during deployment, he stands as a living example of resilience, redemption, and the possibility of rebuilding a life after trauma, addiction, and war.   Find Cody Instagram https://www.instagram.com/cody.boden/   Find The Suffering Podcast The Suffering Podcast Instagram Kevin Donaldson Instagram Apple Podcast Spotify Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Before she commanded the Snowbirds, Maryse Carmichael was a young Air Cadet from Quebec City with a dream of becoming a military pilot. That dream would eventually make her the first woman to fly with the Snowbirds - and the first woman to fly with any jet aerobatic demonstration team in the world.In Part 1, Maryse shares her journey through Air Cadets, flight training in Moose Jaw, instructional flying on the CT-114 Tutor, operational flying with 434 Squadron, VIP operations with 412 Squadron, and serving in Bagotville during the post-9/11 years. Along the way she discusses Exercise RV92, flying with her brother, supporting the Prime Minister, and the experiences that shaped her leadership philosophy.Maryse also reflects on earning a position with the Snowbirds, learning precision formation aerobatics, flying formation inverted, and eventually returning to command 431 Air Demonstration Squadron. It is a story of perseverance, trust, leadership, and one of the most remarkable careers in Canadian military aviation.CONTINUE THE FLIGHTMaryse mentioned our interview with Jamie Speiser-Blanchet. Check it out:https://podpilotproject.transistor.fm/episodes/command-the-future-force-jamie-speiser-blanchetIf you're interested in another Snowbirds perspective, check out our interview with Blake McNaughton:https://podpilotproject.transistor.fm/episodes/snowbirds-the-unexpected-path-blake-mcnaughtonHEAR MORE SNOWBIRDS EPISODEShttps://podpilotproject.transistor.fm/search?query=snowbirdsEXPLORE THE LOGBOOKMore stories from RCAF and mission aviation pilotshttps://podpilotproject.transistor.fm/episodes

This week the SOL Citizens journey to the Castra System to discuss it's lore, design and it's upcoming release into the Star Citizen universe! Featuring: fastcart fc, GriffinGamingRPG & Kelosal Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Join J3di DJ for an overview of Star Citizen and Squadron 42. How is the project going? Is the game playable? What is coming next? I answer all these questions in more in the latest episode of the Half Full Reviews Podcast. Like the show? Consider supporting! Buy Me a Coffee: https://buymeacoffee.com/halffullreviews  Become a Patron: https://www.patreon.com/c/HFR/membership  Join the Discord: https://discord.gg/2Eq4NSueWU Our Star Citizen Guild: https://thefreemargin.com/ My Star Citizen Referral Code: https://www.robertsspaceindustries.com/enlist?referral=STAR-SB56-ZY55 

This week the SOL Citizens review Star Citizen Update 4.8! Featuring: fastcart fc, GriffinGamingRPG & Kelosal Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

With DefenseCon behind us, records broken, and $1 Billion passed, there's a lot to talk about that's actually NOT gameplay related. Today I'm joined by Farrister to look at the Anvil Odin, The DefenseCon event, and the possiblities of Squadron 42 not releasing this year, to take stock of the current state f things in 2026.Today's Guests: @Farrister  Youtube: https://www.youtube.com/@FarristerToC:00:00 Introductions02:30 Things Have Been Rough16:30 Was 4.8 A Good Update?27:00 How Was DefenseCon 2026?45:00 The Anvil Odin…What?01:25:19 Is Squadron 42 Delayed Again?Audio Podcast: https://podcasters.spotify.com/pod/show/launchsequenceWatch on YouTube: https://www.youtube.com/playlist?list=PLvpiPXCO7OVJOlBIclW9tbpb2g29gur3IAudio Podcast: https://podcasters.spotify.com/pod/show/launchsequenceStart a Star Citizen account with 50000 extra credits in your pocket by using the referral code link below. It will take you to RSI's page directly, with a referral code put in for you.https://www.jointomato.com/Tobii Eye Tracker 5 (code "spacetomato" at checkout for 5% off): https://bit.ly/STGEyeTracker

The Captain's Table is a podcast dedicated to talking with the Star Citizen Community about the development and news of Star Citizen. This week we talk about the status of Squadron 42, why CIG is so cagy about it, and the potential of a delay until 2027 or later.--------------------------------------------SUPPORT THE PUB--------------------------------------------Patreon: https://www.patreon.com/TheAstroHistorianPaypal: https://streamelements.com/theastropublive/tipMembership: https://www.youtube.com/TheAstroPubLive/joinMerch: https://www.designbyhumans.com/shop/TheAstroPub/Star Citizen Referral Code: STAR-KG7S-NNP || https://robertsspaceindustries.com/enlist?referral=STAR-KG7S-NNPB --------------------------------------------CONNECT WITH THE PUB--------------------------------------------Twitch || https://www.twitch.tv/TheAstroPubGameplay Youtube || https://www.youtube.com/TheAstroPubLiveLore Youtube || https://www.youtube.com/TheAstroHIstorianCaptain's Table Youtube || @TheCaptainsTablePodcast Star Citizen Organization || https://discord.gg/2RTdvkfrnaDiscord || https://discord.gg/0iuqxYzXv07XK3Qo#StarCitizen #TheAstroPub #podcast

In this special on-location episode, Nik sits down with Ted Kyriopoulos, Commanding Officer of the VR-58 "Sun Seekers," moments after his change-of-command ceremony at Naval Air Station Jacksonville, FL. Ted shares his aviation journey – from early flights in a Cessna as a teenager to flying the T-34, MH-53, MH-60, and ultimately the C-40, a military variant of the 737 – while offering insight into the squadron's global logistics mission supporting Sailors, Marines, and operations around the world. Nik and Ted dive into how Navy reserve squadrons plan and execute long-haul C-40 missions, the key differences between military and airline flying, and the leadership demands of commanding a 240-person squadron operating at a high tempo. They close with a candid conversation on leading with intention and balancing command with family life. CONNECT WITH US Are you ready to take your preparation to the next level? Don't wait until it's too late. Use the promo code "R4P2026" and save 10% on all our services. Check us out at www.spitfireelite.com! If you want to recommend someone to guest on the show, email Nik at podcast@spitfireelite.com, and if you need a professional pilot resume, go to www.spitfireelite.com/podcast/ for FREE templates!  SPONSOR Are you a pilot just coming out of the military and looking for the perfect second home for your family? Look no further! Reach out to Marty and his team by visiting www.tridenthomeloans.com to get the best VA loans available anywhere in the US. Be ready for takeoff anytime with 3D-stretch, stain-repellent, and wrinkle-free aviation uniforms by Flight Uniforms. Just go to www.flightuniform.com and type the code SPITFIREPOD20 to get a special 20% discount on your first order.  #Aviation #AviationCareers #aviationcrew #AviationJobs #AviationLeadership #AviationEducation #AviationOpportunities #AviationPodcast #AirlinePilot #AirlineJobs #AirlineInterviewPrep #flying #flyingtips #PilotDevelopment #PilotFinance #pilotcareer #pilottips #pilotcareertips #PilotExperience #pilotcaptain #PilotTraining #PilotSuccess #pilotpodcast #PilotPreparation #Pilotrecruitment #flightschool #aviationschool #pilotcareer #pilotlife #pilot

This week the SOL Citizen review the first (and only?) DefenseCon 2956! Featuring: BandoCalrissian, Captain_Jones, fastcart fc & Kelosal Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

The primary elections results this week show the success of Trump's revenge campaign — and the limits of that campaign. Harold Meyerson comments.Also: History on the March: The American Historical Society has filed a lawsuit and a federal judge has ordered the Trump White House to comply with the Presidential Records Act.Next: State legislatures have a lot of power in America—the States Project focuses on expanding that. Daniel Squadron explains. His new book is The Fourth Branch: How State Government can Save Our Union.Plus: Your Minnesota Moment: Today, Minneapolis prosecutors charge an ICE agent with assault and lying.

