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  Last time we spoke about China's preparations for War. In December 1936, the tension in China reached a boiling point as Nationalist General Chiang Kai-shek was captured by his own commanders, Zhang Xueliang and Yang Hucheng. Disillusioned by Chiang's focus on fighting communists instead of the encroaching Japanese forces, the generals sought a unified response to Japanese aggression. After being held in Xi'an, Chiang reluctantly agreed to collaborate with the Chinese Communist Party, marking a significant shift in strategy against Japan. Amidst the rising chaos, Chiang's government reviewed historical military strategies and prepared for a prolonged conflict. However, they faced challenges, including inadequate supplies and a lack of modern equipment compared to the Japanese. By 1937, China was ill-prepared for war, with Chiang later expressing regret about their military readiness. Despite these setbacks, the alliance formed with the communists laid a foundation for a united Chinese front against the brutalities of the Sino-Japanese War that would follow.   #153 Japan Prepares for War Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. So in the last episode we talked about how China was preparing itself for war, now its time for Japan. Since Japan's invasion of North China, Japanese field armies had promoted a series of autonomous zones in northern China. Officers from the Kwantung Army, skeptical of China's capacity to modernize, believed that the vast region would inevitably fragment into regional factions. This policy effectively maintained a weak and divided China, which served Japan's to defend Manchukuo. However many Japanese military leaders frequently pointed to the threat posed by the KMT's five-year plan, initiated in 1933 with assistance from German military advisors, aimed at modernizing and expanding the national army. To counter what they perceived as a Chinese threat, the field armies advocated for a preemptive war to dismantle Chiang Kai-shek's regime. Any attempt by Tokyo to alter the military's China policy faced vigorous opposition from the Kwantung Army, which, in February 1937, pushed for intensified covert actions to expel the KMT from northern China and supported a preemptive war to secure strategic areas for future operations against the Soviet Union. At a March meeting in Tokyo, staff officers from the China Garrison and Kwantung armies insisted that any concessions to China would be a grave mistake and would likely yield only temporary outcomes. In early spring 1937, Prince Konoe Fumimaro inherited a China policy fraught with competing views, however, there was consensus that China must not distract the empire from its preparations against the USSR. The end goal was clear, but the means to achieve it remained uncertain. The cabinet's approval of the "Fundamentals of National Policy" in August 1936 indicated a need for stability as the army and navy reconfigured Japan's war machine. The challenge lay in aligning long-term strategic goals with practical short-term interests in northern China without upsetting the existing balance of power. Expanding demands propelled the army's contingency planning, which had traditionally focused on safeguarding Japanese interests and the approximately 13,000 Japanese citizens residing in the region. Tokyo typically responded to serious incidents by deploying troops from homeland garrisons to address localized emergencies and then withdrawing them. However, by the mid-1930s, the growing Soviet threat to Manchukuo rendered this doctrine obsolete. Incidents in northern China gained strategic importance as they diverted resources from the Kwantung Army's preparations against the Soviet Union. Disruptions in northern China hindered access to essential raw materials necessary for army modernization and rearmament, while hostile Chinese forces threatened the Kwantung Army's strategic left flank in the event of war with the Soviets. With these considerations in mind, the army revised its operational war plans, assuming that northern China would serve as Japan's strategic rear area for operations against the USSR. In 1911 Japan's plan for general war mandated thirteen divisions to occupy southern Manchuria, capture Beijing, and subsequently occupy Zhejiang and Fujian. Limited contingency operations in northern China required two divisions to secure rail communications from Beijing to the coast. In the weeks following the 1931 Manchurian Incident, the General Staff in Tokyo drafted plans to counter a Sino-Soviet alliance, anticipating a 2 month campaign involving 15-16 divisions, with the majority engaged against the Soviet Red Army. 2 divisions were designated to secure northern China, while smaller units would monitor the Inner Mongolian front to protect Japan's western flank in Manchuria. After further refinement, the General Staff identified three contingencies for China in early 1932: maintaining the traditional mission of safeguarding Japanese interests and citizens with a standard two-division force; ensuring a secure line of communication between the Chinese capital and the sea with the China Garrison Army, which consisted of approximately 1,700 officers and men, reinforced by one division; and, in a worst-case scenario of all-out war, deploying three divisions to reinforce the Kwantung Army, along with 7 additional divisions and 3 cavalry brigades to suppress resistance in northern China and the Shandong Peninsula, while two additional divisions secured key areas in central China. Between 1932-1936, China received less attention as the General Staff focused on the Soviet military buildup in the Far East. Anxiety, stemming from the Soviet buildup in the Far East, was a pervasive concern reflected in the draft rearmament plan submitted to the throne on May 21, 1936, as part of the national budget formulation process. The army proposed countering the Soviet threat by enhancing Japanese strategic mobility in Manchukuo through the renovation and expansion of airfields, ports, roads, and rail infrastructure, and by constructing army air force arsenals, storage depots, and medical facilities. The positioning of Japanese divisions in eastern Manchuria suggested their wartime objectives, with the Kwantung Army relying on a mobile independent mixed brigade composed of armored car and mounted cavalry units stationed in Gongzhuling, central Manchuria, as its immediate response force for contingencies in northern China. Major units were not concentrated in western Manchuria, where they would be expected to deploy before any planned invasion of northern China. Nevertheless, General Staff planners remained vigilant regarding developments in China, where the resurgence of nationalism, Communist movements advancing north of the Yellow River in February 1936, and the spread of anti-Japanese sentiments across northern China raised the specter of limited military operations escalating into full-scale warfare. China's improving military capabilities would likely hinder Japanese forces from accomplishing their objectives. For example, around Shanghai, Chinese defenses were bolstered by extensive, in-depth, and permanent fortifications. In mid-September 1936, the General Staff in Tokyo issued orders to preempt significant outbreaks in northern China by repositioning a division in Manchukuo closer to the boundary. If hostilities broke out, the China Garrison Army, supported by Kwantung Army units, would launch punitive operations against Chinese forces as necessary. Higher headquarters expected local commanders to act swiftly and decisively, employing rapid maneuvers and shock tactics to address outbreaks with minimal force. Given that no alternative responses were considered, Japanese operational planning for northern China relied on an all-or-nothing approach to force deployment, even for minor incidents. Yet, the senior leadership of the army remained deeply divided over its China policy. Influenced by Ishiwara, the General Staff wanted to avoid military actions that could lead to a full-scale war with China, focusing instead on advancing the army's extensive rearmament and modernization program. In contrast, a majority of high-ranking officers in the Army Ministry and General Staff, particularly within the 2nd Operations Section and the Kwantung Army, favored forceful action against China, believing it necessary to quell rising anti-Japanese sentiments. Drawing from past experiences, these officers anticipated that the Chinese would quickly capitulate once hostilities commenced. This lack of a unified military strategy reflected broader disagreements among the army's leadership regarding operations in China. While operational planning called for the permanent occupation of large regions in northern and central China, the General Staff aimed to contain outbreaks to maintain focus on Soviet threats. There was a clear absence of long-term operational planning; instead, the army concentrated on initial battles while relegating planning for prolonged combat operations to contingent circumstances. In summary, the Japanese army preferred to avoid military force to address Chinese issues whenever feasible but was equally unwilling to concede to Chinese demands. Since 1914, Tosui Koryo or “Principles of Command” had served as the foundational doctrine for senior Japanese army commanders and staff officers engaged in combined arms warfare at the corps and army levels. The advent of new weapons, tactics, and organizational changes during World War I compelled all major military forces to reassess their existing military doctrines across strategic, operational, and tactical dimensions. In response, Japan modified the Principles of Command to blend its traditional post-Russo-Japanese War focus on the intangible factors in battle with the newest concepts of modern total war. A revision in 1918 recognized the significance of “recent great advances in materiel” for total warfare, yet it maintained that ultimate victory in battle relied on dedication, patriotism, and selfless service. In the 1920s, the General Staff's Operations Section, led by Major General Araki Sadao, who would become the leader of the Kodoha faction, had produced the most significant and impactful revision of the Principles. A staunch anti-communist and ideologue who valued the intangible elements of combat, Araki appointed Lieutenant Colonel Obata Toshishiro and Captain Suzuki Yorimichi as the principal authors of the manual's rewrite. Obata, a Soviet expert, was strongly influenced by German General Count Alfred von Schlieffen's classic theories of a “war of annihilation,” while Suzuki, the top graduate of the thirtieth Staff College class, shared Araki's focus on “spiritual” or intangible advantages in warfare. Both men were brilliant yet arrogant, working in secrecy to create a doctrine based on what Leonard Humphreys describes as “intense spiritual training” and bayonet-led assaults to counter the opponent's material superiority.  The latest version of the Principles of Command preserved the operational concept of rapid Japanese mobile offensive operations, aiming to induce a decisive battle or “kaisen” early in the campaign. It reaffirmed the sokusen sokketsu or “rapid victory' principle of rapid warfare. Attaining these goals relied exclusively on offensive action, with the army expecting commanders at all levels to press forward, defeat enemy units, and capture key territories. The troops were indoctrinated with a spirit of aggression and trained to anticipate certain victory. The emphasis on offensive action was so pronounced that Araki eliminated terms like surrender, retreat, and defense from the manual, believing they negatively affected troop morale. This aggressive mindset also infused the Sento Koryo or “Principles of Operations”, first published in 1929 as a handbook for combined arms warfare tailored for division and regimental commanders. The manual emphasized hand-to-hand combat as the culminating stage of battle, a principle regarded as unchanging in Japanese military doctrine since 1910. Senior commanders were expected to demonstrate initiative in skillfully maneuvering their units to encircle the enemy, setting the stage for climactic assaults with cold steel. Infantry was deemed the primary maneuver force, supported by artillery. To complement rapid infantry advances, the army developed light and mobile artillery. Operationally, encirclement and night attacks were vital components of victory, and even outnumbered units were expected to aggressively envelop enemy flanks. In assaults against fortified positions, units would advance under the cover of darkness, avoiding enemy artillery fire and positioning themselves for dawn attacks that combined firepower with shock action to overwhelm enemy defenses. In encounters with opposing forces, commanders would maneuver to flank the enemy, surround their units, and destroy them. If forced onto the defensive, commanders were expected to seize opportunities for decisive counterattacks to regain the initiative. These high-level operational doctrines were distilled into tactical guidelines in the January 1928 edition of the Infantry Manual or “Hohei Soten”, which saw a provisional revision in May 1937 . Both editions opened with identical introductions emphasizing the necessity for a rapid victory through the overpowering and destruction of enemy forces. Infantry was identified as the primary arm in combined arms warfare, and soldiers were taught to rely on cold steel as fundamental to their attacking spirit. The 1928 Infantry Manual underscored the commander's role in instilling a faith in certain victory or “hissho shinnen”, drawing from the glorious traditions of Japanese military history. The 1928 infantry tactics employed an extended skirmish line with four paces between soldiers. Individual initiative in combat was generally discouraged, except under exceptional circumstances, as success relied on concentrating firepower and manpower on narrow frontages to overwhelm defenders. An infantry company would create a skirmish line featuring two light machine gun squads and four rifle squads, preparing for a bayonet-driven breakthrough of enemy defenses. For the final assault, the infantry company would line up along a 150-yard front, likely facing casualties of up to 50% while breaching the enemy's main defensive line. Historical analysis reveals the shortcomings of these tactics. During World War I, armies constructed extensive, multi-layered defenses, trenches, pillboxes, and strong points, each independent yet all covered by artillery. If assaulting infantry suffered heavy losses breaching the first line, how could they successfully prosecute their assault against multiple defense lines? The 1937 revision elaborated on new tactics to overcome entrenched Soviet defenses, drafted in anticipation of arms and equipment that were either in development or production but not yet available for deployment. This became official doctrine in 1940, but as early as summer 1937, units from the China Garrison Army were field-testing these new tactics. The provisional manual adopted combat team tactics, forming an umbrella-like skirmish formation. This involved a light machine gun team at the forefront with two ammunition bearers flanking it to the rear. Behind the machine gun team were riflemen arranged in a column formation, maintaining six paces between each. The light machine gun provided cover fire as the formation closed in on the enemy for hand-to-hand combat. Increased firepower expanded the assault front to 200 yards. The combination of wider dispersion and night movement aimed to reduce losses from enemy artillery fire while the infantry advanced through successive lines of resistance. Commanders at the platoon level were responsible for leading the final assault into enemy lines, with increased tactical responsibility shifting from platoon to squad leaders, allowing for greater initiative from junior officers and non-commissioned officers. This emphasis on broader dispersal and fluidity on the battlefield required frontline infantry to exhibit aggressiveness and initiative. Contrary to popular belief, the Japanese military did not solely rely on the bayonet or an offensive spirit during engagements with Chinese forces. They effectively employed superior firepower and modern equipment within their combined arms framework, using heavy weapons and artillery to soften enemy positions before launching infantry attacks. Without such firepower, unsupported infantry attacks would have struggled to achieve their objectives. In January 1937, the Imperial Japanese Army consisted of approximately 247,000 officers and men, organized in a structure comprising seventeen standing infantry divisions, four tank regiments, and fifty-four air squadrons equipped with a total of 549 aircraft. The China Garrison Army and the Taiwan Garrison Army each included two infantry regiments, while a separate independent mixed brigade was stationed in Manchuria. Two divisions were permanently based in Korea, with four more assigned on a rotating basis to the Kwantung Army in Manchukuo. The remainder of the forces were stationed in the Japanese home islands. A substantial pool of reservists and partially trained replacements was available to mobilize, enabling the expansion of peacetime units to their wartime strength as needed. Conscription provided the primary source of enlisted manpower for the army, though a handful of young men volunteered for active duty. For conscription purposes, Japan was divided into divisional areas, which were further subdivided into regimental districts responsible for conscription, mobilization, individual activations, and veteran affairs within their jurisdictions. Typically, conscripts served with the regiment associated with their region or prefecture. However, the Imperial Guards regiments in Tokyo selected conscripts from across the