In this episode, the gang talks about a bunch of their new models and some really bad soldering. SEFF wrapup (5:00) Other FL planes (16:00) Tiggy (52:15) T's new models (1:04:30) Loose wires (1:26:00) Watch this episode on YouTube 13th Squadron

This week the SOL Citizens and special guest Admiral Kusanagi open the "Complaints Department: and share their fix-it wish lists! Featuring: Black_Intellect, GriffinGamingRPG & SeriousFun Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Guest: Air Commodore Stuart McIntyre CBE, DFC Host: Dave Homewood Recorded: ‎25th of ‎August ‎2025 Released: 15th of May 2026 Duration: 1 hour 2 minutes 21 seconds Air Commodore Stuart McIntyre CBE, DFC joined the Royal New Zealand Air Force on the 31st of August 1949. Following an elongated flying training phase, he converted onto the then-new de Havilland Vampires. He ended up deployed to Cyprus with No. 14 Squadron in 1952, and then returned to Ohakea, New Zealand and No. 75 Squadron in 1953, where among his duties he led an aerobatic display team. He then returned to Cyprus in April 1955 for a second tour, now as Flight Commander of No. 14 Squadron. Stuart and adjutant Flying Officer Laurence Turner sent as one of the advance party to Tengah, Singapore, to prepare for the move of the squadron from Cyprus. The squadron eventually reequipped with Venoms, and went into action against the Communist Terrorists (C.T.s). In his subsequent career, Stuart become the officer commanding No. 14 Squadron when they were equipped with English Electric Canberra bombers. He then led the team involved in the selection of the Canberra replacement, which ended up as the McDonnell Douglas Skyhawk. Stuart filled several other roles including Base Commander of RNZAF Base Ohakea, Aide-de-Camp to both the Governor General to New Zealand, and HM Queen Elizabeth II. He also oversaw the creation of the Ohakea Museum. On leaving the Air Force he became Director of Civil Aviation. Pilot Officer Stuart McIntyre in the cockpit of his No. 14 Squadron Vampire at RAF Station Nicosia, Cyprus, 1953. Air Force Museum of New Zealand Photo NICD156a Portrait of Flight Lieutenant Stuart McIntyre, pilot with No. 14 Squadron, wearing flying helmet and oxygen mask. RAF Station Tengah, Singapore. Air Force Museum of New Zealand Photo MUS090171 Note: Unfortunately although I photographed Stuart’s logbooks, and you can hear a few extracts from our chatter while I did that at the end of this interview, I completely forgot to get a photo of him on the day. The music at the end of this episode is Wild Flower by Joachim Karud.

Something big is happening in scale modeling, and you can feel it in the way builders talk about 3D printing, new subjects, and the shows that are turning into true hobby meetups. We sit down with Brandon Lowe from Squadron to get a grounded look at what it takes to turn a cool idea into a real 3D printed model kit you can buy, build, paint, and display with pride. We talk through two attention-grabbing releases: the 1/48 M2 Cletrac tractor built for airfield scenes, and the 1/35 M5 high-speed tractor that gives armor builders a fresh support vehicle that isn't another “usual suspect.” Brandon shares how Squadron uses early feedback to improve everything from production choices to what future releases should look like, and why IPMS Nationals is the moment where the wider community gets to judge the results. If you care about 3D printed aftermarket accessories, naval ordnance details, or how digital design can finally fill long-ignored gaps, you'll get plenty to chew on here. Then we pivot to what might be the biggest news for model show travelers: Eagle Quest is coming back in Chattanooga as a joint event with the Chattanooga Scale Modelers' ModelCon, and the demand is already intense with vendor tables selling out far in advance. We cover why Chattanooga is such a strong location, how the gold, silver, bronze judging system will be used, and why expanded contest categories like real space vehicles, trains, wargaming, and Gunpla could pull in builders who don't always feel at home at traditional shows. ModelCon/EagleQuestSubscribe for more conversations like this, share the episode with a modeling friend who needs a new project idea, and leave a review to help more builders find the show. What category or subject would you love to see get more attention next?Give us your Feedback!Rate the Show!Support the Show!PatreonBuy Me a BeerPaypalBump Riffs Graciously Provided by Ed BarothAd Reads Generously Provided by Bob "The Voice of Bob" BairMike and Kentucky Dave thank each and everyone of you for participating on this journey with us.  

At about $965 million raised, and 8 ship releases in the next month, Star Citizen might pass the $1B funding milestone right on the back of a Squadron 42 release date announcement. But what's with all these ships? Why so many, and what are they all for? I'm joined by Youtuber and newcomer to the show, Dusty Star, to discuss the whats and whys of these thrusters & dust.Today's Guests: Dusty StarYouTube: https://www.youtube.com/@thrusters-and-dustTwitch: twitch.tv/thrustersanddustToC:00:00 Introductions12:20 Squadron 42 Still Confirmed This Year?16:30 New Drake Ships!25:00 Multi-Crew Struggles41:40 Origin M8001:13:00 The Anvil Odin01:33:00 Invictus Week PredictionsWatch on YouTube: https://www.youtube.com/playlist?list=PLvpiPXCO7OVJOlBIclW9tbpb2g29gur3ISupport This Podcast:Patreon Paypal Ko-FiFollow Space Tomato on social media:Website  Youtube  My Other YoutubeInstagram Twitter Facebook Discord

Guest Speakers: Brendon Deere, Tim Costley MP, SQN LDR Craig Clark, FLT LT Stu Glendinning, Roger Dalziell, and SQN LDR Michael Williams Host: Dave Homewood Recorded: ‎28th of February 2026 Released: 9th of May 2026 Duration: 3 hours 14 minutes 55 seconds In this bumper-sized 350th episode in the Wings Over New Zealand Show podcast series, we hear the various presentations given at the Biggin Hill Hangar WONZ Forum Meet at RNZAF Base Ohakea. We were very fortunate to be hosted by Brendon Deere, who is a great supporter of Wings Over New Zealand. In order we hear from: Tim Costley MP – Tim is a former RNZAF pilot, and he talks about his experiences in the Royal New Zealand Air Force, particularly flying the Bell Iroquois but also in other types. He served operationally on several occasions. And he talks a little about his current position as a Member of Parliament for Otaki in the National-led coalition government. Tim Costley (Dave Homewood photo) Squadron Leader Craig Clark – Craig is the Officer Commanding No. 42 Squadron RNZAF, based at Ohakea, which operates Beechcraft King Air 350s in two roles, two C-12K examples as transports which can carry up to nine passengers , known as Slicks, and two MC-12K used for Air Warfare training and sensor suite training. In this fascinating talk Craig explains how the squadron has been evolving with its previous role of multi-engine training having been phased out, and interestingly the MC-12Ks are being used for actual front line operational missions more and more now, at home and overseas in the Pacific. He also talks about the future of the squadron, and his personal hopes that it will soon be expanded and larger aircraft platforms will be brought into the squadron’s capabilities. Above: SQN LDR Craig Clark (Dave Homewood photo)Below: Various photos of the MC-12K King Airs, including the Fiji deployment. (All NZDF) No.42 SQN’s new Beechcraft King Air 350 aircraft takes it’s first flight at RNZAF Base Ohakea, 14/05/18. Flight Lieutenant Stu Glendinning – Stu is a pilot and a QFI on No. 5 Squadron RNZAF, also based at Ohakea, flying the new Boeing P-8 Poseidon. He talks about his RNZAF career, including flying training with the RAAF on NZAI CT/4B Airtrainers and Pilatus PC9s, in a rare case where RNZAF pilots joined an RAAF aircrew course. He talks about his progression to No. 42 Squadron and then No. 5 Squadron, and flying the Lockheed P-3K2 Orions. He then transitioned onto the new Boeing P-8A Poseidon fleet and he shares insights into this amazing aircraft. He also tells the very emotive story of his experience as the Search and Rescue Captain on a P-8A when he was scrambled following the sinking of HMNZS Manawanui. Above: FLT LT Stu Glendinning (Dave Homewood photo)Below: The No. 5 Squadron RNZAF Boeing P-8 Poseidons (All NZDF photos) Arrival of the first P-8A Poseidon 4801 to RNZAF Base Ohakea, New Zealand Arrival of the first P-8A Poseidon 4801 to RNZAF Base Ohakea, New Zealand Warbirds Over Wanaka 2024. Brendon Deere – Our host for the event at the Biggin Hill Historic Aircraft Centre, Brendon spoke about his Biggin Hill Trust collection of warbirds that are based at Ohakea. They include his Supermarine Spitfire IX PV270, North American P-51D Mustang NZ2423, Grumman TBM Avenger “Plonky”, and North American Harvard IIa NZ1037. Brendon Deere Roger Dalziel and Mike Williams – In a very rare opportunity, the audience were able to hear from two Grumman Avenger pilots, Roger Dalziell who flew the Avengers in the RNZAF from Ohakea in the early 1950s; and Squadron Leader Mike Williams who is a current instructor pilot based at Ohakea, and is the current pilot of Plonky, the Biggin Hill Avenger, with the Air Force Heritage Flight. He explains the work of the Heritage Flight, which Mike himself was behind the creation of. Roger is the last known pilot who flew original RNZAF Avengers still living today. Mike had just arrived back at Ohakea following flying a display at New Plymouth in the Avenger, and the two pilots compared notes on flying Avengers 75 years ago and now. Roger Dalziell, left, and Mike Williams, right. Above and below: Mike arriving back at Biggin Hill Hangar from his display at New Plymouth, just before speaking alongside Roger. Quick Links: • The Biggin Hill Historic Aircraft Centre • The Biggin Hill Historic Aircraft Centre on Facebook • The Royal New Zealand Air Force • The Beechcraft King Air 350 in RNZAF Service • The Boeing P-8A Poseidon in RNZAF Service The music at the end of this episode is Wild Flower by Joachim Karud.

Stijn Schmitz welcomes back Colonel Douglas Macgregor to the show. Mr. Macgregor is a retired U.S. Army Colonel and a decorated combat veteran. In this in-depth discussion, Macgregor provides a critical analysis of the current geopolitical situation, focusing on the ongoing conflict in the Persian Gulf and its profound global economic implications. Macgregor argues that the current war has created a catastrophic disruption in global maritime trade, with commercial ship traffic through the Strait of Hormuz down by over 90%. This disruption is causing severe economic challenges, including potential famines, skyrocketing energy prices, and significant supply chain disruptions. He predicts oil prices could reach $150-$200 per barrel, which would have devastating economic consequences. The colonel is particularly critical of the U.S. approach to the conflict, suggesting that the war is primarily driven by Israeli interests rather than vital U.S. strategic objectives. He believes the strategic initiative has passed to Iran, which can absorb more punishment and endure more economic pain than the United States. Macgregor emphasizes the critical importance of resource sovereignty, arguing that countries must now focus on securing their own critical mineral supplies, refining capabilities, and energy infrastructure. He sees this conflict as a transformative moment that will fundamentally reshape global economic and geopolitical relationships, potentially accelerating the de-dollarization process and China’s economic rise. The discussion highlights the urgent need for a diplomatic solution to stop the conflict, warning that continued military operations will only exacerbate global economic challenges. Macgregor suggests that the world needs to move towards a new approach of international cooperation, focusing on practical economic survival rather than military confrontation. Ultimately, Macgregor believes the current crisis will force nations to rethink their economic strategies, prioritize resource security, and develop more resilient and self-sufficient economic models. Timestamps: 00:00:00 – Introduction 00:00:40 – Iran Campaign Prediction Review 00:00:40 – Iran War Phases Clarified 00:03:02 – Strait of Hormuz Closure 00:03:44 – Global Economic Catastrophe Warning 00:04:41 – Resource Sovereignty Essential Now 00:06:53 – Markets Manipulation and Warfare 00:09:00 – Revolution in Warfare 00:10:33 – Concealing War Strategic Disaster 00:13:00 – Trump’s Strategic Dilemma 00:16:43 – Commodity Investments Shift 00:20:26 – Gold Reserves De-Dollarization Trends 00:24:00 – War Duration and Oil Disruptions 00:30:10 – China & Oil Refining 00:36:43 – Western Reindustrialization 00:40:30 – US Reorganization Critical Minerals 00:44:20 – Reindustrialization and Direction 00:46:04 – Strategic Metal Concerns 00:49:35 – Concluding Thoughts Guest Links: Website: https://douglasmacgregor.com X: https://x.com/DougAMacgregor YouTube: https://www.youtube.com/@douglasmacgregorTV Articles: https://breakingdefense.com/author/doug-macgregor/ Substack: https://substack.com/@coloneldoug Douglas Macgregor is a decorated combat veteran, an author of five books, a PhD, and a defense and foreign policy consultant. Macgregor was commissioned in the Regular Army in 1976 after 1 year at VMI and 4 years at West Point. In 2004, Macgregor retired with the rank of Colonel. In 2020, the President appointed Macgregor to serve as Senior Advisor to the Secretary of Defense, a post he held until President Trump left office. He holds an MA in comparative politics and a PhD in international relations from the University of Virginia. Macgregor is widely known inside the U.S., Europe, Israel, Russia, China and Korea for both his leadership in the Battle of 73 Easting, the U.S. Army's largest tank battle since World War II, and for his ground breaking books on military transformation: Breaking the Phalanx (Praeger, 1997) and Transformation under Fire (Praeger, 2003). Macgregor's recommendations for change in Force Design and “integrated all arms-all effects” operations have profoundly influenced force development in Israel, Russia and China. In 2010, Macgregor traveled to Seoul, Korea to advise the ROK Ministry of Defense on force design. In 2019, Transformation under Fire was selected by Lt. Gen. Aviv Kohavi, Chief of the Israeli Defense Force (IDF), as the intellectual basis for IDF transformation. His fifth book, Margin of Victory: Five Battles that Changed the Face of Modern War from Naval Institute Press is available in Chinese, as well as, English and will soon appear in Hebrew. In 28 years of service Macgregor taught in the Department of Social Sciences at West Point, commanded the 1st Squadron, 4th Cavalry, and served as the Director of the Joint Operations Center at SHAPE during the 1999 Kosovo Air Campaign for which he was awarded the Defense Superior Service medal. In January 2002, at Secretary of Defense Donald Rumsfeld's insistence the USCENTCOM Commander listened to Colonel Macgregor's concept for the offensive to seize Baghdad. The plan was largely adopted, but assumed no occupation of Iraq by U.S. Forces. Macgregor has also testified as an expert witness before the Senate and House Armed Services Committees and appeared as a defense analyst on Fox News, CNN, BBC, Sky News and public radio. He is fluent in German.

This week the SOL Citizens review the various gangs and factions in the Star Citizen universe. Featuring: fastcart & GriffinGamingRPG Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

This week the SOL Citizens discuss the First Tevarin War, The first Prime Citizen, and what it means to win and lose it all in Star Citizen. Featuring: GriffinGamingRPG, Monarkie & SeriousFun Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Jason Magnavice is a retired U.S. Navy SEAL with over 26 years in Naval Special Warfare. He spent eight years at SEAL Team 2 before being selected to serve within Joint Special Operations Command, operating in some of the most elite elements of the community for over a decade. He deployed four times to Operation Enduring Freedom and four times to Operation Iraqi Freedom, serving as a sniper, tactical communicator, lead jumper, and team leader during the height of the war on terror. During his time in special operations, he transitioned into a specialized aviation role, earning his Airline Transport Pilot certificate and later serving as a senior enlisted leader within that element. He finished his career coordinating recruiting for Naval Special Warfare. Today, he flies a Gulfstream privately and holds a 767 type rating with a major freight carrier. He's a father, a grandfather, and has chosen to live a quiet life with no social media, no book, and no brand. Shawn Ryan Show Sponsors: Find your forever cookware and get 10% off at https://hexclad.com/SRS! #hexcladpartner Post jobs for free at https://ziprecruiter.com/srs Try ShipStation free for 60 days with full access and no credit card needed at https://shipstation.com using code srs. Learn more about your ad choices. Visit podcastchoices.com/adchoices

This week the SOL Citizens discuss the importance of essential workers and their role in the Star Citizen universe! Featuring: fastcart fc & GriffinGamingRPG Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Get the full episode here: https://www.10percenttrue.com/pricing-plans/list10PCT EP86 P2 Benji PrefontaineIn Episode 2, Benji Prefontaine moves from early operations into real combat experience—flying the Dassault Mirage F1 in Africa before transitioning to carrier aviation in the Dassault-Breguet Super Étendard.He describes the shock of adapting from Air Force flying to life on the carrier—where precision, discipline, and consistency are everything. Landing on the boat becomes a defining challenge, exposing the difference between being a good pilot and being an operational one.The episode also explores the limitations of the Super Étendard—an aging, analog jet forced into modern combat—and how that shapes tactics, workload, and risk. Benji highlights the realities of coalition warfare, early Afghanistan deployments, and the steep learning curve of operating in a far more complex and demanding environment.This is where the story shifts from “becoming a pilot” to learning how to survive and operate effectively in combat.0:00 Teaser – Pyjamas, Wine, Corkscrews and Cigarettes 1:45 Welcome Back Benji (Steve's Lost It!) + Episode Outline 3:20 First Operational Squadron – Tough Start to Mixed Force Ops 9:20 Post-9/11 Politics and Operational Reality 12:38 Red Flag – Flying with Mirage 2000D 15:36 Did Red Flag Validate the EW Suite? 18:41 How Red Flag Prepared Him for Combat 22:26 Inferiority Complex in Coalition Ops? 28:02 Social Life on Squadron 31:24 Old School vs New School – What Works? 35:38 Deployments to Chad 40:42 Threat Environment and Risk 44:48 Ferry Flight to Red Flag – Single-Engine Stress 47:43 Bird Strikes and Wildlife Hazards 52:09 Survival Kit – What's On Board? 55:10 CSAR – Expectations vs Reality 57:46 What Is a Pilot Worth? 59:05 Combat Psychology 1:04:18 Managing Pilots Doing “Cool Stuff” (Photos/Video) 1:09:54 Romania Deployment – Encounters with MiGs 1:18:09 QRA – Intercepts and Real-World Stories 1:24:45 French Air Force “Urban Legends” 1:27:27 Encounters with USAF Incursions? 1:30:08 End of First Tour – Seeking Exchange Opportunities 1:32:50 Carrier Tour Expectations – Charles de Gaulle 1:35:15 No Night Landings? 1:36:30 Targeting Pod (PDLCT) 1:37:52 FCLP – Carrier Landing Practice 1:42:12 The Hardest Part of Carrier Ops 1:45:15 Nuclear Strike Mission Explained 1:51:53 Super Étendard Capabilities (Including Exocet) 2:01:17 From Detection to Attack 2:05:00 Situation Display, Autopilot, Datalink 2:07:55 Tuning Exocet Targeting and Performance 2:09:12 How Do You Attack a Carrier Group? 2:13:00 Part 3 Preview – Combat and Command