nation, as did the Seventh Infantry Division, which recruited from the sparsely populated Hokkaido area and from regular army units stationed in Korea, China, and Taiwan. Draftees from Okinawa Prefecture usually served with Kyushu-based regiments. All males reaching the age of 20 underwent an army-administered pre-induction physical examination conducted between December 1 and January 30 of the following year. This evaluation classified potential conscripts into three categories: A “suitable for active duty”, B1, and B2, while others were deemed unfit for the demands of military life. In 1935, 29.7% of those examined received A classifications, while 41.2% were graded as B1 or B2. Among the 742,422 individuals eligible for conscription in 1937, approximately 170,000 were drafted, amounting to 22.9% of the cohort; this figure had remained relatively consistent since the post-Russo-Japanese War years. Within the conscripted group, 153,000 men were classified as A and an additional 17,000 as B. Conscripts served for two years of active duty, with variations based on their military specialty and any prior civilian military training. After their discharge, they were subject to a lengthy reserve obligation. In total, 470,635 individuals fell into the B category, being otherwise fit for service but excess to the army's active personnel needs. These men were assigned to the First Replacement Pool, where they underwent around 120 days of basic military training, primarily focused on small arms usage and fundamental tactics. Regular officers and NCOs led the training in their respective regimental districts. Following their initial training, the army called these replacements and reservists to active duty annually for several days of refresher training. Army leaders regarded discipline as the cornerstone of military effectiveness. Basic training emphasized the necessity of unquestioning obedience to orders at all levels. Subsequent training focused on fieldcraft, such as utilizing terrain strategically to surprise or encircle the enemy. However, training exercises often lacked diversity due to the limited maneuver areas available in Japan, leading to predictable solutions to field problems. The training regimen was rigorous, merging strict formal discipline and regulated corporal punishment with harsh informal sanctions and unregulated violence from leaders to instill unwavering compliance to orders. As an undergrad taking a course specifically on the Pacific War, it was this variable my professor argued contributed the most to the atrocities performed by the Japanese during WW2. He often described it as a giant pecking order of abuse. The most senior commanders abused, often physically their subordinates, who abused theirs, going through the ranks to the common grunts who had no one else but civilians and the enemy to peck at so to speak. Of course there were a large number of other variables at play, but to understand that you outta join my Patreon Account over at the www.patreon.com/pacificwarchannel , where I made a fan favorite episode on “why the Japanese army performed so many atrocities”. In there I basically hit a big 10 reason list, well in depth, I highly recommend it! As the concept of the “Imperial Army” and the cult of the emperor gained prominence, appeals to imperial symbols and authority bolstered this unquestioning obedience to superiors, who were seen as the conduits of the emperor's will. It was during this period that the term kogun or “imperial army” gained favor over kokugun or “national army”, reflecting a deliberate effort by military authorities to forge a direct connection between the military and the imperial throne. The 1937 Japanese infantry division was structured as a square formation, with a peacetime strength established at approximately 12,000 officers and men organized into two brigades, each comprising about 4,000 personnel, formed from two infantry regiments, about 2,000 men each. The division included a field artillery regiment, an engineer regiment, and a transport battalion as organic units. Each infantry regiment was composed of three battalions, approximately 600 men each, which contained three rifle companies, 160 men each and a weapons platoon. A rifle company consisted of three rifle platoons and one light machine gun platoon. Regiments also included infantry assault gun platoons, and battalions contained a heavy machine gun company. Upon mobilization, a fourth infantry company augmented each battalion, along with reserve fillers, nearly 5,000 personnel assigned as transport and service troops, raising the authorized wartime strength of an infantry division to over 25,000 officers and men.  Reforms implemented in 1922 reduced personnel numbers in favor of new and improved weapons and equipment. Among these advancements, the 75 mm Type 90 field artillery piece, which boasted increased range and accuracy, was integrated into the forces in 1930, along with the 105 mm Type 10 howitzer and 75 mm pack mountain artillery which could be disassembled for transport using pack animals. These became standard artillery components for divisions. The emphasis on light, mobile, and smaller-caliber field artillery enabled swift deployment during fast-moving engagements. By minimizing the size of the baggage train, infantry and artillery units could quickly set up off the march formation and maneuver around enemy flanks. Army leaders further streamlined road march formations by eliminating the fourth artillery battery from each regiment, thus sacrificing some firepower for enhanced speed and mobility. Heavier artillery pieces were still used in set-piece battles where mobility was less critical. In a typical 1936 division, the field artillery regiment, equipped with Type 90 field artillery or lighter Type 94 mountain artillery, had thirty-six guns. Training focused on quality rather than quantity, reflecting the conservative doctrine of “one-round-one-hit”. Live-fire training was infrequent due to the scarcity of artillery firing ranges in Japan. Ammunition stockpiles were inadequate for anticipated operational needs; government arsenals produced over 111,000 artillery shells in 1936, which was fewer than one-tenth of the quantities specified in wartime consumption tables. Similar industrial shortcomings also hampered advancements in motorization and armor. Motorization proved costly and relied on foreign supply, presenting challenges given the inferior road networks in Manchuria, northern China, and the Soviet Far East. Military estimates suggested a need for 250,000 trucks to fully motorize the army, a goal beyond the capabilities of the nascent Japanese automotive industry, which produced fewer than 1,000 cars annually until 1933. Japanese tanks, described as “handcrafted, beautifully polished, and hoarded” by Alvin Coox, suffered from shortages similar to heavy artillery and ammunition. The army prioritized light weighing ten tons or less and medium tanks sixteen tons or less due to the necessity of deploying armor overseas, size and weight were crucial for loading and unloading from transport ships. Smaller tanks were also more suitable for the terrains of northern China and Manchuria, as they could traverse unbridged rivers using pontoons or ferries. The Japanese industrial base, however, struggled to mass-produce tanks; by 1939, factories were producing an average of only twenty-eight tanks of all models per month. Consequently, in 1937, foot soldiers remained as reliant on animal transport for mobility as their ancestors had been during the Russo-Japanese War. Despite enjoying technological and material superiority over disorganized Chinese forces, these deficiencies in heavy artillery, armor, and vehicles would prove catastrophic against more formidable opponents. Another significant factor constraining Japanese industry's capacity to produce tanks, trucks, and artillery was the 1936 decision to expand the army's air wing and homeland air defense network. This policy diverted resources, capital, and technology away from the army's ground forces. The nascent Japanese Army Air Force or “JAAF” aimed to support ground operations through reconnaissance, bombing enemy bases, and achieving air superiority. However, direct support for ground operations was limited, and Japanese military planners did not anticipate that aerial bombardment could supplement or replace artillery bombardments. The expanded air arm's strategic mission centered on executing preemptive air strikes against Soviet air bases in the Far East to thwart potential air attacks on Japan. By the mid-1930s, the army had approximately 650 aircraft, roughly 450 of which were operational. The JAAF emphasized rigorous training that prioritized quality over quantity, producing only about 750 pilots annually up until December 1941. Basic flight skills were developed through this training, while specialized tactical instruction was deferred to newly established pilot units. According to logistics doctrine, Japanese maneuver units typically operated within a 120 to 180-mile radius of a railhead to facilitate resupply and reinforcement. A field train transport unit was responsible for moving supplies daily from the railhead to a division control point for distribution. The division established a field depot to manage the transfer of supplies from field transport to company and lower-echelon units. At the depot, transport troops would hand over supplies to a combat train that ferried ammunition, rations, and equipment directly to frontline units. Horse-drawn wagons and pack animals were the primary means of transportation. Each wartime division included a transport battalion, which varied in size from approximately 2,200 to 3,700 personnel, depending on the type of division supported. The division typically carried enough supplies for one day. Upon mobilization, the logistical framework was reinforced with the addition of an ordnance unit, a field hospital, a sanitation unit, and additional field and combat trains. The size of the transport regiment grew from around 1,500 officers and men with over 300 horses to nearly 3,500 troops and more than 2,600 animals. In the battalion, one company generally transported small-arms ammunition while two companies handled artillery shells and two others carried rations; this arrangement was flexible based on operational needs. Pack horses and dray horses were assigned to each company to carry or tow infantry assault artillery, mortars, artillery ammunition, and rations. Infantry soldiers carried minimal rations, approximately two and a half pounds, primarily rice, along with tinned condiments and salt. Consequently, the field train included a field kitchen stocked with fresh vegetables, rice or bread, soy sauce, and pickles. Each evening, a forward echelon train distributed supplies received from the field transport unit to the combat unit's bivouac area. When combat seemed imminent, a section of the transport battalion would move forward to deliver essential combat supplies, ordnance, equipment, medical supplies, directly to frontline units. These units would also handle resupply, medical evacuation, and repair of ordnance and equipment once fighting commenced.  On the evening of September 18, 1936, the fifth anniversary of the Manchurian Incident, Chinese troops from the Twenty-Ninth Army clashed with Japanese soldiers from the Seventh Company's rear-guard medical unit at Fengtai. When a Japanese officer arrived on horseback, a Chinese soldier struck his horse, prompting the Chinese troops to retreat to their barracks. Major Ichiki Kiyonao, the battalion commander, ordered an emergency assembly, surrounded the Chinese encampment, and demanded that Chinese authorities surrender the aggressors immediately. To defuse the situation, Major General Kawabe Masakazu, the brigade commander and Ichiki's superior, instructed Regimental Commander Mutaguchi to resolve the incident swiftly. Mutaguchi negotiated an agreement that required the Chinese to apologize, punish those responsible, withdraw from the vicinity of the Japanese barracks, and maintain a distance of two miles. Although Mutaguchi and Ichiki wanted to disarm the Chinese forces, they ultimately complied with Kawabe's wishes and allowed the Chinese to retain their weapons “in the spirit of Bushido.” Later, the Chinese claimed the Japanese had refrained from disarming them due to their fear of the strength and influence of the 29th Army. This insult infuriated Mutaguchi, who vowed not to make any further concessions and promised to eliminate the anti-Japanese provocateurs decisively if another incident occurred. He warned his officers against allowing an “overly tolerant attitude toward the Chinese” to undermine the prestige of the imperial army and emphasized the need for swift, decisive action to prevent such incidents in the future. Tensions were further exacerbated by large-scale Japanese field exercises conducted from late October to early November. These maneuvers, the largest ever executed by Japanese forces in China, mobilized about 6,700 active-duty and reserve troops for a series of complex battle drills, night maneuvers, and tactical field problems. During these exercises, Japanese troops were quartered in Chinese homes. Although local residents were compensated for any damage caused, the exercises nonetheless heightened tensions between the two sides. The fallout from the Suiyuan Fiasco in December 1936, coupled with a tumultuous summer and fall, led to rising anti-Japanese sentiment and prompted Tokyo to caution the Kawabe brigade against actions that might escalate the already precarious situation. In March 1937, during the annual personnel assignments, Ishiwara was promoted to major general and appointed chief of the 1st Department Operations of the General Staff. However, Army Vice Minister Umezu, a hardliner regarding China and a rival of Ishiwara, successfully maneuvered the Hayashi cabinet into approving the command choices for army and navy ministers, overriding Ishiwara's proposals. General Sugiyama Hajime, another hawk on China, replaced the terminally ill General Nakamura Kotaro as army minister shortly after Nakamura's appointment and remained in that position until June 1938. Lieutenant General Imai Kiyoshi, army vice chief of staff and an Ishiwara supporter, was also battling a terminal illness that rendered him largely ineffective during his short five-month tenure from March to August 1937. Imai was expected to play a crucial role in high command because the army chief of staff, Prince Kan'in, had been appointed in 1931 as a figurehead due to internal factions preventing agreement on a candidate. Ishiwara further complicated his conciliatory approach by selecting Colonel Muto Akira, a known hardliner who believed force was the only means to resolve the Japan-China conflict, for the vital position of chief of Operations Section within the General Staff. From Kwantung Army headquarters, Commanding General Ueda Kenkichi and his chief of staff, Lieutenant General Tojo Hideki, advocated for a preemptive war against China to serve the Kwantung Army's interests. In contrast, the China Garrison Army, under Lieutenant General Tashiro and his chief of staff, adopted a more moderate stance, aligning with central headquarters' policy of restraint. The China Garrison Army estimated the 29th Army to consist of 15,000–16,000 troops, with its main strength centered around Peking and an additional 10,000 troops in the surrounding area. Starting in spring 1937, Japanese units began observing tactical indicators suggesting that the Chinese were preparing for war. These indicators included increased guard presence at Peking's gates in June, bolstering units near the Marco Polo Bridge to over two battalions, preparing new fighting positions, digging trenches and constructing concrete pillboxes near the Marco Polo Bridge, infiltrating agents into Japanese maneuver areas for intelligence on night tactical exercises, and heightened strictness among Chinese railroad guards evident since late June. Nevertheless, the Japanese commanders did not view China as a formidable opponent. They believed that Chinese armies would quickly disintegrate due to what they perceived as a lack of fighting spirit and ineffective leadership. By 1937, Japan's national policy was shifting away from the persistent and aggressive efforts of field armies to undermine Chinese political authority in northern China toward a more conciliatory stance. This shift resulted in increased tensions between field armies and the General Staff in Tokyo, leading to substantial fractures among senior officers regarding the “solution” to their so-called China problem. Those tensions broke the camels back that year.  I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. The Japanese grossly underestimated their enemy and their own logistical capabilities. There was to say “too many cooks in the kitchen” of the Japanese military and competing visions ultimately were leading Japan and China into an official full blown war. Japan assumed they could bully China until it was so fragmented it would be a simple matter of grabbing the pieces it liked, that was not to be the case at all.   

Group Captain Ajay Kumar Ahlawat (Retd.) is a distinguished former fighter pilot of the Indian Air Force (IAF), with a service career spanning over two decades.During his tenure, Group Captain Ahlawat held several key positions, including serving as the Commanding Officer of the Operational Conversion Unit at Air Force Station Kalaikunda from July 2014 to March 2016. He also completed a staff course at the Air Command and Staff College in Montgomery, Alabama, in December 2011.Following his retirement, he transitioned into the technology sector and is currently the Chief Operating Officer at NuChain, a blockchain infrastructure company. In this role, he focuses on integrating Web3 technologies into enterprise and government applications.