Stijn Schmitz welcomes Colonel Douglas Macgregor to the show. Douglas is a retired U.S. Army Colonel & Decorated Combat Veteran. In a comprehensive analysis, Macgregor provides a dire assessment of the current geopolitical and economic landscape, focusing on the potential escalation of conflict in the Middle East and its global implications. Macgregor warns of a severe global crisis emerging from ongoing tensions, particularly highlighting the devastating impact on the global energy and fertilizer markets. He explains that approximately 15-20 million barrels of oil have been removed from the market, and 35% of global fertilizer production has been disrupted. This disruption could lead to widespread food shortages, potential famines in the global south, and significant economic challenges for countries worldwide. The discussion centers on the potential for a massive air and missile campaign against Iran, which Macgregor believes could be catastrophically counterproductive. He argues that Iran has substantially rebuilt its military capabilities, with an estimated 45-50,000 drones and 15-20,000 ballistic and cruise missiles, supported by improved air defense systems from China and Russia. Macgregor critically examines the motivations behind the potential conflict, suggesting it stems from Israeli demands and pressure from what he calls the “Zionist billionaire class.” He emphasizes the potential economic consequences, including a possible global recession or depression, disruptions in shipping, and severe energy shortages. The conversation also delves into broader economic implications, including the potential death of the petrodollar, resource nationalism, and the importance of hard assets like gold and silver. Macgregor strongly advises investors to prepare for challenging times by investing in tangible assets and maintaining cash reserves. Ultimately, he calls for rational leadership to prevent a potential humanitarian disaster, warning that the current trajectory could lead to significant global instability and economic upheaval. Macgregor’s analysis presents a stark and sobering view of the current geopolitical and economic landscape. Timestamps: 00:00:00 – Introduction 00:00:38 – Welcoming Colonel McGregor 00:01:02 – Iran War Ceasefire Analysis 00:01:53 – Global Energy Complex Crisis 00:02:36 – Fertilizer Shortage Famine Risk 00:04:35 – Diesel Supply Europe Challenges 00:07:09 – Petrodollar System Collapse 00:09:16 – Trump Israel Iran Demands 00:13:00 – Iranian Defense Blockade Issues 00:15:08 – Upcoming Air Missile Campaign 00:20:09 – Infrastructure Destruction Escalation 00:22:01 – Global Recession Depression Warnings 00:25:13 – Gold Silver Investment Urgency 00:27:49 – Oil Market Reality Discrepancy 00:34:53 – Resource Nationalism Sovereignty Path 00:45:26 – Concluding Thoughts Guest Links: Website: https://douglasmacgregor.com X: https://x.com/DougAMacgregor YouTube: https://www.youtube.com/@douglasmacgregorTV Articles: https://breakingdefense.com/author/doug-macgregor/ Substack: https://substack.com/@coloneldoug Douglas Macgregor is a decorated combat veteran, an author of five books, a PhD, and a defense and foreign policy consultant. Macgregor was commissioned in the Regular Army in 1976 after 1 year at VMI and 4 years at West Point. In 2004, Macgregor retired with the rank of Colonel. In 2020, the President appointed Macgregor to serve as Senior Advisor to the Secretary of Defense, a post he held until President Trump left office. He holds an MA in comparative politics and a PhD in international relations from the University of Virginia. Macgregor is widely known inside the U.S., Europe, Israel, Russia, China and Korea for both his leadership in the Battle of 73 Easting, the U.S. Army's largest tank battle since World War II, and for his ground breaking books on military transformation: Breaking the Phalanx (Praeger, 1997) and Transformation under Fire (Praeger, 2003). Macgregor's recommendations for change in Force Design and “integrated all arms-all effects” operations have profoundly influenced force development in Israel, Russia and China. In 2010, Macgregor traveled to Seoul, Korea to advise the ROK Ministry of Defense on force design. In 2019, Transformation under Fire was selected by Lt. Gen. Aviv Kohavi, Chief of the Israeli Defense Force (IDF), as the intellectual basis for IDF transformation. His fifth book, Margin of Victory: Five Battles that Changed the Face of Modern War from Naval Institute Press is available in Chinese, as well as, English and will soon appear in Hebrew. In 28 years of service Macgregor taught in the Department of Social Sciences at West Point, commanded the 1st Squadron, 4th Cavalry, and served as the Director of the Joint Operations Center at SHAPE during the 1999 Kosovo Air Campaign for which he was awarded the Defense Superior Service medal. In January 2002, at Secretary of Defense Donald Rumsfeld's insistence the USCENTCOM Commander listened to Colonel Macgregor's concept for the offensive to seize Baghdad. The plan was largely adopted, but assumed no occupation of Iraq by U.S. Forces. Macgregor has also testified as an expert witness before the Senate and House Armed Services Committees and appeared as a defense analyst on Fox News, CNN, BBC, Sky News and public radio. He is fluent in German.

A simple but powerful leadership lesson: show up — whether in loss, transition or everyday life. SUMMARY Jessica Whitney '10 reminds us that we often know what to do — the difference is actually doing it. Small acts of showing up can mean everything.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   JESSICA'S TOP 10 LEADERSHIP LESSONS Here are 10 leadership lessons from this conversation: 1. Align your life with your values, not your plan Whitney thought she'd do 20 years in the U.S. Air Force, but family and faith became higher priorities than her original career plan. Leadership lesson: Be willing to pivot when reality and your values diverge, even if it means leaving a prestigious path. 2. Redefine success beyond titles and rank She struggled after leaving the Air Force because her identity was tied to “academy grad” and “officer.” Leadership lesson: Anchor your worth in who you are and how you impact people daily, not in your job title. 3. Use mentors to unlock “freedom to choose” A single honest conversation with her mentor gave Whitney “freedom” to imagine different possibilities. Leadership lesson: Seek out mentors who model alternative paths and will tell you the truth about tradeoffs. 4. Make decisions with the best information you have now Whitney references the Gen. George Patton quote about a good plan now vs. a perfect plan later, and emphasizes moving forward one step at a time. Leadership lesson: Don't wait for total certainty. Clarify what you know, what you don't control, then act. 5. Integrity = keeping and honoring your word From her transformational leadership class: Keep your word when you can. When you can't, honor it: Notify early, reset expectations and clean up the impact. Leadership lesson: Integrity isn't perfection; it's proactive ownership. This builds trust and reduces stress for everyone. 6. Name the stories that secretly run you (“what's undefined runs you”) Whitney recognized long-standing internal stories like “I don't belong” from moving often as a Navy brat. Leadership lesson: Identify your limiting narratives (e.g., “I can't disappoint people,” “I don't belong”) so they stop unconsciously driving your behavior. 7. Create a compelling future and work backwards She describes standing in the future you want (for yourself or an organization) and asking, “If we were already there, how did we get here?” Leadership lesson: Lead by designing the future state (culture, behaviors, outcomes), then reverse-engineer today's actions. 8. Show up for people — especially in their storms After her brother-in-law's suicide, the support from church and Air Force community showed her the power of “just showing up.” Leadership lesson: You rarely know what others are carrying. Leadership is often simply being present, unasked, when it matters. 9. Align daily actions with stated values Whitney feels the most stress when her behavior and values (family, faith, health, service) are misaligned. Leadership lesson: Use misalignment (stress, guilt, burnout) as a signal to recalibrate how you spend time, energy and money. 10. Invest in small, consistent habits (1% better) Whitney references “atomic habits” — reading regularly, moving her body, cooking healthy meals and doing “one more rep.” Leadership lesson: Long-term leadership impact comes from small, repeatable behaviors, not dramatic one-time efforts CHAPTERS 00:00:05 – Introduction & Transition Theme Whitney is welcomed to Long Blue Leadership. Host, Lt. Col. (Ret.) Naviere Walkewicz '99, frames the episode around transitioning out of the military, and Whitney shares her background as part of a dual-military couple and early family life. 00:02:02 – Mentorship, Freedom & First Thoughts of Leaving Whitney describes reaching out to her mentor about transitioning to the reserves. That conversation gives her “freedom” to imagine a different life that prioritizes family and values over a 20-year active-duty career. 00:06:39 – Academy Lessons, Courage & Decision-Making Under Uncertainty Col. Walkwicz digs into Whitney's use of the word “freedom.” Whitney connects her decision-making and leap of faith to leadership lessons from the Academy — facing unknowns, focusing on what she can control, and acting without a perfect plan. 00:10:13 – Growing Up Military & Redefining Identity Beyond Rank Whitney shares her deep military heritage as a Navy brat and descendant of generations of service. She explains the identity shock of leaving active duty and having to redefine success beyond titles like “officer” and “academy grad.” 00:13:26 – Values, Overwhelm & Redefining Success in Daily Life Whitney talks about aligning actions with values: quiet time, family, health and rest. She contrasts the nonstop pace of active duty with her new season as a stay-at-home mom and reservist, and how she now defines success. 00:17:19 – Loss, Suicide, Grief & the Power of Community Whitney shares the story of losing her brother-in-law to suicide in January 2020. She reflects on hidden struggles, the “buying bananas in the grocery store” moment of invisible grief, and the profound impact of church and Air Force community support. 00:23:12 – Learning to “Show Up” for Others Col. Walkewicz asks where Whitney learned to show up so intentionally. Whitney recalls community support during her dad's deployments, meals after her first child's birth, and a commander welcoming her back from maternity leave — illustrating the difference between knowing you should show up and actually doing it. 00:26:11 – Serving Beyond the Uniform: Church, Family & Cadet Morale Whitney explains what service looks like now: leading a 120-woman Bible study and serving on the USAFA Class of 2010 Cadet Morale Endowment board, which funds morale events for top cadet squadrons. She highlights meaningful leadership without a visible rank. 00:29:20 – Transformational Leadership & Redefining Integrity Whitney shares lessons from a transformational leadership course she took (and later taught): integrity means both keeping and honoring your word. She gives practical examples (calling when you'll be late, managing deadlines early) and uses a bicycle-wheel analogy to show how broken commitments make everything bumpier. 00:32:07 – “What's Undefined Runs You”: Naming Limiting Stories Whitney introduces the idea that unexamined stories (e.g., “I don't belong,” “I can't disappoint people”) quietly drive behavior. She shares her own “I don't belong” narrative from moving often as a Navy kid and how she consciously claims, “I belong here,” to lead more authentically. 00:36:50 – Creating a Future & Leading from It Whitney explains how leaders can “stand” in a desired future for their organization — one of trust, transparency and camaraderie — and then work backward to identify the actions and changes needed today to get there. 00:38:33 – Advice to Young Jess: Vision, Risk & Trusting the Journey Asked what she'd tell her younger self, Whitney emphasizes clarifying what will matter at age 80, aligning life with that long-term view, being less risk-averse, and trusting God with unexpected pivots and new paths. 00:38:43 – Daily Habits, 1% Better & Long-Term Growth Whitney shares the small daily practices that make her “better”: reading and podcasts, surrounding herself with uplifting people, and health-oriented habits like walking and “one more rep.” She connects this to the concept of atomic habits and incremental growth. 00:40:52 – Closing: Character, Showing Up & Living Your Values Col. Walkewicz closes by summarizing Whitney's key themes: leadership as character and presence, not having all the answers; simply showing up; and honoring integrity even amid uncertainty. She thanks Whitney for her ongoing service and impact. 00:42:05 – Production Note & Recording Date Ted Robertson notes that this Long Blue Leadership conversation was recorded on Wednesday, Nov. 19, 2025.   ABOUT JESSICA BIO Jessica Whitney '10 is a U.S. Air Force veteran, leadership coach and conflict resolution facilitator who helps executives and emerging leaders design purposeful futures and take aligned action. Drawing on more than a decade of military leadership experience navigating communication, conflict and high-stress environments, she supports individuals and teams in overcoming limiting beliefs, clarifying priorities and building systems that foster confident decision-making. Whitney specializes in one-on-one leadership coaching and workplace mediation, guiding productive conversations that transform tension into trust and strengthen organizational culture. She is also a wife, mother of four and advocate for intentional living, dedicating her work to empowering leaders to align their identities and results with their vision for the future. CONNECT WITH JESSICA LINKEDIN  |  SIMPLIFIED MOTHERHOOD 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 SPEAKERS: Guest, Jessica Whitney '10  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99   Col. Naviere Walkewicz 0:04 Welcome to Long Blue Leadership. We're so glad you're here.   Jessica Whitney 0:08 Thanks so much for having me.   Col. Naviere Walkewicz 0:04 You know, one of the things we love to do, and we're going to have some time really exploring a lot of the things that you've encountered in your journey, but we want to jump right into a place that is both relevant to our listeners, which is transitioning out of the military, but you did so in a way that was a little bit different, and maybe not on, like, the timeline of planning. Jessica Whitney 0:28 I'm a 2010 grad, and so is my husband, Tom, and he was a nuclear missile operator, and I was a finance officer on active duty, and we started having kids in 2013 which was just amazing. But being a dual military couple, we had kind of been through a lot of separation and time apart, which is standard for military couples. And so in 2013, I kind of — I just had my first son, and I was back at work, and I was just feeling this torn feeling, because I always thought I would stay in the Air Force the full 20 years. I loved serving. I loved being in the military, and having gone to the Academy — just all the dreams and the hopes that came with that, and being able to lead and serve my airmen. But I was feeling this yearning and desire to kind of do something else, and that's kind of where the seed was planted at that time. And I reached out to one of my mentors, who was actually the coach of the lacrosse team at the Academy when I was there my freshman year. She's actually one of your classmates, I think. She's Anne Marie Hornby. She's from Class of '99, and I just reached out on Facebook, and I was like, “I know, I haven't talked in a while, but I just wanted to check in and ask, you know, like, why did you transition to the Reserve?” Because she was always, you know, she was a teacher at the Academy. Like, she was always high performing. Like, I knew she was an amazing officer. Col. Naviere Walkewicz 2:02 She was high performing as a cadet too, by the way. Jessica Whitney 2:05 I'm sure she was. Just everything she did, I could tell she did it with excellence and love, and I just really respected her opinion. So I reached out and asked her just like, “Hey, can you just tell me, like, why did you decide to separate?” I'm just kind of feeling this tornness, and I'm feeling like maybe my calling might be something else than serving in the military, which, as an 18-year-old, you kind of go to the Academy thinking, “OK, I'm gonna have four years at the Academy, and then I'm gonna serve for five years, or 12 years, or whatever.” Like, you've got your whole life planned out, and then all of a sudden there's this, you know, pivot and decision that you have to make of like, “OK, wait, life is throwing some things at me that I didn't expect.” And I just wanted to know her opinion. And she just said such a sweet thing that resonated with me, that she kind of felt that same call of, “I wanted to spend more time with my kids. I wanted to be able to focus more on my husband and my family.” And while it was scary, she said, I know she knew that motherhood, or like becoming a stay-at-home mom and transitioning to the Reserve wouldn't necessarily feed all of her desires of competition and performing well and using her strengths to the utmost, maybe that she could — she also knew that it aligned with what was important to her and her family. And each family is different, and each career is different. So it really gave me freedom to say, “OK, I know successful women in the military who have families. I know successful women outside of the military who have families.” And you know, we choose to do the stay-at-home mom career, which was different for me, because my mom worked full time when I was growing up. So anyway, it gave me that freedom to kind of like pivot and think, “OK, what could the possibility be to like, create this life of being there for my family?” So fast forward, 2016 I was teaching ROTC at Colorado State University, which was a dream job, by the way, I absolutely love that job. And Tom, my husband, at that point, had already separated from the Air Force and was pursuing his career in professional golf. He was traveling to PGA Latin America in both the fall and spring of 2016, I had to go TDY to field training for seven weeks that summer. And I think we counted up being apart for over 40 weeks that year.   