The U.S. Army War College (USAWC) recently hosted its 2025 Homeland Defense Symposium, gathering experts to tackle the complex issues of defending the homeland. A key focus was clarifying the difference between Homeland Security (law enforcement and emergency response) and Homeland Defense (military protection against external threats). Bert Tussing, Director of the Homeland Defense and Security Issues Group at the USAWC's Center for Strategic Leadership, joined host Ron Granieri in the studio to discuss the major themes of the symposium. Participants emphasized the importance of preparedness, highlighting that future conflicts are likely to reach U.S. soil. The discussions emphasized the need for a whole-of-society approach, integrating not just federal agencies but also state and local governments, the private sector, and the general public into defense strategies. The term homeland defense may be unfamiliar to many listeners more accustomed to the phrase Homeland Security. These differences are significant even if the policies are intended to be complementary. Bert Tussing is Director of the Homeland Defense and Security Issues Group at the U.S. Army War College's Center for Strategic Leadership (CSL). He joined CSL in October 1999, following nearly 25 years in the United States Marine Corps. He is a distinguished graduate of both the Marine Corps Command and Staff College and the Naval War College and holds master's degrees in National Security Strategy and Military Strategic Studies. In May of 2014 he was awarded an honorary doctorate in Humane Letters by Northwestern State University in recognition of his work in Homeland Security, Homeland Defense and Educational initiatives surrounding those topics. The views expressed in this presentation are those of the speakers and do not necessarily reflect those of the U.S. Army War College, U.S. Army, or Department of Defense. Photo Description: A fervent advocate for issues of homeland defense and security, Professor Bert Tussing, Director of the Homeland Defense and Security Issues Group at the U.S. Army War College's Center for Strategic Leadership, recently gave a lecture titled "Evolving Direction of Homeland Defense" to the USAWC class of 2025. Photo Credit: U.S. Army War College

On Today's Episode – Mark and Matt dive into the day's topics including how Gavin Newsome paid for his own statue in City Hall among other things.We hop right over to returning guest Retired Colonel Rob Maness (Bio Below). We continue the chat about how the Left is trying to normalize EVERYTHING, and use our tax dollars to do it. Tune in for all the fun@robmaness - X@colrobmanesshttps://www.robmaness.com/Retired Colonel Rob Maness has a lifelong record of dedicated service to the nation. As a 17-year-old high school senior, he decided to enlist in the United States Air Force and serve in uniform as the country faced multiple crises around the world.Having worked his way up from the enlisted ranks to full colonel, he retired from active duty in 2011, ending his military service of more than 32 years. Following military retirement Rob returned to Louisiana to work as an executive in a Fortune 500 energy corporation. He is currently founder and the owner of Iron Liberty Group and resides in Gulfport, Mississippi.Rob has proven his competence at the local, state, and federal levels of government with his demonstrated leadership and effectiveness as a steward of our citizen's tax dollars. He has broad experience working at the Louisiana State Legislature, in the national budget process, national emergency response decision-making, law enforcement, successful community relations with governments at all levels, and working directly with citizens to meet today's challenges. He has provided direct, executive oversight to local schools in coordination with elected school boards, working to make them secure and more effective to meet the needs of America's military children. His leadership and combat experiences give him a unique perspective when considering how national action impacts our American families.During his military service, Colonel Maness led numerous combat operations, including as a bomber squadron commander in Enduring Freedom and Iraqi Freedom. Colonel Maness served as an enlisted bomb disposal technician in three assignments countering terrorism before being commissioned and selected for flight training. As a Joint Chiefs of Staff operations officer he was on duty in the National Military Command Center located within the Pentagon during the September 11, 2001 attack. In the ensuing months, he directly assisted the United States national security team with creating, synchronizing, and executing the campaign plan for the global war on terrorism. Colonel Maness authored the first theater nuclear war plan and designed decision-making tools for the Presidential nuclear decision handbook strengthening U.S. extended strategic deterrence policy in European and Pacific regions. Colonel Maness served as the Vice Commander of America's largest Airborne Intelligence Wing conducting strategic and battlefield intelligence, surveillance, and reconnaissance operations against America's enemies. He went on to command Kirtland Air Force Base, Albuquerque, NM, the sixth largest U.S. Air Force Base encompassing 53,000 acres and 22,000 employees, housing our nation's most critical assets.After running for the U.S. Senate on this America First Platform, Rob founded GatorPAC and its Veterans Leadership Fund, a Federal political action committee. The PAC educates grass roots political activists on the most effective ways to influence their elected officials, get a candidate elected, or to fight for a cause. It advocates for policies that protect your liberty, fight for limited government, and ensure prosperity. He has also served as a board member at Military Veterans Advocacy, Inc., a veteran's advocacy group fighting for veteran toxic exposure benefits, committed to preventing veteran suicides, and ensuring military families have equal access to benefits. He has served as a non-voting board member of the Albuquerque Chamber of Commerce and Hispano Chamber of Commerce in his role as Commander of Kirtland AFB. As president of his local chapter of the Military Officers Association of America, he led a team that created an annual scholarship fund for graduating high school students. Rob is a Life Member of the NRA, Veterans of Foreign Wars, the American Legion, Disabled American Veterans, and the Military Officers Association of America.He is also a member of the Louisiana Military Order of Foreign Wars and the Society of the Sons of the Revolution. Active in the community, Rob served as an elected member of the Republican Party Executive Committee representing St. Tammany Parish Council District 1 for two terms and served on the board of the only Republican Men's Club in Louisiana. He Currently serves on the Harrison County and Gulfport Mississippi GOP Executive committees.Rob graduated Cum Laude at the University of Tampa and holds master's degrees from Harvard University's Kennedy School, the Air Command and Staff College, and the US College of Naval Warfare.His military awards and combat decorations include the Legion of Merit, the Bronze Star and Air Medal.Rob is married to the former Candy Smith. They have five children, including three sons serving in the military (one former US Navy, one former US Army guardsman, one active US Air Force), and five grandchildren. They are members of the Baptist Church.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Adam chats with Tom Ruby in this bonus episodeIn this episode, we discuss:The natural virtue of living on landWhat is localism?How can localism help with evangelizationThe importance of having and being a mentorThe beauty of hospitalityAbout the guest:Tom Ruby is CEO of Bluegrass Critical Thinking Solutions, a business and leadership consulting firm. He is a retired Air Force Colonel who served 26 years on active duty in positions from Squadron Intelligence Officer, to Chief of Special Programs for the Air Force Materiel Command where he oversaw a $3 Billion annual portfolio of classified programs. He was Associate Dean of the Air Command and Staff College where he developed exchange programs with the NATO School, the French École Militaire, the German General Staff College and Poland's National Defense University. He served on General Petraeus' Joint Strategic Assessment Team as well as in three combat deployments. He earned a PhD in Political Science from the University of Kentucky, and actively mentors graduate students and aspiring business leaders. He is widely published and speaks globally on topics from critical thinking, to leadership, to strategy, to morality in warfare.Download the Exodus 90 app today and join us for the January 20th, 2025 start date!Support Us on PatreonBecome a Patron! Over 40 interviews, a course with Karlo Broussard, a 10-part series on the domestic church, a course on fitness and virtue by Pat Flynn, and free thank-you gifts for supporting the show!Click here to joinJoin Our 2025 PilgrimageSelect International Tours in the best in the business. We are planning on a 2025 pilgrimage. Click here so you won't miss it. Living Beyond Sunday: Making Your Home a Holy PlaceOur new book is available for pre-order from Ascension Press!“I love this book. It provides wise counsel with beautiful simplicity. So, if you are looking to safeguard your family life from the wiles of the enemy and encourage your spouse and children to become the saints God is calling them to be, this is a book for you.” – Fr Gregory PineHome life can be difficult and busy, and it's easy to get distracted from the point of it all: raising a family of saints.In Living Beyond Sunday: Making Your Home a Holy Place, two married couples share what has helped them make their homes a place of encounter with God–a place where saints are being made.Want to help The Catholic Man Show?By giving us a rating on iTunes, it helps others find the show.Want to say up with The Catholic Man Show? Sign up for our mailing list: Click HereLooking for a prayer to pray with your wife? Check this blog out.Are you getting our emails? Sign up for our newsletter where we give you all bacon content – never spam.SIGN UP HERE:

fWotD Episode 2840: Ragnar Garrett Welcome to Featured Wiki of the Day, your daily dose of knowledge from Wikipedia’s finest articles.The featured article for Wednesday, 12 February 2025 is Ragnar Garrett.Lieutenant General Sir Alwyn Ragnar Garrett, (12 February 1900 – 4 November 1977) was a senior commander in the Australian Army. He served as Chief of the General Staff (CGS) from 1958 to 1960.Born in Western Australia, Garrett graduated from the Royal Military College, Duntroon, in 1921. He was adjutant and quartermaster in several regiments of the Australian Light Horse before undertaking staff training in England, which he completed just as the Second World War broke out. Garrett joined the Second Australian Imperial Force soon afterwards, and commanded the 2/31st Battalion in England before seeing action with Australian brigades in Greece and Crete in 1941. Promoted to colonel the following year, he held senior positions with I Corps in New Guinea and II Corps on Bougainville in 1944–1945. He was appointed a Commander of the Order of the British Empire for his staff work.After the war, Garrett served two terms as commandant of the Staff College, Queenscliff, in 1946–1947 and 1949–1951. Between these appointments he was posted to Japan with the British Commonwealth Occupation Force. Promoted to major general, he took charge of Western Command in August 1951, and became Deputy Chief of the General Staff in January 1953. He took over Southern Command as a lieutenant general in October 1954, and was appointed a Companion of the Order of the Bath in 1957. As CGS from March 1958, Garrett focused on rearmament and reorganisation, initiating the Army's short-lived restructure into a "pentropic" formation. He was knighted in 1959. After retiring from the military in June 1960, Garrett became honorary colonel of the Royal Australian Regiment, and was principal of the Australian Administrative Staff College until 1964. He died at Mornington, Victoria, in 1977.This recording reflects the Wikipedia text as of 00:48 UTC on Wednesday, 12 February 2025.For the full current version of the article, see Ragnar Garrett on Wikipedia.This podcast uses content from Wikipedia under the Creative Commons Attribution-ShareAlike License.Visit our archives at wikioftheday.com and subscribe to stay updated on new episodes.Follow us on Mastodon at @wikioftheday@masto.ai.Also check out Curmudgeon's Corner, a current events podcast.Until next time, I'm standard Ivy.

I want to introduce you to our guest this time, Fred Dummar. I met Fred through Susy Flory who helped me write Thunder Dog. Fred is taking a class from Susy on writing and is well along with his first book. I look forward to hearing about its publishing sometime in 2025.   Fred hails from a VERY small town in Central Nevada. After high school Fred went to the University of Nevada in Reno. While at University, Fred joined the Nevada National Guard which helped him pay his way through school and which also set him on a path of discovery about himself and the world. After college Fred joined the U.S. army in 1990. He was accepted into the Special Forces in 1994 and served in various locations around the world and held ranks from Captain through Colonel.   Fred and I talk a fair amount about leadership and how his view of that subject grew and changed over the years. He retired from the military in 2015. He continues to be incredibly active serving in a variety of roles in both the for profit and nonprofit arenas.   I love Fred's leadership style and philosophy. I hope you will as well. Fred has lots of insights that I believe you will find helpful in whatever you are doing.       About the Guest:   Colonel (Retired) Fred Dummar was born and raised in the remote town of Gabbs, Nevada. He enlisted in the Nevada National Guard in 1986 and served as a medic while attending the University of Nevada. He was commissioned as an Infantry Officer in the U.S. Army in April 1990.   Fred was selected for Special Forces in 1994 and went on to command at every level in Special Forces from Captain to Colonel. He trained and deployed in many countries, including Panama, Venezuela, Guyana, Nigeria, Zambia, Botswana, Malawi, Mozambique, Namibia, Iraq, and Afghanistan. Most notably, Col Dummar participated in the liberation of Kurdish Northern Iraq in 2003, assisting elements of the Kurdish Peshmerga (resistance fighters) with the initial liberation of Mosul.   Colonel Dummar's last tour in uniform was as the Commander of the Advisory Group for Afghan Special Forces from May 2014 to June 2015. Immediately after retiring, he returned to Afghanistan as a defense contractor to lead the Afghan Army Special Operations Command and Special Mission Wing training programs until May 2017.   Beginning in 2007 and continuing until 2018, Fred guided his friend, who was blinded in Iraq, through 40 Marathons, several Ultra marathons, climbing Mount Kilimanjaro, running with the bulls in Pamplona, and a traverse of the Sahara Desert to raise funds and awareness for Special Forces Soldiers. He personally ran numerous Ultramarathons, including 23 separate 100-mile runs and over a hundred races from 50 miles to marathon.   Fred graduated from the U.S. Army Command and Staff College and the U.S. Army War College with master's degrees in military art and science, strategy, and policy. He is currently pursuing a Doctoral Degree in Organizational Psychology and Leadership.   Since retiring from the Army in 2015, Fred has led in nonprofit organizations from the Board of Directors with the Special Forces Charitable Trust (2015-2022) as the Chief of Staff for Task Force Dunkirk during the evacuation of Afghan Allies in August 2021, as a leadership fellow with Mission 43 supporting Idaho's Veterans (2020-2023), and as a freshwater advocate with Waterboys with trips to East Africa in 2017 and 2019 to assist in funding wells for remote tribes.   Fred has led in the civilian sector as the Senior Vice President of Legacy Education, also known as Rich Dad Education, from 2017-2018 and as the startup CEO for Infinity Education from 2021-2022, bringing integrity and compassion to Real Estate Education. Fred continues investing in Real Estate as a partner in Slate Mountain Homes, Idaho and trains new investors to find, rehab, and flip manufactured homes with Alpine Capital Solutions.   Fred is married to Rebecca Dummar, and they reside in Idaho Falls, Idaho, with three of their children, John, Leah, and Anna. Their daughter Alana attends the University of Michigan.   Ways to connect with Fred:   Here is a link to my webpage - https://guidetohuman.com/ Here is a link to my Substack where I write - https://guidetohuman.substack.com/   About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:21 Well, hi everyone, and welcome to another edition of unstoppable mindset where inclusion diversity and the unexpected meet, but it's more fun to talk about unexpected than inclusion or diversity, although it is relevant to talk about both of those. And our guest today is Fred Dummar. It is pronounced dummar or dumar. Dummar, dummar, see, I had to do that. So Fred is a person I met Gosh about seven or eight months ago through Susy Flory, who was my co author on thunder dog, the story of a blind man, his guide dog and the triumph of trust at ground zero. And Susy introduced us because Fred is writing a book. We're going to talk about that a bunch today, and we'll also talk about Fred's career and all sorts of other things like that. But we've had some fascinating discussions, and now we finally get to record a podcast, so I'm glad to do that. So Fred Dummar, welcome to unstoppable mindset.   Fred Dummar ** 02:22 Yeah, no. Thanks for having me. Michael, yeah, we've had some some interesting discussions about everything unstoppable mind and blindness and diversity. And yeah, it's good to be on here.   Michael Hingson ** 02:34 Yeah. And one of the things I know that you have done is ran with a blind marathoner, and I'm anxious to hear about that, as well as what an ultra marathon is. We'll get to that, however. But why don't we start by you may be talking a little bit about kind of the early freight growing up and all that you grew up in, in Nevada, in a in a kind of remote place. So I'm going to just leave it to you to talk about all   Fred Dummar ** 02:57 that. Yeah, Michael, so, and actually, that's part of my, part of my story that I'm writing about. Because, you know, obviously, where we're from forms a large basis of how we sometimes interact with the world. And I came from a very remote town in Nevada. It's dying, by the way. I'm not sure how long that town will be with us, but, yeah, being from a small town where, you know, graduating class was 13 kids, and it's an hour to the closest place that you could watch a movie or get fast food, those types of things, it's definitely a different type of childhood, and much one, much more grounded in self reliance and doing activities that you can make up yourself, right? Instead of being looking for others to entertain you.   Michael Hingson ** 03:50 Yeah, I hear you. So what was it like growing up in a small town? I grew up in Palmdale, California, so it was definitely larger than where you grew up, we had a fairly decent sized High School senior graduating class. It wasn't 13, but what was it like growing up in that kind of environment?   Fred Dummar ** 04:12 Yeah, it was. It was one where you know, not only did you know everybody, everybody else knew you, and so you could pretty much count on anyone in the town for for assistance or, or, you know, if, I guess, if you were on the house for not, not assistance, so, but no, it was. It was a great place to have many, many, many friends from there. But it was, certainly was an adjustment, because I think growing up, there are our sort of outlook on life for us, you know, certainly from the people that that ran our high school and the other adults, most people were seen as, you know, your life after high school would be going to work at one of. The mines, or going to work on one of the, you know, family cattle ranch or something like that. So making the jump from there to, you know, even a few hours away to Reno, you know, to start at the University of Nevada, that was a big it's a big jump from for me, and because the school is so small, I ended up graduating from high school when I was 16, so I barely had a driver's license, and now I am several hours away and Reno, Nevada, going to the university. And, you know, quite an adjustment for me.   Michael Hingson ** 05:32 It's interesting. A few days ago, I had the opportunity to do a podcast episode with someone who's very much involved and knows a lot about bullying and so on, and just listening to you talk, it would seem like you probably didn't have a whole lot of the bully type mentality, because everyone was so close, and everyone kind of interacted with each other, so probably that sort of stuff wasn't tolerated very well. Yeah,   Fred Dummar ** 05:59 it was, it was more so outsiders. I mean, kids that had grown up there all sort of, you know, knew where they were or weren't in the pecking order. Things and things sort of stayed kind of steady stasis, without a lot of bullying. But yeah, new kids coming in. That's where you would see for me, from my recollection of growing up to that's where, you know, I remember that type of behavior coming out when, when you know, a new kid would come into the town,   Michael Hingson ** 06:31 was it mainly from the new kids or from the kids who are already there?   Fred Dummar ** 06:34 From the kids? Sometimes it was the integration, right? Some people integrate into new environments better than others. And you know, generally, no problems for those folks. But some, you know, it takes a bit more. And in a place like that, if you're you know, if you're seen as different, so you know to your theory on or your you know the topics you cover on diversity and inclusion. Sometimes when you're the one that that looks different or acts different in an environment like that, you definitely stick out, and then you become the target of of bullying.   Michael Hingson ** 07:10 What? What happens that changes that for a kid? Then, you know, so you're you're different or in one way or another. But what happens that gets kids accepted? Or do they?   Fred Dummar ** 07:21 Yeah, I don't know. I think, I think it's learning to embrace just who you are and doing your own thing. I think if you know, if you're trying to force yourself into an environment that doesn't want to accept you, I'm not sure that that's ever an easy battle for anyone. But just being yourself and doing your own thing. I think that's, that's the way to go, and that's certainly, you know, what I learned through my life was I wasn't one of the kids that planned on staying there and working in the mind, and I wasn't, you know, my family was, you know, at that point, my mom and dad owned the, the only grocery store in town, and I certainly wasn't going back to run the family business. So, you know, look, looking for a way, you know, for something else to do outside of that small town was certainly number one on my agenda, getting out of there. So being myself and and learning to adapt, or, as you know the saying goes, right, learning to be instead of being a fish in a small pond, learning to be a fish in a much larger pond,   Michael Hingson ** 08:27 yeah, well, and there's, there's a lot of growth that has to take place for that to occur, but it's understandable. So you graduated at 16, and then what did you do after   Fred Dummar ** 08:38 my uh, freshman year at college, which I funded by, you know, sort of Miss, Miss misleading people or lying about my age so that I could get a job at 16 and working construction and as an apprentice electrician. And that funded my my freshman year of college. But, you know, as as as my freshman year was dragging on, I was wondering, you know, hey, how I was going to continue to fund my, you know, continued universe my stay at the university, because I did not want to go, you know, back back back home, sort of defeated, defeated by that. So I started looking into various military branches of military service, and that's when it happened upon the National Guard, Nevada National Guard, and so I joined the National Guard. And right after, you know, I think it was five days after I turned 17, so as soon as I could, I signed up, and that summer after my freshman year, I left for training for the National Guard. Missed first semester of my sophomore year, but then came back and continued on with my university studies using, you know, my the educational benefits that came from being in the National Guard.   Michael Hingson ** 09:55 So you're in the National Guard, but that wasn't a full time thing, so you were able to go back and. Continue education. Yeah,   Fred Dummar ** 10:01 it was, you know, it's a typical one weekend a month, one weekend a month for duty. Typically, we would go in on a Friday night, spend Saturday and Sunday for duty. So we get a, you know, small check for that. And then we were also allowed to draw, you know, the GI Bill and the state of Nevada had a program at the time where you didn't get paid upfront for your classes, but at the end of every semester, you could take your final report card and for every class, for every credit that you had a C or higher, they would reimburse you. So yeah, so they were essentially paying my tuition, and then, you know, small stipend every month from the GI Bill. And then, you know, my National Guard check, so and in the 80s, you know, when I was going to school, that that was enough to keep, you know, define my education. And where did you go to school? At the University of Nevada in   Michael Hingson ** 10:59 Reno, in Reno, okay, yeah, so, so you kind of have ended up really liking Reno, huh?   Fred Dummar ** 11:07 Yeah, I, yeah. I became sort of home city. Obviously, no one would ever really know where. You know, if I would have mentioned that I grew up in a town called gaps, most people would, you know, not, not really understand. I sometimes, if they're, you know, press and say, hey, you know, where are you really? Because, you know, often say, Hey, I went to school in Reno. If they say, where did you grow up? I'll, you know, it's a longer conversation. I'll be like, okay, so if you put your finger, like, right in the middle of Nevada, in the absolute middle of nowhere, that's where I grew up.   Michael Hingson ** 11:40 Well, you know, people need to recognize and accept people for who they are, and that doesn't always happen, which is never fun, but Yeah, gotta do what you can do, yes, well, so Reno, on the other hand, is a is a much larger town, and probably you're, a whole lot more comfortable there than you than you were in Gabs, but that's okay. So yeah, so you went to the university. You got a bachelor's, yep, and then what did you do?   Fred Dummar ** 12:11 Yeah. Well, so along the way, while I was in the National Guard, you know, being a medic, right? I was convinced by a lieutenant that met me. I was actually doing the physical, because it was one of the things our section did when I was first in, you know, we gave the medical physicals, and this lieutenant said, you know, you should come transfer our unit. The unit was an infantry unit, and I became their only medic. And so that was much better than working in a medical section for a helicopter unit where I'd been and and the lieutenants, you know, said that I should consider joining ROTC, since I was already going to the university. So I did in my junior year, started the Reserve Officer Training Corps there at the University of Nevada. And so when I graduated college in the winter of 89 I accepted a commission into the army. So then a few months later, I was, I was off on my my Grand Army adventure,   Michael Hingson ** 13:11 alright, and then what did you do?   Fred Dummar ** 13:15 So, yeah, that was, you know, because it was an infantry Lieutenant went to Fort Benning, Georgia, and I believe now the army calls it fort Moore, but yeah, I trained there for about a year, doing all of the tasks necessary to become an infantry officer. And then I went down to Panama, when the US still had forces in the country of Panama. And I spent two and a half years down there was that past mariega, yeah, right after, because I had graduated from college in December of 89 while operation just caused to get rid of Noriega was happening. So year after my infantry training, I sort of ended up in Panama, and sort of as at the time, thinking it was bad luck, you know, because if you're in the army, you know, you want to, kind of want to go where things are happening. So I'm in Panama the year after the invasion, while Saddam Hussein is invading Kuwait, and everyone else is rushing to the desert, and I'm sitting in the jungle. So, you know, as a as a young person, you start to think, you know, oh, you know, hey, I'm missing. I'm missing the big war. I should be at the war, you know. So that was an interesting take, not what I would have now, but you know, as a young man,   Michael Hingson ** 14:31 what caused you to revise that view, though? Or time,   Fred Dummar ** 14:37 yeah, yeah. Just, just time. And, you know, later in life, you know, after, uh, serving combat rotations in Iraq and Afghanistan, I realized it wasn't something one needed to rush towards,   Michael Hingson ** 14:48 really quite so bad, where you were, yeah. So,   Fred Dummar ** 14:52 yeah, I spent a couple years in Panama, then I came back to Fort Benning, uh, Fort Moore, and worked at the Army's Airborne School. So. Uh, you know, the place that teaches people how to jump out of airplanes. And I did that for for a year. So it's, it's really fun because watching, you know, watching people go through the process of of training to jump out of an aircraft, and then sort of their very first time on an aircraft might takes off, and you can see the, you know, sort of the realization that they're not going to land with the plane for the first time in their life. You know, they're they're not going to be in the plane when it lands. That's always, you know, it's always a good time. And then, of course, when you know, then there's another realization, moment when the doors pop open right, and the doors, doors on the aircraft are opened so the jump masters can start making checks, you know, and out, yeah, and they're looking, you know, their eyes get larger and larger, you know, as as preparations for the jump. You know, when they're stood up and they're hooked up inside the aircraft, and then finally, you know, told to exit. Yeah, it's interesting. And during the time when I worked there, that's when I was eligible, because I was a senior lieutenant at that time, that I could apply to become a Green Beret. I could go through special forces training if I was selected. So I left from Fort Benning, I went up to Fort Bragg, now fort liberty, and went through the selection, Special Forces Assessment, selection, and was selected to become a Special Forces soldiers that I went to Fort Bragg, you know, spent the year or so becoming qualified to be a special forces team leader, and then the next I spent the next 20 years of my Army career in various units at at Fort liberty, and third Special Forces Group, Special Forces Command, seven Special Forces Group, Special Operations recruiting, just, you know, bouncing around in different assignments and then, but obviously during that time, 911, happened, and you know, was on the initial invasion in 2003 up in, up into the north. We were flying in from Romania, you know, before the war started. And so being there during that phase of the Iraq combat in Iraq, and then going to Afghanistan and and spending multiple, multiple tours and multiple years in Afghanistan. So, so   Michael Hingson ** 17:25 did you do much jumping out of airplanes?   Fred Dummar ** 17:29 Yeah, in combat, no. But over the years, yeah, I accumulated quite a few jumps. Because what, you know, every, every unit I was ever assigned to while I was in the army was always one that was, you know, airborne, which are, you know, the designation for units that jump out of airplanes. So   Michael Hingson ** 17:47 have to, yeah, yeah. Well, you're a pretty level headed kind of guy. What was it like the first time you jumped? I mean, you described what it looked like to other people. Do you think that was basically the same for you, or did you, yeah, kind of a thicker skin,   Fred Dummar ** 18:01 yeah, no, no, I think, I think that's why I was able to, you know, in large measure, that's how a lot of us are able to have empathy, right? If we've, if we've, if we've been through it, and we are able to access the memory of, okay, what was it like when I was doing it? It allows us to be, you know, more compassionate to the people that are going through it at that moment for the first time, but yeah, I can remember being in the plane, and then you know, that realization is like, hey, you know, in the pit of your stomach, I'm not, I'm not landing with this plane. And then, you know, the doors opening up, you're like, you know, kind of hey, those, I don't know what the gates of hell look like, but right now, that's that's in my mind, what, what they would look like, you know, and then going out the first time, and and then I think the second time might have been worse, because it was the anticipation of, oh, wait a minute, we're doing that again. And by the but if you do five jumps to qualify before you're given your parachute as badge, so I think by the third one, I'd come to terms with, with, with dealing and managing. You know, you know the fear of it, of leaving an airplane. And people you know often ask, you know when, when you're older and you're past the 100 jump mark, you know it's like, still, is there still fear and like, I think, I think, if there's not, I mean, then you know, there's probably something wrong with you, but, but it's not, it's nowhere near you know how it is when you know your First learning and your first learning to trust yourself and trust the equipment and trust the process. Well,   Michael Hingson ** 19:45 what you're learning a little bit along the way is to how to control fear. And you mentioned my book earlier, the one that's coming out live like a guide dog, which is all about trying to teach people to control fear, because we have so many things happen to. Us, or we think about so many things, that we develop so many fears consciously or not, that when something does unexpectedly happen to us, especially something that isn't necessarily a positive thing, we just automatically go into a fear reaction mode. And the the reality is it doesn't need to be that way you can learn to control fear, which is what we talk about in live like a guide dog, because it's important that people recognize you can learn to control fear. I would never say, Don't be afraid. Yeah, but I think you can learn to control fear, and by doing so, then you use that fear to help guide you and give you the the the the tools to really be able to move forward and focus. But most people don't really spend much time doing that. They don't learn introspection. They don't learn how to to slow down and analyze and develop that mind muscle so that later you can analyze incredibly quickly.   Fred Dummar ** 21:06 Yeah, we in the army, we call that stress inoculation, good description, you know, it's, you know, once you're, once you're, you've learned to deal with stress, or deal with, you know, stressful, fearful things. Then, you know, the next time you're you're better equipped. And that fear and that stress can be, you know, can be continually amped up. I used to laugh when I was doing Special Forces recruiting, because the you know, it would require a special physical for candidates to go get a special physical before they could come to training. And one of the boxes we would joke about was, I have no fear of heights or enclosed spaces. No everybody has those fears, is whether you can, you can manage those fears and deal with. You know, things are very uncomfortable. Well, that's   Michael Hingson ** 22:05 really it. It's all about managing. And so I'm sure that they want you to check no, that you don't have those fears when you're when you're going through. But at the same time, what you're hopefully really saying is you can manage it. Yeah,   Fred Dummar ** 22:20 that you can manage and that's why I was saying, that's why I would always laugh, because of course, everyone has those fears and but learning to deal with them and and how you deal with them, and that that's, you know, one of the things I discuss in one of the chapters of the book I'm writing is, is, you know when fear, when fear comes to You, you know, how do you deal with it and how do you overcome it? I think people are more and more recognizing you know that there are techniques through stress inoculation, you know, things like that. They'll teach you how you can overcome fear. And you know simple breathing techniques to you know, slow down your breathing and engage your brain, not just your brain stem, right? When you breathe, it fast, your brain stem is in charge, not your brain and yeah, and think your way through things, rather than just reacting as a, you know, as a frightened animal,   Michael Hingson ** 23:19 right? And it's one of the things that that, as I discuss in the book, and I talk to people about now a lot, that although I didn't realize it for many years, after September 11, I had developed a mindset on that day that said, You know what to do, because I had spent a lot of time learning what to do, how to deal with emergencies, what the rules were, and all that, and all of that just kicked in on September 11, which is as good as it could get.   