Col. Naviere Walkewicz 4:35 Majority of the year.   Jessica Whitney 4:36 The majority of the year. Yeah, and I did not really see staying in the Air Force, it getting any better, as far as, you know, having more time with my family and my husband. And I just felt disconnected, my heart wasn't in it anymore and serving, and I still had that little, you know, seed that had been planted when I talked to Wibs about, you know, like, “Why did you go into the Reserve?” And I talked to a couple other reservists who just loved the balance of being able to still serve in uniform while also being able to maybe have a civilian career, or just be able to have some more flexibility to spend more time and focus on their families during a season of life. And so in 2016 I'm sitting there my desk, like, “I just want to go home and take a nap. I'm so tired.” I had two kids at this time. I was like, “Oh my gosh, I'm just exhausted.” But I was like, “OK, I think —" you know, my husband and I prayed about it, we were just like, “OK, I think it's time to just take this leap of faith, kind of walk away from what we've known.” So now both of us would be out of the Air Force and pivot to something else, and like, step into that faith decision that for us, that the Lord's going to provide, and that we wanted to build and focus on the things that were really important to us. So showing that if family faith are the most important things, how was I using my time? How was I using my energy? How are we using our money? Did it reflect what was actually important? And so we made that decision, and then I got out in 2017 and separated. And honestly, it was the best decision ever. Now, I struggled a ton with my identity afterwards, because I just didn't realize that I really kind of was wrapped up in this idea, like, “Oh, I'm an Air Force officer, I'm an Academy grad,” and those things are, like, very focused on what you do. And so I had to kind of redefine what success was to me as far as just impacting the people around me. Col. Naviere Walkewicz 6:41 I want to just interject here for a moment, because you said a couple of things that I really want to pull on before we get too far, because I think it really does impact some of our listeners and some of the experiences that they've had. So the first one, when you talked about that transition, and there was a key word you use, and you use the word “freedom,” — “It gave me a freedom to kind of things a little differently” after having a conversation with your mentor, and then, you know, praying about it with your husband. And so I want to just explore that a little bit, because did you feel like that freedom, or just the ability to kind of navigate that did touch on some of the things you really valued that you learned at the Academy, as far as decision making, and kind of, you know, taking this leap of faith and navigating what's not always known. And, you know, I don't want to say it's safe, but maybe it's not the safest path, right? So, like, can you just touch on that a little bit more? Because I think that is something that, you know, people question that, kind of, in that decision-making place. Jessica Whitney 7:41 Yeah, I definitely think that in that decision, when I say, you know, we had this, I had this freedom to make a choice, we could, kind of, I could kind of lean back onto my time at the Academy of we were given so many challenges at the Academy and things that were unknown and things outside of our control, and you just learn to have an approach where you cannot problem-solve everything, but just like you can say, “OK, here's the variables I know that are true, here are the things that are outside of my control,” which just help you make clear decisions, and then just stepping into the fact that any decision, any action, is just taking one step at a time, and you don't have to have the whole future planned out. And in fact, in the military, you rarely do, right? I always kind of joke with my husband with, like, the quotes, but you know, like Gen. Patton, like “A good plan executed now is better than a perfect plan next week,” right? Col. Naviere Walkewicz 8:40 Next week. Thankful I was able to contribute a little. Jessica Whitney 8:43 Good job. Good job. Yes. And so just, but the fact that, like, just make — do what's best with the information you have now, and take action and don't just sit on it. And I think, but, yeah, that gave me that freedom. Because, yeah, it was a big step and leap of faith, because a lot of people think the military is, well, of course, it is a risky job, and especially risky in the sense of our physical harm and a lot of the challenges that we face. But in many ways, it's something we knew, know, and it's something that's very reliable, and it's something that we had, my husband and I had both lived for, you know, 11 years between the Academy and now. So it was a big leap of faith, as far as, you know, transitioning to the unknown, but we were able to kind of lean on just, “Hey, it's OK that we don't know everything. We can trust the skills that we gained at the Academy and trust the skills that we gain just in life to move forward.” And even with my husband, I'm like, “If this golf thing doesn't work out —" which, by the way, he's been a professional golfer for 10-plus years now, so it's worked out. I fully believe that we are capable of learning anything and doing anything if we choose to set our minds to it, and like we're gonna be OK, like, because of what we learned at the Academy and skills that we garnered. Like, we're gonna be OK moving forward. Col. Naviere Walkewicz 10:13 I love that. And you started to talk about having to redefine yourself, and before we get into that, I think it's interesting, because you grew up as a dependent of — your dad served in the Navy, right? So we like to use the term, you know, lovingly, I was an Air Force brat. You're a Navy brat, so your identity going into the Academy was already one of a military dependent, right? So let's talk about this redefining your identity, because I'm sure that it was much more than, you know, just on the surface level, it seems really simple, right, going from this, but I'm still serving, so it's not really that different, but I'm sure it was. Jessica Whitney 10:49 Yeah, it was a big transition. So as you mentioned, I was a Navy brat. My dad served for 30 years, and I come from a proud heritage of military service. My grandfather, before that, served in the Navy, he joined straight from the Philippines, and my great-grandfather actually served in the Philippine army and was in the Bataan Death March. So I've got a lot of history in the military and a lot of pride and service to my country. And my dad was always, you know, a hero to me and someone that I looked up to, as far as he was always, not the only serving in the military, but he would be a leader of, like my brother's Boy Scout troop, right, and volunteer with this, and he'd be active in the Rotary Club. And my mom worked full time and led my Girl Scout troop, and whenever he was gone to Bahrain for 16 months, you know, she held down the fort with three kids. Like, I just looked up to my parents and how hard working they were, and just how they were always serving something bigger than themselves and balancing family and all that. I still don't know how they do it. And we have four kids now. I'm like, how did you guys do all of that? But when I transitioned out of the Reserve, I just remember sitting one time, like, I was doing my quiet time in the morning, and I was reading my Bible. And at least for me, I had to remind myself my value is not in what I do. It's not in awards I get. My value is one, in Christ, and then two, in the actions that I take each and every day. And it's impacting and positively impacting the people that are around you right now. And honestly, it's a struggle every day, even today. I've been a stay-at-home mom for eight years now, and it's something I think we all struggle with — of like, what is our purpose in life? What is the reason — why we do the things we do? And each person really has to, like, struggle with that. So I had to, I think when I was really struggling with my identity, I had to redefine, like, OK, my worth and value is not in the title that I have or the rank that I have or anything like that. It is loving on the people around me really well and serving to the best of my ability with excellence in all we do right where I am, and that's the most important thing. Col. Naviere Walkewicz 13:25 How did you get to that point of defining that? I mean, is it kind of in lockstep with your views of yourself as a leader? Or would you say it's just where you kind of settled into in your moments of quiet and through your prayer of, “This is how I define my impact and my —" you know, what that looks like? Jessica Whitney 13:48 I think a big chunk of it was just continuous practice, in a way, each and every day, reminding myself, one, is what success looks like, because I think that as people who are highly motivated and being leader, you're like, you've got your to do list, you've got your things you want to do. I've got, like, a to do list, like, this long, you know? And yeah, and I would just tell myself, like, “I've got 25 things to do. I only did six of them.” Like, there was no way I was going to do 25 things in the first place, you know. So I think that as a leader in general, you need to be realistic about what you can actually accomplish each and every day, whether you're a stay-at-home mom or you're a leader in the workplace, and actually be able to, like, you know, time block and say, like, “These are the most important things. These are my priorities.” And probably just over, it's probably just over time of like, every morning, like, "OK, the most important things, like, got my quiet time in. I'm spending time with the kids. I went for a walk, I moved my body, and we're eating healthy meals. I remember when I was working full time, I would kind of be jealous of those people who, like, had time to cook a full meal, and, like, spend an hour maybe making dinner and, you know, have quiet time. I always felt when I was on active duty working full time, it was just like, get up early in the morning, go to daycare, drop off, work all day. You know, work out during lunch. Never have a break, and then run home, make dinner really fast, and, like, get the kids in bed, and there was no break, and there was no rest. And so I remember yearning for that when I was on active duty. And so when I first became a stay-at-home mom, and when I first transitioned out of the Air Force. I really had to remind myself, like, OK, what are my values? What is most important here, and are my actions aligned with that? And if they are, then that's success right there. And so I had to remind myself that every day, like I get time to make healthy meals for my family. I have time to go to the gym five days a week if I want to. I have time to put a, you know, like, say yes to things like this. I've got time to go speak at the Veterans Day ceremony at my kids school. Like, I don't have to feel bad about missing appointments for my missing meetings at work for appointments for my kids. I don't have to choose that all the time. Now, serving in the Reserve, you know, I still miss weekends where the kids have tournaments and games and stuff, but that's OK, like it there's, there's a balance in there. I hate the word balance, because I don't think you ever really achieve that. But I think that as leaders, you know, we have to — like, when you're feeling the most stressed, or when I felt the most stressed, it's when my actions and behaviors just haven't lined up with my values and what's most important to me. “So as leaders in your organization, if you know you guys are — your stated values, are, you know, XYZ, but you're over here doing ABC, then there's going to be disconnect in the organization.” So I think at any time, you know, when there's alignment there, then you're going to feel alignment for you as a person, as a leader. Col. Naviere Walkewicz 17:19 I'd like to dig into those values a little bit, because we did talk about how you've experienced deep personal loss, right, in your family, and you know, how have the values, or maybe just your life experiences, helped you navigate that? Because, you know, I think people experience grief on all levels, and if you don't mind sharing your story a little bit, I think it just will allow others to understand how you were able to navigate through that and maybe continue to navigate through that today. Jessica Whitney 17:51 Yeah, thanks for the opportunity to share this part of my story. So my husband's brother, Bob, was