Fred Dummar ** 23:45 Yeah. Well, Michael, you have a you have a distinct advantage. You had a distinct advantage a couple of them, but, but one being, you know, because you already live in a world without light in your sight, you're not dependent on that. And so another, when other people are, you know, in, you know, when I'm reading the book, I'm nodding my head knowingly, you know, as you're talking about being in the stairwell and other people being frightened, and you're just like, this is okay. This is an average, I mean, maybe unusual circumstances, but an average day for me,   Michael Hingson ** 24:21 yeah. But they side of it is, I know lots of blind people who would be just as much in fear as anyone else. It's the fact is, of course, we didn't know what was going on. Yes, September 11, a   Fred Dummar ** 24:35 bit of ignorance is bliss, right? Yeah. And   Michael Hingson ** 24:38 that was true for everyone. I had a great imagination. I could tell you that I imagine things that could happen that were a whole lot worse than in a sense, what did, but I, but I like science fiction and horror, so I learned how to imagine well, but the fact is that it isn't so much being blind that's an advantage, really. Really was the preparation. And so the result was that I had done that. And you know, of course, the airplane hit 18 floors above us on the other side of the building. So the reality is going down the stairs. None of us knew what happened. We figured out an airplane hit the building because we started smelling the fumes from burning jet fuel. But by the same token, that was all we knew. We didn't even know that tower two had been hit until, well, much later, when we got outside, colleagues saw David Frank, my colleague saw tower two was on fire, but we still didn't know what it was from. So yeah, the the fact is that blindness may or may not really be an advantage, but preparation certainly was, yeah,   Fred Dummar ** 25:43 how you reacted, how you reacted to being blind. Because, yeah, you can just, just like anything, right? You can react in in several different ways, and how you acted, how you built your life around,   Michael Hingson ** 25:54 sure. And most people, of course, just rely on reading signs. And so they also have the fear, what if I can't read the signs. What if there's smoke and all that? And again, they they build fears rather than doing the smart thing, which is just to learn what to do in the case of an emergency when you're in a building like that. But you know, it is part of what what we do talk about, and it is, it is pretty important that people start to learn a little bit more that they can control fear. I mean, we have in our in our whole world, politicians who just do nothing but promote fear, and that's unfortunate, because we all buy into it, rather than stepping back and go, Wait a minute. It doesn't need to be that way.   Fred Dummar ** 26:37 Yeah, I think the other thing, like you talked about your your preparation and training. And I always that was one of the way ways, or one of the things that brought me to ultra marathoning, you know, after my initial training in Special Forces, was, you know, if you're, if you're going to push your capacity to see, you know what you're what you're really capable of, or build, you know, build additional reserves. So, you know, if you are counted on to do something extraordinary or in extenuating circumstances, what do you really have, you know, yeah, how far can you really push yourself? And so it really brought me into the sport of ultra running, where, you know, the distances, or those distances that exceed a marathon. So a marathon being, you know, 26 miles, yeah. So the first ultra marathon is a 50k because, you know, Marathon is 42 so eight kilometers farther. And then the next, general, you know, length is 50 miles. And then there's some other, you know, 100k which is 62 miles. And then, kind of the, although, you know, now we see, see races longer, but kind of the the longest distance being 100 mile race and so, and the gold standard in 100 mile racing being, you know, for most, most courses, every course being different, but for most courses, is to finish under 24 hours, so within one one day, but to keep moving for one, you know, one entire day while, you know, while fueling yourself and and, and some people say, Well, you Know, wow, that pace doesn't seem that fast. Troy   Michael Hingson ** 28:22 yourself then and see, yeah,   Fred Dummar ** 28:24 and, like a lot of things, it doesn't, it doesn't exactly seem fast until you're factoring in, okay, but you're still gonna have to stop at some point to you, you know, relieve yourself, and you're gonna have to, you know, walk while you eat. And, you know, there's hills to climb and all these other sorts of obstacles. So, yeah, finishing under 24 hours is, you know, sort of the, you know, the standard, I guess, for the people want to achieve. And anyway, yeah, I became, for a bit there, became addicted to it. And then, so when I met Ivan, my friend, who you were talking about, who, who was, was blinded in in Iraq in 2006 when I met him, he had already been injured, and I realized that he really wanted to run marathons. He'd run one, and had to use, like, several different guides, right? You know, there were different people jumping in and out, and it really wasn't an ideal situation for him and he and he also needed someone who who wanted to do that, who would be a reliable training partner, right? Because it's not like, okay, you know, you might be able to find people that show up on marathon day. Want to run the marathon, or a few people, but, you know, day in, day out, to be training. And so I was like, Hey, this is one of those things that ends up in your path, right, that you can, maybe you can walk around it, but, but for me, when I, you know, when I saw. I was like, Okay, this was, this was something that, you know, for whatever reason, is on my path. I meant to do it. I meant to be the guy that does this. And so, yeah, we started training together. And, you know, ended up running 40 plus marathons together, you know, from London, Chicago, you know, every, every the Marine Corps Marathon, just everywhere. And, you know, summiting Mount Kilimanjaro and running with the bulls together. And then our last race was, it's often referred to as, you know, the world's toughest foot race. It's the marathon to Saab, and it's a, it's a distance race of 150 some miles across the Sahara Desert. And they break it up into stages. So on different days, some days, you run 30 miles. Some days, you know, 26 one day is a 50. I think we were at 53 miles on one of the days. But anyway, and you start the you start that race with whatever you're going to eat and whatever you're going to need, you know, in terms of gear on your back. And the only thing that's provided to you during the race is water. So, and that was our kind of, you know, he's like, I don't know how much longer I'm going to be able to run, and so I just want to do that before I stop. I stopped, right? So, but anyway, yeah, so that was how I ended up meeting my friend Ivan, and, you know, over the course of a decade and a half, we did all of these, you know, what some people think are incredibly dumb things, but, you know, sort of embracing the discomfort of training and competing to, you know, to make ourselves better, you know? Yeah,   Michael Hingson ** 31:44 so while you were in the military, I know you mentioned earlier something about doing some work in as a medic. Did you do that most of your time? Were you specializing in that? Or what?   Fred Dummar ** 31:54 No, no, that was only when I early on, when I was a soldier, I was a medic, and then when I was commissioned, I was commissioned, I was commissioned as an infantry officer, and then, and then, when it became Special Forces, you know, the officer is, sort of has, has no specialty other than leading the team. The team has medics and weapons guys and engineers and communicators and all that. But, you know, the officers sort of assigned as the as the planning the planning agent, you know, the to lead the team, rather than have any of the specialties,   Michael Hingson ** 32:30 right? And you participated long enough that you rose to the rank of colonel. Yeah, yeah, my participation   Fred Dummar ** 32:38 trophy was attaining the rank of colonel. And I would often tell people the arm don't think the army doesn't have a sense of humor. I was promoted to Colonel on April 1, so April Fool's days when, when I was promoted? And yeah, and I, after almost 30 years in uniform, retired in 2015 so I don't know that I would have went that long. But you know, they're about the middle of my career, from 1986 to 2015 you know 911 happened, and for me, it wasn't, it wasn't really a choice to to leave. Then, you know, it was like, Okay, we, you know, we have to do this. These Iraq and Afghanistan. In fact, my my very last, my last year in in uniform. I was in Afghanistan as an advisor to the Afghan commandos. And when I returned from that tour, you know, was told that, hey, I had to, I had to finally leave Fort Bragg after 20 years and and either go to, you know, the Pentagon or another headquarters. And that's when I decided to retire. Because it was like, okay, you know, if, if the wars don't need me anymore, then I, I can go home and do other things. Yeah, I can do other things. If the wars don't need me, you know, then I can probably hang it up. So   Michael Hingson ** 34:11 when did you get married? So   Fred Dummar ** 34:15 over the course of my Army career, I was divorced twice. Yeah, it's just not an easy No, it's not. It's just not an easy lifestyle. I'm not making any excuses for my own failings in that regard. But, you know, it is, it is, I think, easier to become emotionally detached from someone, especially, you know, as in my case, I think I often put the army, first, the army, my soldiers, the mission, you know, as the first on my mind. And you know, for someone else, you know that to be a pretty strong person, to sit in the back seat during that so. And I did not have any children and then, but after I retired, when went through my second and four. I met someone. And so, yeah, we were married in in 2020, and so I had a, I was able, you know, after not having children, my first son was born when I was 50. So I have a son who's, you know, four, four years old, four going on five. And then we decided that, you know, he should have someone to be with. So we were going to have a second child. And my wife had twins, so I have twin, three year old girls. So, yeah,   Michael Hingson ** 35:37 you're going to do it. You might as well go all the way, huh?   Fred Dummar ** 35:40 Yeah, and and, and I haven't, and I adopted Rebecca's older, the child that she that she had. And so now we have four children, Alana being much older, she's already finished for freshman year at the University of Michigan, and this get ready to go back to Ann Arbor and continue her studies and and then we have, you know, the small pack of humans that are still here in their pre, pre kindergarten phase. So   Michael Hingson ** 36:10 she is a a Wolverine fan, and there will ever be an Ohio State Buckeye,   Fred Dummar ** 36:18 yeah, something like that. Yeah, that rivalry is pretty intense. And, you know, never being part of a school that was, you know, in that, in that division, you know, not really realizing, well, you know, watching college football, I kind of understand the rival, all the rivalries. But once she started going to Michigan, and, you know, attending a football game there myself. And then, unfortunately, you know, we were able to go to the Rose Bowl this year, which, you know, when Michigan played Alabama. So we were able to go to that together. So, yeah, it was, it's interesting to learn that dynamic. And like, I tell her, it's like, never, never take for granted being part of a big school like that without those sorts of traditions. Absolutely.   Michael Hingson ** 37:06 Yeah, I went to UC Irvine, so we didn't really have a lot with with football, but my wife did her graduate work at USC, and I always like to listen to USC football games. I judge a lot about sports teams by the announcers they hire, I gotta say. And so we've been always so blessed out here in California, although I think that announcing isn't quite what it used to be, but we had good announcers that announced for USC out here on I think it was originally on Kx, and then it went to other stations. But anyway, when we got married, the wedding started late because a bunch of people were sitting out in their cars waiting for the end of the USC Notre Dame game. And so the wedding was 15 minutes late starting because everybody was waiting to see who was going to win the game. And I am quite pleased to say that we won, and God was on our side, as opposed to Notre Dame. And, yeah, the marriage lasted 40 years, so until she, she passed away in 2022 but I love to tell people that, you know, God clearly was on our side, especially when I tell that to my Notre Dame friends,   Fred Dummar ** 38:15 yeah, the touch touchdown, Jesus wasn't, wasn't there for them, not   Michael Hingson ** 38:19 that day. Yeah, but, but, you know, and there's college football is, is in a lot of ways, I just think so much more fun, or it has been than professional. But, you know, now a lot more money is getting into it, which is unfortunate too. Yeah,   Fred Dummar ** 38:37 I think that's caused some of the you know, teams re evaluate what they what they do happen, how they operate. And I think it's forced some of the older coaches to leave the game, yeah, because it's not the game they recognize, so not   Michael Hingson ** 38:53 what they had well. So you've been to a variety of different places. You've been a leader. And I think it's pretty clear that you really still are, but how did all the the different experiences, the different places that you went to, and all the the experiences that you participated in, how does that affect and shape your leadership style?   Fred Dummar ** 39:19 Yeah, Michael, you know, I think one of the first things, right, if you when your surface looking, and some people never go below the surface. So when you talk about things like diversity and inclusion, the things, the things that they will think about that make people divert diverse are not generally what I think about. Because, you know, when you look below the surface, you see a lot of commonalities in the human experience. You know, from my time living, living in Panama and operating in Central and South America, some countries in the in the you know, the Caribbean when I was first in special operations, and then. Obviously, I went and did some time in in Africa, some peacekeeping operations in Nigeria, some other exercises down in the south, southern countries in Africa, and then my time in Iraq and Afghanistan. People, you know, they're they come in different colors. They they have different their path to God or the universe or the higher power that they recognize that the cultural artifacts that they use may may look different, but you know, they're generally pointing if you if you can step aside from your own preconceived notions about things, you can see that they're they're just different signposts to the same God, right to the same, to the same, power to the same, to the same things, and people want the same things, you know, for their families, you know, for for security and prosperity, and you know that that sort of thing. So it's, that's where I, kind of, you know, came to my leadership philosophy, which is pretty easy to remember. It's just lead, lead with love. And you know, if you use, and I haven't tell people, doesn't really matter what denomination you are. If you read, you know, the Gospels of the New Testament purely as a leadership guide. You know it's, it's hard to find a a better leadership example than than what, what Jesus was was doing, you know, the way he was serving others the way he was leading. It's, it's, it's pretty powerful, pretty powerful stuff. And you know, even, even at the end, right during the Last Supper, when he tells people, you know, who, who's the most important is the most important person, the person sitting at the table getting ready to eat, or the person serving, you know. And of course, you as humans, you know, is based on our, you know, the way we think about the world. We think the most important person is, you know, not only the person sitting at the table, but the person at the nicest table, or the head of the table, and not the person serving. And so that was something I tried to embrace during my time in the military, and what I try and embrace now is, you know, being the person that serves others and using your position. You know, if you if, if and when you are promoted or asked to lead that, you approach it from a position of, you know, what? What can I do from this position to help other people and and just be compassionate to their actual circumstances. And that doesn't mean, you know, when people, people hear me say that they're, you know, they think, Well, that's pretty how does that reconcile with you being a Green Beret and being around, you know, a bunch of you know, meat eating savages, you know, how do you how do you reconcile that and like, well, leading with care and compassion doesn't mean you know that I'm coddling anyone, because I'm certainly not coddling anyone you know. You know, I demand high performance for myself and from from people in those positions like that. You know, when I was a member of a special forces organization, but not everybody's supposed to be doing that. And so I think recognizing the circumstances and the people and what the organization's supposed to do or and how it can care for people, I think those are things that became really, really important to me   Michael Hingson ** 43:33 well. And I think you raised some really valid points. The reality is that September 11, for example, was not a religious war, a religious event. It was a bunch of thugs who wanted to have their way with the world. But most people who truly practice the Islamic faith are the same as the rest of us, and they and they seek God just like we do, like Jewish people do and others do, and we've got to keep that in mind, but it's, it's so hard, because we mostly don't step back and evaluate that and realize that those 19 people on those four airplanes are just a bunch of thugs, pure and simple.   Fred Dummar ** 44:15 Yeah, that, yeah, that, and, and the organizations they represent, right? You know, they're, they're, they're, and they're not the only ones, right? People from of all faiths have harnessed, you know,   Michael Hingson ** 44:30 their various back to the Crusades, yeah, you know, you know, their   Fred Dummar ** 44:33 various religions have harnessed themselves up to, you know, to sway people to to hate, or to, you know, to engage in combat or whatever. So yeah, to to lump that all in. I think our, some of our responses, and then also some of the way people think, has really led it led us to a more a more divided we're. Well, then you know that are more inclusive and and you know, thinking of ourselves as one we we think of ourselves as, you know, many and different, and sometimes things that we think would bring us together or help us make things more fair, like, you know, talking about diversity and inclusion, if we aren't really thinking about what we're trying to do and what that looks like, we can end up making the world more divided and less inclusive.   Michael Hingson ** 45:34 And unfortunately, we're seeing way too much of that, and it isn't helping to do that. And hopefully at some point we'll, we'll figure that out, or we'll realize that maybe it's a little bit better, or can be a little bit better than we think. Yeah, and I know you in 2003 did a lot to help the Kurds in northern Iraq, right?   Fred Dummar ** 45:55 Yeah, that was primarily, you know, my, my experience in Iraq was, you know, before the 2003 invasion, I was in Romania with my special forces company. And, yeah, we flew into northern Iraq and linked up with a group of Kurds and from where they were at and primarily our mission, you know, at that point, nobody really knew what Saddam might do when the main offensive of, you know, conventional army, conventional Marine Corps, British, you know, other allies, started from the south towards Baghdad. What would Saddam do? Would he, you know, send his forces in the north against the Kurds to create a destabilizing effect, you know, one both killing Kurds, but causing Kurds to flee to Syria and Iran, and, you know, probably most importantly for people that were planning to Turkey, you know, to further destabilize the region. So obviously, out of a desire to protect, help protect the Kurds and help stop or prevent something like that from happening. You know, we went in a couple weeks before the actual ground war started, we were in place with the Kurds and started organizing them to to defend themselves. And do you know, take back the land that they considered theirs, because, after, you know, Desert Storm, the you know, the 90s, the 90s war against Iraq, Saddam had pushed into Kurdish territory and established, you know, what he referred to as a, you know, his, his buffer zone. And then, you know, the US had been forcing a, you know, a no fly zone up in the Kurdish areas, but the Kurds had still never been allowed to go back to some of the cities that they considered theirs. So, you know, when we got in there with them, we were able to get, you know, move currents that have been forced out of those towns moved back into their towns and and our particular sector we we cleared down to Mosul Iraq, which, you know, people in the Bible will recognize As as the city of Nineveh. Or maybe not know that, but yeah, so we were, I was able to go drive through the, you know, the biblical, the some of the remains of the, you know, city of Nineveh as we got to Mosul. And then once we were there, that was sort of when, you know, we stole the Kurdish allies that, hey, you guys can go back to go back home, and then at that point us, we're only there a few days before us conventional forces. Now this is a couple months into the war, but us conventional forces made their way up there, and, you know, started doing stabilizing the city, and it was probably best to get the Kurdish militia out of there at that point, for things between the Kurds and the Arabs continue to deteriorate. So yeah, but it was a it was a great experience for me being with the Kurds and helping them, you know, sort of move through and retake towns that they had historically lived in. And, you know, along the way we passed and were able to clear Assyrian monastery that's on one of the mountains on the route to Mosul. So some, definitely, some history along the way, history lessons along the way. I   Michael Hingson ** 49:38 had the pleasure of going to Israel last year in August, okay? And spent a day in Jerusalem, so we got to go to the Western Wall and so on. And I really appreciated, and do appreciate, the history and just the awesomeness of of being there and touching the the temple and the wall that's been there for so long. And, you know, there is so much history over there that I really wish people would more appreciate and and on all sides, would figure out how they could become better at working with each other. One of these days, there's going to have to be peace, or it's going to really get a whole lot worse, very quickly,   Fred Dummar ** 50:21 yeah, for sure. Yeah, it was. It was interesting, though, when we were there, obviously watching the various groups of, you know, Syrians, Kurds, Arabs and others that had various claims to different parts of Mosul and different parts of the area around it. So it's fascinating, you know, to watch history try and unwind itself from some of the decisions that were made. You know, post World War Two, when lines were being drawn in the desert to create countries and and the ramifications of that? Yeah. Well,   Michael Hingson ** 51:06 you certainly have a perspective that's built on a lot of knowledge and being there, which I think is great on the other hand, well, not on the other hand. But then you left the military that that had to be a major change in terms of what you had been doing and what you were used to after almost 30 years. What's it like when you decide to make that kind of a major change and then, in your case, go back into civilian life? Yeah. So   Fred Dummar ** 51:38 my first, my first step, wasn't that far away from the military. And I started referring it. Referred to my first job as sort of an addiction clinic, because I went, I went to work as a house, yeah, I went to work as a contractor, or, you know, defense contractor. I went back to Afghanistan for about a year and a half running training programs for some of the Afghan special operations forces. So, you know, it was, it was really, you know, there was, if I, if I was a heroin addict, you know, I was in the methadone clinic, you know, trying to, trying to get off of it. And then, yeah, I realized, you know, kind of needed to go home. And my marriage, you know, dissolved, and so it's like, Hey, I probably time to, like, go home and have, you know, a different kind of life. And I moved into a civilian job with a friend, a friend at the time, who was doing investment training around the world. And he's like, Hey, we, you know, I know you're, you will travel. There's a lot of people that, when I talk to him about travel, it's involved with our business, you know, they don't, don't really want to do that. And he's like, but I know, you know, from where you're at. And he's like, hey, I'll buy, buy a ticket. Fly to Hong Kong, see what our business is about. So I went there and learned about the investment training they were doing in Hong Kong and throughout Southeast Asia. And then they had an office in Johannesburg, and, you know, one in London, Canada and the US and doing all this training. And so for about a year, little over a year, I worked in that business and and learned, you know, the various things that they were doing. You know how they were teaching people to invest in real estate and stocks and that sort of thing. Started doing it myself less, as I wish I would have known earlier in my life, but started doing that, and then when I left that company, that's a lot of what I've been doing. I've taken some smaller jobs and smaller contract projects. But by and large, that's basically what I've been doing since then, is, you know, working in real estate investing or real estate projects   Michael Hingson ** 53:50 and continuing to hone your leadership skills. Yeah,   Fred Dummar ** 53:54 yeah. Well, you know, I kept continue to work with or a couple of, you know, jobs where I was helping people start up businesses, you know, as either in CEO role or in an operations role to help help them start their businesses. So I did some of that which, which is always fun. It's great working with new talent and establishing procedures and helping people grow that way. So that was, that was really fun. And then got to be part of a couple of nonprofits, Special Forces, Charitable Trust, probably my longest stint. I did that for, you know, about seven or eight years on the board of directors, you know, running, helping to develop activities and programs to support our Special Forces veteran. So, yeah, it was, it's been, it's been fun. And then obviously having a new family and spending a lot of time in my role as a dad has been probably the most rewarding.   Michael Hingson ** 54:53 Yeah, I bet. And that is, that's always so much fun, and you get to help bring some. New people along into the world and hopefully help to make a difference that way. And on top of that, you continue to study. You're getting a PhD. You mentioned it earlier, but you're getting a PhD in organizational psychology and leadership. There we go with the leadership again.   Fred Dummar ** 55:14 Yeah, you know, it's, it's fun, because, you know, when I do get the opportunity to speak at events. I move around and speak at different events. I know you do a lot of speaking. You probably do much more than I do, but the events I do speak at, I want to make sure that sometimes being a practitioner of something doesn't always mean that you have the exact language or the academic credentials to go along with being a practitioner. And I've been a practitioner of leadership for so many years, but now studying it and applying, you know, one working towards an academic credential in this says, Hey, this, this guy knows what he's talking about. But then also having, you know, the the latest developments. And studies on leading people effectively and and how people are doing it wrong, and how you can help them. I think it's, it's been, it's been, been a great journey to be on as well, especially keeping my mind active in in all things leadership and helping organizations do it better.   Michael Hingson ** 56:21 Well, you, you have been a leader for a long time, but now you're studying it. Would you say that you're also discovering new things along the way? And you know, I guess what I'm getting at is, of course, none of us are ever so much an expert that we can't afford to learn more things. Oh   Fred Dummar ** 56:39 yeah, for sure, both, both learning new things, learning why I might have done things wrong based on, you know, studies, you know, like, okay, you know, if you if you have this type of personality, you might do this wrong, or things I was doing right, but not exactly, knowing all of, You know all of the mechanisms that were going into why I was making that decision. But you know, when you look at the psychology behind it, and you look at organizational structure structures, you look at cultural artifacts within organizations, then you can start to you start to unwind why teams do what they do, why leaders are developed, the way they're developed, and why people make certain decisions. And, yeah, it's been fascinating, you know, and then also looking back, as you said, back at things that you did, decisions that you made, and what you know, what you could have done better as you as you look that, through that, and how you can help someone else, and that's also really helped me further, you know, synthesize down this way that I look at at leading people with with love and compassion and why it's so important to be that servant type of leader, you know, not just a transformational leader that's trying to transform an organization to move that, but then, you know, how do you serve and care for the care for the people that are that are going to be part of that transformation?   Michael Hingson ** 58:10 Yeah, because if you are just looking at it from the standpoint of being a transformational leader, I'm going to change this organization that that doesn't really work. And I think that the most important aspect is being a servant leader, is being a person who serves, because that also opens you up to learning along the way and learning how to serve better.   Fred Dummar ** 58:34 Yeah. And you know, as I learned in the many organizations that I was part of over, you know, my time in Special Forces is, you know, just because, you know, alluding, you know, we were discussing roles, and I was saying, you know, this officer's role to often, to plan and to lead, but that other people are the experts. And that's something you know. The sooner you embrace that fact, the faster, the faster you become effective, and the more effective you are when you realize that understanding the people and and caring and serving them, and then getting their their best performance and understanding what they know and what they can do, and where you need to put them to maximize their potential, then those things start to become the most important thing that you're doing, how you know, how people play against each other, who works well with who? How that works, how that betters the organization. Those are all, all all things that are fascinating, you know, to me, and things that kept me up at night, trying to figure out, you know, how to how to be more efficient, how to take better care of people, while, you know, getting, not only getting the best out of them, but them, realizing they were giving their best and being happy and proud of what they. Were doing   Michael Hingson ** 1:00:01 and getting the best out of you as well.   Fred Dummar ** 1:00:03 Yeah, yeah, that, yeah, bringing the best out of them is bringing the best out of me, right?   Michael Hingson ** 1:00:08 So you've gotten work also in the nonprofit sector. You're continuing to do that, yeah,   Fred Dummar ** 1:00:13 yeah, yeah. Now, after leaving this Special Forces Charitable Trust, I realized, you know, after I'd moved out to Idaho, where I live now that I wasn't as connected to the regiment as I'd been my first retired and I was still kind of in the North Carolina area or but after moving out here, you know, just felt like that. I probably there were other guys more recently retired, knew more of the things that needed to be done. So stepping down from that organization. And then, obviously, one of the other things that happened was, you know, the the rapid withdrawal of US troops from Afghanistan and the fall of Afghanistan, and I found myself with many other Afghan veterans, sort of, you know, both wondering, you know what it all meant, why? You know, and then, but then also what we can do. You know, not dwelling too long. I know, you know, poor me. You know what? You know. Why did I go? What did it mean? But more so, hey, you know, we had a bunch of people that we made promises to, a bunch of people that follow alongside America, some certainly, you know, in the interest of Afghanistan. But there were also many, many of the especially on the Afghan Special Operations sides, that were not always necessarily doing things at the behest of the Afghan government, but operating with US forces on things that the US wanted to do, but then, you know, we're sort of left hanging when during the withdrawal. So, you know, working alongside other veterans to try and get as many of those people out during the withdrawal and then. But so now I work with an operation or a organization called Operation recovery that is still following these families, following these cases, people that are either still in Afghanistan, some in hiding, some in other countries, illegally, but trying to help them resolve visa issues and either get to Canada or the United States or someplace in Europe, just someplace safe for them and their family, away from the from the Taliban. And so that's been it, and it's, it's hard work, you know, because the in work like that, we're trying to make government bureaucracies realize that they should be issuing visas or allowing people to move, it's not always a rapid process. So feels like, and, you know, and I'm not pointing fingers as if anyone should still, you know, be completely focused on Afghanistan. But you know, other things happen. You know, Ukraine, the war in Ukraine draws attention away. You know, the war in Israel. You know, hurricanes, storms, everything that's going on. You know, Assassination comes. You know, assassination attempts, you know, all of that stuff diverts people's you know, draws people attend. You know their attention to that. And I'm not sure many people, you know, they support the troops. And you know, you often hear them, you know, you know, thanking troops for their service. And the only response I can have to that, you know, for for for years, I struggled with how to respond to that. When someone would say, Thank you for your service, you know, just Okay, thank you. You know, I don't know, thanks for your support, but you know, I heard a good response, and I've been using it since, and it's like, America's worth it. So,   Michael Hingson ** 1:03:54 yeah, on top of everything else that you do, you've also been dabbling or going into real estate a little bit, yeah,   Fred Dummar ** 1:04:01 yeah. So that's, that's a lot of what I've been doing, you know, for because, you know, providing for your family, right? So, yeah, I started doing some investment real estate, and out here, got a partner, we did, worked on a couple of mobile home parts, larger projects. And I still, once a week, I still teach a clas

Summary:  In business, leadership isn't just about taking charge — it's about enabling others to thrive. As companies grow and stakes rise, fostering trust and collaboration becomes essential. Today's guest has embraced a leadership style rooted in empowerment, driving innovation, and turning ambitious visions into tangible success. Today we're sitting down with Mohammed Alardhi, Executive Chairman of Investcorp, a leading global manager of alternative investments. Under his leadership, Investcorp has grown its assets under management from 10 billion to 53 billion in just nine years, all while diversifying and expanding its global footprint. Mohammed leads the firm's activities across its global network in New York, London, Bahrain, Abu Dhabi, Riyadh, Mumbai, Delhi, Beijing, Singapore, and Japan. He is a retired Air Vice Marshal and was the youngest and longest-serving Chief of the Omani Air Force, having joined the Royal Air Force of Oman in 1978. In addition to his role at Investcorp, Mohammed also serves as Chairman of the Muscat Stock Exchange. He sits on several boards, including the International Advisory Board of the Brookings Institute in Washington, D.C., the Eisenhower Fellowship in Philadelphia, The World Economic Forum's Community of Chairpersons, and the Harvard Kennedy School's Dean Council, among others. Mohammed is the author of three published books, the most recent is Connecting to the Future, which became a U.S. bestseller in 2023.  He holds a Bachelor of Science degree in Military Science from the Royal Air Force U.K. Staff College and a Master's in Public Administration from the John F. Kennedy School of Government at Harvard University. He is also a graduate of the Royal Air Force Military Academy in the U.K. and the National Defense University in Washington, D.C. In this episode, we discuss how Mohammed redefined his leadership style at Investcorp, blending military precision with visionary strategy to scale operations, foster innovation, and create lasting impact on a global stage. Highlights:How Mohammed spearheaded Investcorp's transformation plan (5:36)Mohammed describes his military experience and how it informs his approach to business (7:47)Situational awareness, and its application to work environments (9:39)How Mohammed views investment decisions on a global scale (11:27)Mohammed's leadership style (12:21)How challenging the status quo helped Investcorp set growth and transformation goals (13:50)What Mohammed has learned from navigating high-profile deals (17:58)How to balance short-term results with long-term strategic planning (19:15)Breaking free of nostalgia in business (20:40)How the Investcorp team maintained internal stability amid substantial growth (22:34)Navigating cultural and economic environments on a global scale (25:19)Investcorp's outlook and goals for 2025 (26:27)Incorporating AI into Investcorp workflows (29:33)Investcorp's influence on corporate social responsibility (30:37) Links:Mohammed Alardhi LinkedInInvestcorp on LinkedInInvestcorp WebsiteBook: Connecting to the Future by Mohammed Alardhi (2023)ICR LinkedInICR TwitterICR Website Feedback:If you have questions about the show, or have a topic in mind you'd like discussed in future episodes, email our producer, marion@lowerstreet.co.

Sebastian Bae joins Pete A Turner and Brad Hutchings live on the Break It Down Show to discuss how games help improve performance in complex situations. Sebastian is widely regarded as an expert in the field of applying games and strategy to real world performance. Sebastian J. Bae's work principally focuses on wargaming, emerging technologies, the future of warfare, and strategy and doctrine for the U.S. Navy and Marine Corps. In addition to his work at CNA, Bae serves as an adjunct assistant professor at the Center for Security Studies at Georgetown University, where he teaches a graduate course on designing educational wargames. He has taught similar courses at the U.S. Naval Academy and U.S. Marine Corps Command and Staff College. He is also the faculty advisor to the Georgetown University Wargaming Society, the co-chair of the Military Operations Research Society Wargaming Community of Practice, and a nonresident fellow at the Brute Krulak Center for Innovation and Creativity.