a 2008 grad, and unfortunately, we lost him to suicide in January of 2020. It was really just a complete shock when it did happen. It seemed like it came on so quickly. Bob was just always someone that when you walk into a room, he was always smiling. He was the light in the room. He was such a great husband and father. He was super active in his church and his family. And so a couple things that I took away from all of that was just one, we just never know what people are going through, what storms they are, like, they might seem perfect on the outside, and really, they're having struggles with maybe imposter syndrome or just doubt, or they're just having all sorts of issues, right? So you just never know. I remember standing in the grocery store after he passed away, and I'm like, staring at these bananas that I'm supposed to be buying for eight kids because we were like, up with them, you know, after the funeral. And I'm just thinking, like, no one around me knows that this just happened in my life, and I'm just standing here doing this mundane thing of buying bananas. And I think it, just, as a leader makes you realize that people are walking through storms all over around you, and if you're not currently in a storm, most likely you will be. After he passed away too, we were just blown away by the community support that he received, both from his church as well as from the Air Force family, but I know that it takes time to have good community. It takes — you have to invest time. And all of us, we're just so busy, but these relationships, these are the most important things that we can work on and develop the people around us. It kind of showed up for me in my unit, we had an airman who lost a spouse. He had three young kids at home, and his wife passed away. And I was like, we just need to show up for him, like, be at his doorstep. And we're in the Reserve. We don't live close together. We're not all stationed by the base. So, you know, it's like someone needs to go to his house, bring him a card, tell him we love and care for him as our Air Force family. And you know, he even commented afterwards, he was like, “You know what, you guys—” this Air Force family that he only saw one weekend a month. He's like, “You guys are my lifeline.” But I know that, for me, I really knew that we needed to show up, and that's because I knew what it felt like when people showed up at my door, when we needed it, you know? Col. Naviere Walkewicz 20:51 Wow. I mean, I think that's really — I mean, to navigate that. And loss, I think you know, is as a journey, that it's still a life journey, right? And so, and I think the fact that you were able to lean in and you knew and expressed it in a way that you know, showing up for those and then seeing it happen actually in your unit, and being able to translate that. Have you always known, I guess, about showing up? Have you seen that in other leaders in your career or in your life, what showing up looks like? How that really defined you? Because I'm curious if you know that was all just developed in seeing that in that loss journey, or if it was something you've seen over time and then witnessed it? Jessica Whitney 21:37 I guess I would say, if I'm really looking back, especially because I'm a Navy brat, right? We did live in places all over the country, and, yeah, we did have a good support system. Like my friends, my family, had people that would show up. Like when my dad was deployed, they would show up at the house when I was in high school. You know, we had such a tight knit community there, but I am thinking, like the first time I really felt that was with our church community. After our first son was born, people would show up at our house, and I didn't even know them, and they were bringing food to us. I was like, “Oh my gosh, this is so sweet.” But just, like, that power of community, and then even with leaders that I've had in the past, like my first squadron commander that I can remember, she, like, the first day I got back again from maternity leave, she had, like, just brought, like, a little vase of flowers and put it on my desk, and just like a welcome back, but like an acknowledgement too. Of you know, it's hard to come back after, right? You know, your first child, or any child, like after you have a baby, and then you come back to work, but just, you know, welcoming and showing up. And I think that this, I don't know exactly where it stems from, but, yeah, actually taking the time to do it, because a lot of us know we should do it, but do we actually pause long enough to do it? Col. Naviere Walkewicz 23:11 That's a really great — I think that particular nugget, right? We know what we should be doing, but do we actually take the steps to do it? I think, is actually an important lesson right there. And, you know, would you say that throughout your experiences, and I'm really curious, because I think, you know, you talk about being a stay-at-home mom, but I'm sure your schedule is quite — you said you get six out of your 25 things done. Can you talk about how you're serving outside of the uniform? Because I think that that's really important as well. Service doesn't stop just because we take the uniform off. And I mean, it sounds like you're serving in your church and your community. You know, what does service look like to you now, through that leadership lens, maybe when you're not wearing a rank all the time? Jessica Whitney 23:54 I have really looked at the areas of my life that I want to be active in, like, what's important to me? And in the church, I participate in the women's Bible study, and I'm one of the leaders there and kind of help lead. We have 120 women that come every Wednesday and I'm one of the leaders that, you know, kind of facilitates the overall Bible study. And I've just loved stepping into that role and using my leadership skills to encourage people and show up. And then the other board I kind of serve on is the Class of 2010 Endowment for Cadet Morale. And so our class, with our funds that we, you know, had raised throughout the years, decided to set up a morale fund. So the top squadron for each semester actually receives a $5,000 check from our endowment, and they can use it on whatever they want. And I just remember, like those cadets, those high schoolers that are transitioning to be future leaders of the Air Force, they are amazing. I am impressed every time I interact with them. And the Academy is hard, and I just want to offer that little bit of light, you know, to encourage them. Like, “Hey, you're on a good path. Like, just, just continue on. And here's a little bonus, bonus check.” You know, literally, we love that part. But yeah, so I just love to step into service where I can. Col. Naviere Walkewicz 25:23 I'm glad that you shared that, because I do think it's easy for us to downplay our role and impact in the hats that we wear and the ways that we serve, and so I really appreciate you sharing that, because I think that's an important part of our stories you talked about with me before you know, redefining yourself. I want to go back to that because I think it has to do with being authentic and who you are. And so as you've navigated this new season in your life where you're still serving in these multiple hats and raising your family, supporting your husband, you know, where was that seed planted from, being an authentic leader, kind of, you know, being — leading with integrity, you know, maybe saying, “I can't do this, but I can do this.” Can you talk a little bit about that? Jessica Whitney 26:07 Yeah, absolutely. I took an amazing class at the Academy, a leadership class that a friend of mine, again from the lacrosse team, recommended me, and she's like, “Jess, this class — it's called transformational leadership. It's way more than that. I really think you need to take this course.” And she was so right, because there are so many things that I carry over from that, from that course into my leadership, and then just my everyday life. And it was taught by Capt. Kari Granger, who's now Kari Zeller, and she's an Academy grad as well. And when I got to my ROTC detachment in 2016, so eight years later, this gentleman came into the office, and he's like, “Hey, my daughter teaches this leadership course called being a leader and the effective exercise of leadership. I really want to teach it at Colorado State, but I'm looking for someone to partner with, maybe through the detachment. Like, do you think anybody would want to co-lead this class with me?” And his name was Karl Zeller, and I was like, “I think I took this class when I was at the Academy, and it was amazing, and I would love to lead this class with you.” And so not only did I take the class at the Academy, I also taught it two semesters while at Colorado State, we kind of made it an elective class, and we had several cadets and cadre go through the class, which was just an amazing experience. Because I think most of us know that when we have to teach other people something, we learn it even better than when we go through it ourselves. So the kind of the main takeaways I had were one kind of heard the definition of integrity. We all know the Air Force's definition of doing what you know the right thing when no one's watching, when nobody's looking, but she kind of defined it more as both keeping your word and honoring your word. So we all know that keeping your word that's easy, but what is honoring your word mean? And her framework kind of laid out, honoring your word is, as soon as you realize you're not going to keep your word, notifying the person that involves saying when you are going to keep your word and then cleaning up any mess that you made by not doing it. So a quick example would be, you know, you're running late to a doctor's appointment. You get in the car, you realize, “Oh my gosh, I'm going to be seven minutes late to the appointment.” Instead of, like, white knuckling your steering wheel to make it in time, you feel guilty when you get there. You immediately call the office. You tell them, “Hey, I'm going to be late to the appointment. I'm going to get there seven minutes late. And, you know, I realized that this has an impact on you like, you know, let me know if I need to reschedule." Whatever it is, right? Most people are so shocked by this ownership that they are so much more gracious to you in whatever the circumstances are. And on top of that, you're not stressed. You're not, you know, white knuckling. Col. Naviere Walkewicz 29:22 So when it really takes you nine minutes to get there? Yeah,.   Jessica Whitney 29:26 So hopefully overestimate.   Col. Naviere Walkewicz 29:28 Seven minutes and 40… Like, round down. Jessica Whitney 29:29 My husband calls that, like, Jess math. I'm like, yeah, well, it's fine. It's fine. But, like, if you think about in the workplace, right, like, you have an assignment, you have something your boss gave you, it's due Friday. You realize Monday, OK, there's no way I'm going to do this. I can either stress about it, work super late hours and, you know, like cause all this extra stress, and then maybe still not accomplish and get the work done, and then show up to my boss on Friday and say, “OK, sorry, boss, I couldn't get it done.” Or on Monday, you bring up the conversation, you swallow your pride, and you say, “These are my challenges.” You manage expectations, and you're you guys together. Can you know, either reassign, get help or bump the deadline, whatever it is, but now you're no longer living in this like, fear of like, I'm going to be late or whatever, like you're able to perform better. And so they, in the class, they talked about how, with integrity, everything works. And they talk about the idea of like a bicycle wheel, right? There's spokes on a bicycle wheel, and if all the spokes are intact, it's going to run very smoothly, right? That's keeping your word and honoring your word, you're performing really well. Well, when you're not honoring and those folks and you're not keeping your word, or you're not honoring your word, some of those books are missing, so it's just going to be a little bit bumpier. And things are going to get done, but they're not going to get done as well as they would if you were honoring your word. So that's a big takeaway Col. Naviere Walkewicz 30:56 That's a great analogy. Wow. Yeah. Jessica Whitney 30:58 So I apply that, I feel like in everything, because I think a lot of us will get in the way of ourselves, of just like, “Oh, I don't want to tell them and be late, or I don't want to, I don't know, disappoint someone, or I know there's expectations with my husband, but I'm just going to ask forgiveness instead of, you know, for permission,” or whatever it is with whoever. So anyway, with integrity, nothing works. And so I kind of take that away of, like, OK, what's expected of me? OK, I'm going to try to meet that. And that kind of lines up too with just this idea of what's your values, right? So if I say I'm a person that