Thorsten Kodalle on Strategic WargamingIn this episode of Experience Points by University XP, host Dave Eng speaks with Thorsten Kodalle, head of Innovation Laboratory at the Bundeswehr Command and Staff College and an expert in Strategic Wargaming, Gamification, and Serious Games. Thorsten shares insights into integrating Gamification into Strategic Thinking, using board games like Scythe as teaching tools in seminars. He emphasizes the importance of considering DIME (Diplomacy, Information, Military, Economics) in strategic wargaming, and discusses how cultural factors influence military strategy. Thorsten also delves into serious game design, balancing entertainment with educational goals, and shares examples like the cyber card game adapted for crisis management training. The episode highlights the necessity of understanding the purpose of games and aligning game mechanics with educational objectives. Thorsten shares resources for further exploration, emphasizing LinkedIn and his YouTube channel. If you liked this episode please consider commenting, sharing, and subscribing.Subscribing is absolutely free and ensures that you'll get the next episode of Experience Points delivered directly to you.I'd also love it if you took some time to rate the show!I live to lift others with learning.  So, if you found this episode useful, consider sharing it with someone who could benefit.Also make sure to visit University XP online at www.universityxp.com University XP is also on Twitter @University_XP and on Facebook and LinkedIn as University XPAlso, feel free to email me anytime at dave@universityxp.comGame on!Get the full transcript and references for this episode here: https://www.universityxp.com/podcast/128Support the show

The Cognitive Crucible is a forum that presents different perspectives and emerging thought leadership related to the information environment. The opinions expressed by guests are their own, and do not necessarily reflect the views of or endorsement by the Information Professionals Association. During this episode, CDR Paul Grostad discusses the emerging threat of cognitive warfare, emphasizing the importance of information in modern societies and the potential for it to be weaponized. Until recently, Paul led Cognitive Warfare concept development for the NATO strategic warfare development command, HQ SACT, in Norfolk Virginia. NATO defines cognitive warfare as: the deliberate, synchronized military and non-military activities throughout the continuum of competition designed to shape the information environments and affect audience, attitudes, perceptions, and behaviors to gain, maintain, and protect cognitive superiority. Recording Date: 29 Nov 2024 Research Question: Paul Groestad suggests an interested student or researcher examine:  How can we ethically gain situational awareness and monitor the Information Environment without negatively impacting values like freedom of speech and freedom of the press? How can we effectively deter against non-attributable hostile acts in the Grey Zone, or below the threshold of armed conflict? AI powered influence is on the rise, what are different ways to utilize AI to defend, counter or respond? Resources: Cognitive Crucible Podcast Episodes Mentioned #33 August Cole on FICINT and the Cognitive Warfighting Domain #180 Tanna Krewson on Cognitive Warfare Cognitive Warfare Products on the NATO Innovation Hub Cognitive warfare: a conceptual analysis of the NATO ACT cognitive warfare exploratory concept by Christoph Deppe and Gary S Schaal. (FYI: This report is an analysis of an earlier draft version of The Cognitive Warfare EXPLORATORY Concept, which was shared with nations for comments in April 2023. Significant review, analysis and experimentation has gone into the document since then.) Allied Command Transformation develops the Cognitive Warfare Concept to Combat Disinformation and Defend Against “Cognitive Warfare” “Data is the new oil” Clive Humby On Geopolitics: New Cold Wars by David Sanger (2024) On the changing character of warfare: The Dragons and the Snakes by David Kilcullen (2020) New Rules of War by Sean McFate The Weaponisation of Everything by Mark Galeotti (2022) On Russian Strategic Culture and Information Warfare: The Russian Understanding of War by Oscar Jonsson (2019) Unmasking Maskirovka by Daniel Bagge (2019) The Story of Russia by Orlando Figes (2022) On Technology: Our Next Reality by Alvin Graylin and Louis Rosenberg (2024) The Battle for your Brain by Nita Farahany (2023) Snow Crash by Neal Stephenson (1992) Daemon by Daniel Suarez (2009) Link to full show notes and resources Guest Bio:  CDR Paul Groestad is a Norwegian naval officer with 30+ years experience in Signals, C4ISR, Cyber Operations and Information Warfare at all levels of the Norwegian Armed Forces and the NATO Command Structure. His current position is with the Norwegian Ministry of Defense at the Department for Security Policy and Operations where he is desk officer for Hybrid threats and Malign Influence.  In his previous position at NATOs Warfare Development Command, HQ SACT in Norfolk, Virginia, USA, he was the Deputy Branch Head for Concept Development and led the project for NATOs Cognitive Warfare Concept. He is a graduate of the Norwegian Naval Academy and Joint Command and Staff College, holds a Masters degree in Military Art and Science from the Norwegian Defence University College and a Bachelor's degree in Information Science from the University of Bergen.  His 2017 Master's thesis was on the topic of Russian Influence Operations. About: The Information Professionals Association (IPA) is a non-profit organization dedicated to exploring the role of information activities, such as influence and cognitive security, within the national security sector and helping to bridge the divide between operations and research. Its goal is to increase interdisciplinary collaboration between scholars and practitioners and policymakers with an interest in this domain. For more information, please contact us at communications@information-professionals.org. Or, connect directly with The Cognitive Crucible podcast host, John Bicknell, on LinkedIn. Disclosure: As an Amazon Associate, 1) IPA earns from qualifying purchases, 2) IPA gets commissions for purchases made through links in this post.

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Mick Ryan is a retired major general in the Australian Army. A graduate of the Johns Hopkins University School of Advanced International Studies and the U.S. Marine Corps University Command and Staff College and School of Advanced Warfighting. He has commanded at platoon, squadron, regiment, task force, and brigade level. In January 2018, he assumed command of the Australian Defence College in Canberra, Australia. In 2021 he was an adjunct scholar at the Modern War Institute. He completed his 35-year career with the Australian Army and transitioned to the Army Reserve as a major general on February 27, 2022. His book, War Transformed, was published in 2022, ‘White Sun War: The Campaign for Taiwan' was published in 2023, and his latest book "The War for Ukraine: Strategy and Adaptation Under Fire", will be released on 13th August 2023. ---------- CHAPTERS: 00:02:52 This isn't a primary school sports tournament where you have non-competitive sports.00:05:34 Putin started a war that got away from him. He was the dog that caught the car.00:08:14 Putin has been able to cheaply and easily manipulate electoral cycles in the West. 00:11:13 Perception of an existential threat drove the British response in the Second World War. 00:13:11 Authoritarians no longer believe West capable of standing up against their aggression. 00:15:09 North Korean army has army of 1m plus. 5,000 a month is pocket change for them.00:18:37 Putin knows that a lot of Americans have lost patience with the war in Ukraine.00:21:52 Most wars are aggregation of past wars' tactics - 90% the last war and 10% new stuff. 00:28:39 The notion a wonder weapon can change the entire trajectory of the war is a fantasy.00:30:39 Conventional deterrence has broken down – we need to reinvest thinking about it. 00:35:57 Zelensky understands his country is at threat of being extinguished by Russia. ---------- LINKS: https://x.com/WarintheFuture https://mickryan.substack.com/ https://www.csis.org/people/mick-ryan https://mwi.westpoint.edu/adjunct-scholars/mick-ryan/ https://x.com/LowyInstitute https://x.com/CSIS ---------- BOOKS: War Transformed: The Future of Twenty-First-Century Great Power Competition and Conflict Hardcover (2022) White Sun War: The Campaign for Taiwan (2023) The War for Ukraine: Strategy and Adaptation Under Fire (2024) ---------- ARTICLES: https://www.forces.net/ukraine/death-thousand-cuts-warns-former-general-ukraine-war-enters-new-phase https://www.businessinsider.com/russia-is-more-dangerous-than-when-it-first-invaded-strategist-2024-4 https://www.forbes.com/sites/davidaxe/2024/07/04/it-took-russia-three-months-and-thousands-of-lives-to-capture-one-isolated-ukrainian-neighborhood/ https://edition.cnn.com/videos/world/2024/02/02/exp-mick-ryan-interview-fst-020202aseg1.cnn https://www.lowyinstitute.org/the-interpreter/ukraine-war-how-check-russia-s-momentum ---------- SUPPORT THE CHANNEL: https://www.buymeacoffee.com/siliconcurtain https://www.patreon.com/siliconcurtain ---------- TRUSTED CHARITIES ON THE GROUND: kharpp - Reconstruction project supporting communities in Kharkiv and Przemyśl https://kharpp.com/ Save Ukraine https://www.saveukraineua.org/ Superhumans - Hospital for war traumas https://superhumans.com/en/ UNBROKEN - Treatment. Prosthesis. Rehabilitation for Ukrainians in Ukraine https://unbroken.org.ua/ Come Back Alive https://savelife.in.ua/en/ Chefs For Ukraine - World Central Kitchen https://wck.org/relief/activation-chefs-for-ukraine Ukrainian Freedom News https://www.ukrainianfreedomnews.com/donation/ UNITED24 - An initiative of President Zelenskyy https://u24.gov.ua/ Serhiy Prytula Charity Foundation https://prytulafoundation.org NGO “Herojam Slava” https://heroiamslava.org/ NOR DOG Animal Rescue https://www.nor-dog.org/home/ ----------

Dr. Ravi Chaudhary, Assistant Secretary of the Air Force for Energy Installations and Environment, is a leader who has taught his team to, "Eat no for breakfast." He lives by a value he learned from his mother at an early age: "If you do your full duty, the rest will take care of itself."   SUMMARY In this edition of Long Blue Leadership, Dr. Chaudhary discusses his role in modernizing and reoptimizing Air Force installations to withstand kinetic, cyber, economic, and extreme weather threats. He emphasizes the importance of ruggedizing installations for the Great Power Competition. Dr. Chaudhary shares his background, including his upbringing in Minneapolis and his parents' immigrant journey, and highlights the values instilled in him. He also discusses his work on the implementation of microgrids and microreactors to enhance energy resilience at critical installations like Eielson Air Force Base.   5 QUOTES "If you do your full duty, the rest will take care of itself." - This quote from Dr. Chaudhary's mother reflects the importance of dedication and doing one's job well. "We eat no for breakfast." - This quote highlights Dr. Chaudhary's team's determination to not accept limitations and push boundaries. "Love what you do. Love our nation." - Dr. Chaudhary emphasizes the importance of passion and patriotism in leadership. "America is not about what goes on entirely in Washington. It's about neighbors. It's about what you do for your neighbors." - This quote reflects Dr. Chaudhary's belief in the power of community and service. "Get out of the way and let them in." - Dr. Chaudhary's advice on enabling the next generation of leaders to excel.   SHARE THIS EPISODE LINKEDIN  |  TWITTER  |  FACEBOOK   CHAPTERS 00:00 Introduction to Dr. Ravi Chaudhary and His Role 03:07 The Importance of Air Force Installations 06:08 Dr. Chaudhary's Early Life and Family Background 09:03 Lessons from Family: Service and Community 11:52 Reflections on the Air Force Academy Experience 14:54 Leadership Lessons from Cadet Days 18:01 The Role of Innovation in the Air Force 20:48 Strategic Imperatives for Future Operations 23:59 Optimism for the Future of the Air Force Academy 25:07 A Lifelong Dream: Becoming a Pilot 27:31 Launching Innovations: The GPS Program 28:36 Inspiring the Next Generation of Pilots 30:14 Adapting to Modern Challenges in Aviation 32:40 Navigating Change: The Evolution of Standards 34:57 Learning from Failure: A Personal Journey 35:42 The Role of the Assistant Secretary 38:55 Preparing for Great Power Competition 41:09 Innovative Energy Solutions for the Future 44:58 Leadership Lessons and Final Thoughts   5 KEYS TO LEADERSHIP Embrace failures as opportunities for growth. Dr. Chaudhary shared how his failures, like failing a check ride, ultimately helped him grow as a leader. Keep moving forward, even in the face of adversity. Dr. Chaudhary emphasized the importance of keeping your "legs moving" and not giving up when faced with challenges. Leverage the bonds formed with your team. Dr. Chaudhary highlighted how the bonds he formed with his classmates at the Academy carried over into his missions, demonstrating the power of camaraderie. Empower and enable the next generation. Dr. Chaudhary expressed optimism about the capabilities of the current cadets and emphasized the need to get out of their way and let them excel. Maintain a service-oriented, patriotic mindset. Dr. Chaudhary's passion for serving his country and community was evident throughout the interview, underscoring the importance of this mindset in effective leadership.   ABOUT DR. CHAUDHARY '93 BIO Dr. Ravi I. Chaudhary is the Assistant Secretary of the Air Force for Energy, Installations, and Environment, Department of the Air Force, the Pentagon, Arlington, Virginia. Dr. Chaudhary is responsible for the formulation, review and execution of plans, policies, programs, and budgets to meet Air Force energy, installations, environment, safety, and occupational health objectives. Dr. Chaudhary most recently served as the acting Deputy Assistant Secretary of the Navy for Energy. Prior to this role, he served as the Director of Advanced Programs and Innovation, Office of Commercial Space Transportation, at the Federal Aviation Administration. He provided technical leadership and oversight for the commercial space industry, to include research and development activities to support Department of Transportation and White House National Space Council initiatives. Prior to this role, he served as Executive Director, Regions and Center Operations, at the FAA. In this role, he was responsible for leadership, integration and execution of aviation operations in nine regions nationwide. Dr. Chaudhary served as second in command to the Deputy Assistant Administrator and was responsible for providing Department of Transportation and FAA-wide services in the areas of operations, safety, policy, congressional outreach and emergency readiness for the National Aerospace System. Dr. Chaudhary commissioned in the Air Force in 1993 upon graduation from the United States Air Force Academy. He completed 21 years of service in a variety of command, flying, engineering and senior staff assignments in the Air Force. As a C-17 pilot, he conducted global flight operations, including numerous combat missions in Afghanistan and Iraq, as well as a ground deployment as Director of the Personnel Recovery Center, Multi-National Corps, Iraq. As a flight test engineer, he was responsible for flight certification of military avionics and hardware for Air Force modernization programs supporting flight safety and mishap prevention. Earlier in his career, he supported space launch operations for the Global Positioning System and led third stage and flight safety activities to ensure full-operational capability of the first GPS constellation. As a systems engineer, he supported NASA's International Space Station protection activities to ensure the safety of NASA Astronauts. Dr. Chaudhary is a DoD Level III Acquisition Officer and has published numerous articles in future strategy, aircraft design, business transformation and space operations.  - Bio Copy Credit to AF.MIL   CONNECT WITH DR. CHAUDHARY LINKEDIN  |   INSTAGRAM  |  TWITTER     ABOUT LONG BLUE LEADERSHIP Long Blue Leadership drops every two weeks on Tuesdays and is available on Apple Podcasts, TuneIn + Alexa, Spotify and all your favorite podcast platforms. Search @AirForceGrads on your favorite social channels for Long Blue Leadership news and updates!          FULL TRANSCRIPT OUR SPEAKERS Guest, The Honorable Dr. Ravi I. Chaudhary '93  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99   Naviere Walkewicz 00:00 My guest today is the assistant secretary of the Air Force for energy installations and environment, the Honorable Dr. Ravi Chaudhary USAFA, Class of '93. Against the backdrop of Great Power Competition, Dr. Chaudhry leads the modernization and reoptimization of the Air Force to ruggedize our installations across the globe against what he describes as kinetic threats, as well as non-kinetic cyber, economic and extreme weather threats. He has served as acting deputy assistant secretary of the Navy for energy; the director of advanced programs and innovation, Office of Commercial Space Transportation at the Federal Aviation Administration; and he has led in the commercial space industry research and development in the support of the Department of Transportation and the White House, National Space Council. We'll talk with Dr. Chaudhry about his life before, during and after the Academy. We'll discuss his role, modernizing and re-optimizing initiatives and strategies for the Air Force. We'll touch on leading through new and changing threats and making decisions with climate in mind, and we'll discuss Dr. Chaudhary's work with the secretary of the Air Force and leadership at the base, command and warfighter levels. Finally, we'll ask Dr. Chaudhary to share advice for developing and advanced leaders. Dr. Chaudhary, welcome to Long Blue Leadership. We're so glad to have you.   Dr. Chaudhary 01:18 Navier, thank you so much. Thank you for that way too kind of an introduction, and I only have one regret. On this weekend, did you have to mention that I was in the Navy for a little while? You just about blew me away. I know you've got some white clear liquid here. I'm just about ready to find out what the clear liquid is.   Naviere Walkewicz Cheers.   Dr. Chaudhary 01:40 Off we go, and we'll let our audience speculate, and depending on how it goes, we'll critique ourselves. Just an honor to be here, and congrats to you on your career of service in the Air Force.   