values fitness, do my actions line up with that. That's part of my word. OK, so I've said, I've said, “OK, I'm a fitness person and I want to be healthy.” Well, am I going to the gym? Am I eating healthy? Am I drinking too much? Am I — whatever? Do my actions align with that? No, OK, I'm not in integrity. It's not bad or good. It's just not working as well. Not going to accomplish my goals if I'm not in alignment with the other two things. And I'll just touch on them quickly, and then we can explore more if you want. But the other one is what's undefined runs you, which is basically means — Col. Naviere Walkewicz 32:06 Wait, say that one more time. Jessica Whitney 32:09 What's undefined runs you. So it's this idea of all of us have stories most likely from our childhood that we make up about ourselves. So like, I don't belong. I can't disappoint people. I have to get things done the right time. And we can probably all look back in our past and say, “I remember I got in trouble one time when my grandpa was at the house and I was late getting in, and he said, you know, you're disappointing your mom. You're not listening to her.” And then, all of a sudden, you make this life sentence for yourself of I can't disappoint my mom. I can't disappoint so now you have this filter, this mindset that all of your decisions and actions flow through that says I can't disappoint others. Well, of course, that's going to limit what you can and can't do, because it's filtering out half of, you know, a quarter of action, anything that could any — Col. Naviere Walkewicz 33:03 Risk or grit. Jessica Whitney 33:05 Exactly. And so what the undefined run you means you're never going to be able to completely get rid of these filters and things that you have, but you can name them and define them. So you say, OK, like for me, I was a Navy brat. I moved around a lot, and so I often felt like I didn't belong where I was. Like, I always felt like people already had relationships, all that stuff. So I do, I know that I will walk into a room like a Bible study, and in my mind, think, “Man, like, people just don't really connect with them. Like, maybe they just don't like me.” I'm like, “No, I've been here for five years. I belong here. I am a part of this group.” But it's this, you know, filter that I'm running things through, of I don't belong. I need to name that, remove it, and then be like, OK, I belong here. I am part of this group. Naviere Walkewicz 33:54 So what have you named it? And have you removed it? Jessica Whitney 33:59 I think it's more about just the awareness. So it's like that, we as leaders have to be aware of the things that are getting in our own way of being an effective leader. And so I — this is a big one for me, like the I don't belong. So even recently, I walked into a new group of women and I said, “I belong here. I am a part of this community.” It's like at my son's school, and I can contribute as me. I don't have to hold back, or, you know, be a certain way. I can be myself. I can be my authentic self and lean into this. And it was very freeing, because in the past, I have gone in and just kind of like sat kind of back, and I don't want to be intimidating, or I don't want to take over the conversation, or just whatever it is, I'm not being myself, and I have to tell myself, like, “I belong here. I can be myself if they don't accept me for me, that's OK,” you know. But I can't hold back just because I'm trying to fit in and just because I'm trying to be risk averse, or, you know, conflict averse, or something like that. So, yeah, just be yourself, right? But so what's undefined runs you. So as leaders, we need to identify what's holding us back, what's running our lives, right? And just name it. They have a phrase: “Name it to tame it.” So once you can put a name on it, then that often helps you change your actions, you know? And then the last one is just, I think leaders, you are a leader. If you are impacting something around you, the organization, the people around you, they wouldn't be who they are without your influence. So in that framework, we talked about creating a future as leaders. So you've got a current organization, and maybe there's, you know, like no one likes to hang out, there's gossip, there's toxic leadership, there's bad communication, no transparency. This is a very imaginary organization, of course. But you acknowledge, like, OK, this is what's going on. Let's create a future. What does the future look like that we actually want, with all the actions and things like, OK, we have transparency. We like to hang out. There's, you know, Squadron picnics. We go to PT and we all encourage and work hard. We handle conflict in a healthy way. OK, so if we're standing in that future and looking back, how did we get here? So the course is a lot about, like the whole ends, ways, means that the Air Force talks about, but just how can you stand in the future and look back and say, “How did I get to that spot?” And then that's how, you know, what's the next action you can take in this current spot? Col. Naviere Walkewicz 36:49 Wow. Jess, it's almost like you read my mind, because there's two questions I actually want to ask you, and one of them is about looking back. So why don't we start with that one? First, you know, what is something you would tell yourself, young Jess back then that you could be doing then to help you be a better leader now? And is it actually what you just talked about, or would it be something else you would add? Jessica Whitney 37:11 No, I think it would be just that. Like, no, where do you want to be even, like, let's say, in five years, or what's going to be most important to you in 80 years? Right when you're 80, when you look back on your life like, what's going to really matter? And start aligning your life with that. Now, some of that takes time, but standing in that future of how you want it to feel, how it looks, how you want your organization to feel. Like, start — write it down, put it on a vision board, talk about it with someone. And then I would say to myself, like, and then start working towards it. I think when I was younger, I was, you know, I was comfortable with where I was at. I was afraid to take risk. I was afraid to do things different than what I always thought I would do. And you know, for me, the Lord really worked in it, in my heart of just saying, Just trust me. Just trust me with that next step you have the direction you kind of want to go, and I'm going to take you on a journey that you know you're probably never going to be able to predict, kind of like, what I talked about at the beginning, like I pivoted, like it was completely different than what I want, and just be OK with that. That's the beauty of life is, you know, pivoting with what's in front of you, but just taking that next, that next step. Col. Naviere Walkewicz 38:32 I love that. And then what is something that you do every day, just to be better and better is really you define better, but what is something you're doing every day. Jessica Whitney 38:42 I love the books, like The Power of Habit and Atomic Habits and yeah, they're so good in just this idea of your daily actions are, what are, who you are, really like, how you show up in the world, because you can only control what you're doing today. Can't control what you're doing tomorrow or what you did in the past, and so for me, one, I do love to read. So I'm always reading books, listening to podcasts and all that kind of stuff. So I think, as a leader, just, like, surround yourself with lots of different opinions, read different things and just encourage my brain. Two, I love to surround myself with people that encourage me and a community that's going to help me challenge myself to improve. And then three, like those daily actions of self-improvement, of like, OK, how can I be just like, 1% better than I was yesterday, whether that be choosing to eat a little healthier today or going on a 30-minute walk, or, you know, when you're lifting weights like, Can I do five pounds more on this? Like, one or one more rep, right? Like, one more. But I do love that analogy, and weightlifting like, OK, I didn't realize that, you know, like, I can do one more rep this week than I could last but three months ago, you know, I've made huge improvement from three months ago. But you don't realize until after the fact. So I think, you know, being a high achiever all my life, it's like, you want to see these big, like, changes and, you know, immediately, but oftentimes it's in these, like, small moments of like, “How can I just be better today?” Healthwise, community-wise. Who can I love on today? How can I, you know, for me, like being in alignment with, you know, what I think God has for my life, being in prayer and focusing on the people around me. You know, that seems like a lot of things. That's why I've got 25 things on my list, , Col. Naviere Walkewicz 40:44 But you get a few of them done And that's OK, because you just gotta do one. Jessica Whitney Exactly, you just gotta do one. Col. Naviere Walkewicz 40:51 Well, I can just share how much, you know, you really just like leaned in and shared your love and wisdom with all of us. And I think that's one of the things I really appreciated about this today: how you showed up for us and shared your authentic self, and so I just want to say thank you. You know, as we wrap up today's conversation, Jess, what's really stood out to me is that we talked about leadership is just about as much about character, but it's really also about, like, showing up and who you are. You know, you show us just that strong leaders don't just show up and need to have all the answers. They actually just need to show up, right? And just, you know, live their values, live with integrity. And I love how you said, you know, honor your integrity even when life is uncertain or changing. So, you know, I think your transition out of active duty could have been a moment of doubt and struggle, but you turned it into an opportunity to serve, and your family has continued to thrive. So thank you for all that you're doing in your community, and for all of you who need to hear this journey, for those that have also gone or going through a transition, this is a conversation you certainly don't want to miss. So again, thank you to Jess Whitney, Class of 2010. It's been a pleasure having you on Long Blue Leadership.   Jessica Whitney 42:05 Thanks again. Outro 42:05 This Long Blue Leadership conversation was recorded Wednesday, Nov., 19, 2025. KEYWORDS Leadership, authentic leadership, transformational leadership, values-based leadership, character-driven leadership, servant leadership, integrity, honoring your word, keeping your word, accountability, responsibility, vulnerability in leadership, decision-making under uncertainty, courage, leading through change, creating a future, vision casting, aligning actions with values, purpose-driven leadership, redefining success, identity as a leader, mentoring, mentorship, developing others, showing up for your people, empathy, compassion, community building, resilience, leading through grief, supporting mental health, trust, transparency, culture change, organizational alignment, handling conflict, managing expectations, setting priorities, work-life integration for leaders, modeling behavior, investing in relationships, daily leadership habits, incremental improvement, 1% better mindset, self-awareness, naming limiting beliefs, “what's undefined runs you”, authenticity, influence without rank, service beyond the uniform, leading in family and community, Long Blue Leadership. The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation  

The AV-8B Harrier is one of the most demanding, iconic, and battle-proven aircraft in military aviation history. Now, as the Harrier era draws to a close, one squadron remains to carry the torch: VMA-223, the Great American Bulldogs.In this episode, Cinco sits down with the commanding officer (Traper) and executive officer (Porky) of the last AV-8B Harrier squadron to talk about the jet, the mission, the culture, and what it means to write the final chapter of an extraordinary community. This is a conversation about legacy, leadership, and the kind of airplane that shaped the aviators who flew it.Support this podcast at — https://redcircle.com/the-fighter-pilot-podcast/donations

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6. At the Battle of Actium in 31 BC, Antony's blockaded fleet is forced into a breakout attempt to save their treasury. During the engagement, Cleopatra's squadron, marked by purple sails, breaks through the line. Antony follows her, abandoning his fleet and army, which Strauss describes as a devastating blow to his Roman honor. Although his sailors continue to fight, Octavian's forces eventually use fire arrows to destroy the remaining ships. This decisive victory allows Octavian to secure total control over the Roman world as the defeated lovers flee back toward Alexandria. (6)