Naviere Walkewicz Thank you so much. This is truly a pleasure. And I think what we love about Long Blue Leadership is it's really about our listeners getting to know you. And we have so many different listeners that are really excited. So let's start with the hat. I've noticed we've got a hat on right here. “Air Force Installations: Best in the World.” Let's talk about it.   Dr. Chaudhary Yeah, let's talk about that. Because we do have the best installations in the world. Our installations are power projection platforms. Every Air Force installation has a mission that begins and terminates with it. If you go all the way back in our history, Gen. Hap Arnold had this to say about our installations: “Air bases are the determining factor in air operations.” Think about that. Think about why we need to make sure that our installations are ready to go, and why we invest in them as an Air Force. It's because you can't get the jets out of town unless they have a good runway that works, unless they are hardened and ready to absorb the types of blows that have come to us in the past. And I'm telling you right now that we've got to be ready for this future, in a decade of consequence in Great Power Competition. We've got to focus on ruggedizing and ensuring that our installations are as survivable as they ever have been.   Naviere Walkewicz Absolutely. Well, I can say that that is certainly true, having been at bases where we've seen some challenges, it does halt and sometimes stop operations. So yeah, you're right. Yeah. So it's incredible the work you're doing, and we're going to talk about that today. But before we get there, can we rewind the clock a little bit?   Dr. Chaudhary Please don't rewind it too far, but I have a feeling you will.   Naviere Walkewicz Just a little bit. Just enough to kind of get to know who Ravi was as a young boy. What were you like growing up? Tell us about your family and where you grew up.   Dr. Chaudhary That's cool. So, I was born and raised in Minneapolis, Minnesota. I grew up there all my life. My parents came from India in 1960s and they always dreamed to do the unusual, it was the American Dream that brought them to this country. And they had kids, you know, and growing up as a South Asian American, you know, people in community would be like, “Hey, you know, why are you going to join the military? Why are you going to, you know, once you just be a doctor or engineer or lawyer or something like that?” Kind of fit the stereotype. But I always thought about it this way: If my parents would give up everything they wanted in their life, their language, their culture, everything to pursue their dreams, wouldn't they want that for their children as well? And so off I went to the Air Force Academy, and the values that my parents instilled in me rang true just about every single day. In fact, when I grow up, my mom would always tell me this. She'd say, “You know, if you do your full duty, the rest will take care of itself.”   Naviere Walkewicz That sounds very familiar to me.   Dr. Chaudhary And she would say, in the Sanskrit word for that — and my faith tradition is Hinduism — the Sanskrit word for that is “dharm.” If you follow your dharm, everything will take care of itself. And lo and behold, I'm getting choked up a little bit, because when I showed up and opened that Contrails and saw that quote, I knew that Mom and Dad had prepared me, had prepared me for the challenges that would come, not just the Academy, but everything from 9/11 to deploying to Iraq to raising a family and making sure they have everything they need to prosper. So, all that brought me to an institution that honestly brought out the flavor and gave me in the same opportunity that this country gave my father. So, it's just been a pinch-me career, and it's just an honor to be here with you today and with the entire AOG team talking about this.   Naviere Walkewicz 05:36 That's amazing. I mean, I, thinking about what you just said, that your parents came and they pursued a dream. What was that like in your household? What did that look like?   Dr. Chaudhary 05:45 Here's what it looked like. My dad — he actually came to this country with about $165, $80 of which went to his tuition. He was at University of Missouri, and then he eventually went to University of Minnesota. The rest he used to get a house and fill the fridge. And so, when he was looking for an opportunity to serve, he wanted to be in the U.S. Department of Agriculture and serve as a fed and so he didn't get that chance. So, what he did, he literally drove, put me and my brother and my mom in a car and drove to Washington. When he drove to Washington, he dropped us off at the Lincoln Memorial and walked up the stairs of the Capitol. Two senators from Minnesota, one was walking out, Sen. Walter Mondale. He said hello to him. He didn't know him from Adam. And then he went to the office of Hubert Humphrey and he sat down with him, and he told his story to Hubert Humphrey and Hubert Humphrey said, “This is what America is all about.” And he was kind enough to give my dad a shot in Minneapolis. And he spent his entire career, 25 years, as a federal inspector in the U.S. Department of Agriculture.   Naviere Walkewicz My goodness.   Dr. Chaudhary It's an incredible story. But you know what? It all came together about a year and a half ago when I was confirmed and during my swearing, and it was honored to have Sec. Kendall swear me in, but to have my dad walk up the front steps of the Pentagon with my mom and I. We go up the stairs, and I said, “Dad, would you turn around for a second?” And he turned around. I said, “You know, you can see the Lincoln Memorial and you can see the Capitol.” And I said, “Look what you've done in one generation.” That is the embodiment of the American dream. And as he was kind of — I'm getting choked up — he wiped the tears from his eyes. He realized that that that what this country has given to us is something that we've got to always think about giving back and giving back, and that's really what my career has always been about, giving back to the country that has given my family everything.   Naviere Walkewicz 07:59 That is amazing. Wow. I mean, I'm almost without words, because I can see what your dad has instilled in you, made possible, but instilled in you as a servant leader as well. I'm just… that's pretty impressive. So, tell me about your mom, because it sounds like she also instilled some pretty incredible traits in you and some beliefs in how to treat people. What did that look like in, her leadership in your life?   Dr. Chaudhary 08:26 What can I say about my mom? She's a pillar of the community back in Minneapolis. She runs a nonprofit called Seva. In Hindi, seva means service, to serve, serve your fellow citizens, serve your nation. And again, I told you about her, her enduring quote, “If you do your full duty, the rest will take care of itself.” So, in that nonprofit, she is actually bringing cultural-specific services, health services, to the Asian American community. One thing she did during Covid was incredible. She pulled together a meal team, and she served somewhere around 20,000 seniors. And it wasn't just Asian Americans, anybody in the Minneapolis community that was struggling, that couldn't get food, that was having a tough time. And then, as you know, after the George Floyd tragedy occurred, the town, the city went through a tough time, and there was an area right around one of the police stations where the riots were going on and everybody was fleeing when. When the community was fleeing, she was mobilizing her team to go in. They were going in and they were rescuing people from shelters to get them to a safe place. And two days later, she brought a team into the community that was still smoldering and set up meal stations to just give people sandwiches, bread, whatever — to just make everybody feel good and move forward, and that's what America is about. Sometimes we get so wrapped up in the times and differences, but we realize that America is more than just Washington. America is about neighbors and neighbors caring for each other. So, where did I learn that? I learned that from my mom, but the Air Force Academy brought it out, and I applied that every single day, whether it was a mission launching GPSs, doing engineering — tough engineering problems, or flying missions into the CENTCOM AOR, where we had to bring crews to bear to execute incredible missions. And so, reflecting on that — boy, you're really tearing me up today…   Naviere Walkewicz No, not at all…   Dr. Chaudhary …because you're bringing this all out of my heart, and it's just an honor to be here and humbling to tell the story. But I know that there are thousands and thousands of grads out there that have just as inspiring stories, and that's why I love to come to AOG. That's why I like to spend time with our cadets today, which was just as incredible. I went down to Jacks Valley and got to see the assault course as well. Luckily, I didn't have too many flashbacks.   Naviere Walkewicz I was going to say, did you have your rubber ducky with you?   Dr. Chaudhary Yeah, I did not. They didn't push me through it, but the demo was incredible. And I know our secretary was equally impressed with the cadets and the caliber of students that are here, the caliber of our cadets, and how I'm so optimistic for the future of our Air Force and Space Force.   Naviere Walkewicz 11:33 Absolutely. And I can share, based off of what you shared about your mom and dad, there's no reason why you're [not] able to take on a job that almost seems impossible with the scope and breadth of what you're responsible for. So, I can't wait to get into that as well. Can we go to when you're at the Academy? I want to know more about you as a cadet, because as interesting as you are as an adult, what were you like as a cadet?   Dr. Chaudhary 11:54 There's a lot that I really shouldn't disclose. Okay, so we've got to be really, really careful. So, me and my classmates, we have this thing called “mutually assured destruction.” You know stories about me, I know stories about you. Just leave it there. But let me tell you, the Academy was just the honor of a lifetime. But you know what — going through it with your classmates is something. I was just having lunch with our cadets today. I was a grad of Delta Tau Deuce, and to spend time with them and tell them stories, and hear about their stories, about what Deuce is like these days, was absolutely just, I was just blown away with it. But yep, I was primarily in Deuce. I had the just pleasure of beaing a squadron commander and having peers that really care for each other, peers that I keep in touch with. To this very day, I have them up on text.   Naviere Walkewicz Oh, wow.   Dr. Chaudhary And we share with each other. We have challenges. We go through it together, but I will tell you one story about why your cadet story matters, and you don't realize it until the balloon goes up. When I graduated from pilot training, I graduated essentially the day after 9/11 and I was actually in the planning room when 9/11 happened, and within a few weeks — I did my check ride that day — within a few weeks, I was at Charleston Air Force Base, and my squadron commander had me look out the window and said, “We don't have time to mission qual you. We don't have enough pilots. We're going to marry you up with a crew to go down range.” And you know what he did? He married me up with two people, one who was my classmate from the Class of 1993,   Naviere Walkewicz Really?   Dr. Chaudhary Two was a member of my squadron from Deuce, and he was a new aircraft commander. We had an experienced first pilot, and I didn't know nothing from nothing. I was a brand-new co-pilot. And so, getting ready for that, for those missions, a new environment for me, required something that our squadron commander knew that if I put three Academy graduates together, the bond that they've had in their years was going to carry them through toughest conditions, in unknown conditions. And sure enough, we clicked and did well. But to anybody who's a current cadet and listening in and wondering, “Hey, is this bonding — is what's going on now, the time that we have together here in the Academy going to amount to anything?” I'm here to tell you, it does and through my own life experiences, and quite honestly, in a number of missions, we fly working it together as a team. The bonds we create as cadets carry over for decades.   Naviere Walkewicz 14:54 So maybe you can share some of those bonding moments at the Academy. You said you were a squadron commander. What were some of the lessons you learned from a leadership aspect, in leading your peers, but also while still trying to bond with them?   Dr. Chaudhary 15:08 Yeah, when you look back, sometimes you're separated by age and rank, right? You got age and you got rank and your peer groups kind of set you that way. At the Academy, it's completely different because your peers, as a senior, you're all peers and colleagues, and to take on a leadership role is what I would say is the toughest challenge of all. To lead a team of peers and colleagues can be challenging. And there's challenges that really kind of come with everything like that, but to me, you can't do it without collaboration, without consulting folks and being inclusive in how you give people a voice. Now the jury is out — I'm not going to judge whether I was successful or not. Probably not, you know? But I will say we did one thing: It was gonna be we were gonna be the athletic squadron of the year. We were a beast. In fact, we decided that we were gonna go for one thing: We were the athletic squadron. And so, we did.   Naviere Walkewicz That's impressive!   Dr. Chaudhary We kicked some serious buttt. So, back in the day, you do what was called a sweep. So, if you swept all your sports and intramurals that day, you would, the next day, you would get Mitch's Mountains. And so, the lore of Mitch's Mountains was incredible. And today, interestingly enough, we had what I would call Mitch's Mountain version 2.0 — probably half the calories and twice the caffeine. I don't know what it is. But I actually whipped out a picture of an old Mitch's Mountain. And I show them, they're like, it was really funny, because to see the look in their eyes and to see an original Mitch's Mountain, it was like, oh, you know they looked at and they're like, “That's what a Mitch's…” And they're like, “There's an Oreo cookie on top!” I'm like, for us, “Ok, this is a nice 2.0” and everything, like you gotta go back to…   Naviere Walkewicz 17:05 So, how many of those did you get? If you were actually the athletic squadron, you must have swept multiple days.   Dr. Chaudhary 17:12 You see the love handles on me right now? That was the one challenge. Because, you know, [you‘ve] got to stay in shape. But we kicked some serious butt; we would sweep all the time. I was actually on the water polo team…   Naviere Walkewicz 17:25 …we share that. I did not enjoy it. It sounds like you might.   Dr. Chaudhary 17:30 I don't know. So, I'm a decent swimmer. I'm pretty good. Grew up in Minnesota, tons of lakes. I could say I'm a decent swimmer, but I can tell you I am not a water polo player. So, what they used me for in water polo…   Naviere Walkewicz Were you the buouy?   Dr. Chaudhary I was the anti-buoy, because whoever was the good player, they'd say, “Go and put your arms over that one and get them underwater,” so that our fellow water polo teammate could go in and score. And so, probably one of my most beloved plaques in my life is my water polo plaque because we were Wing champs.   Naviere Walkewicz Oh, my goodness!   Dr. Chaudhary We ran the tables and were Wing champs, and that plaque still sits on my desk. It's one of my most beloved things. You know, my wife, she's getting ready to toss it. I'm like, “No, no, not that!”   Naviere Walkewicz Not the water polo plaque!   Dr. Chaudhary She's like, “Oh, what about this graduation plaque from the Academy?” You can get rid of that, but don't get rid of my water polo plaque. That is beloved. So anyways, I was asking cadets today, “What's Deuce like?” I'm like, “So are you guys a training squadron?”   Naviere Walkewicz What are they like?   Dr. Chaudhary They're like, “We're the standards squadron.” And I'm like, “Wow, that's impressive.” I'm like, “What about Mach One? Are they the training?” So, they're like, “Mach One. Nah, not really.” They're like, “We're No. 1 in SAMIs. We're No. 1 is…? I'm like, “Oh, wow, they still have SAMIs and stuff like that.” Have fun. Yeah, that was a haze for me. Triple threats were always a haze, yes, so I never liked that, because well…   Naviere Walkewicz 18:49 Maybe the Deuce team does now.   Dr. Chaudhary 18:53 Mach One, they loved it. I've got friends from Mach One. They're gonna kill me, but yeah, they love it. They're all into it. Cleaning their rooms and Deuce would be on the corner going, “Would Mach One please go to bed?” So anyway, sorry. But yeah, it was an interesting time, you know, talking with some of our cadets.   Naviere Walkewicz 19:26 I love these stories. So, were you this happy as a cadet?   Dr. Chaudhary 19:31 No, I was not a happy cadet. I was a surviving kid. I was trying to get through the next day. And honestly, to me, it was always a wonder to be there, and I was always grateful for being there to serve. I was in a tough major, aero major, and honestly, it didn't come right away to me. And so I was not one of those sterling cadets that just rocks the house and everything. I was on the Comm List for a good portion of the time, but the academics took some time for me. I spent a lot of time in the aero lab. And, you know, the cool thing is, …  I did projects and drag reduction, and we we tested these winglets on the tips of wings, and we did flow visualization. I had this professor. His name was Tom Yechout, and I was talking to some aero majors today. They're like, “You know, Tom Yechout?” And I'm like…   Naviere Walkewicz He's still there.   Dr. Chaudhary “He teaches controls here” I go, “Well, he taught me flight controls as well.” But he supervised me, and one time, I think, maybe at the last reunion, he brought me to the cabinet, and he opened up the cabinet and he showed me the hardware that we used for our project.   Naviere Walkewicz 20:39 From your class?   Dr. Chaudhary 20:43 Yeah.   Naviere Walkewicz That's amazing!   Dr. Chaudhary And here's why I'm telling you that: When in my interview with Sec. Kendall, he sat me down and he was talking about, “Hey, in your in your team, we're doing some drag reduction activities.” And he's like, “What do you know about blended wing body aircraft?” And it turns out, not only had I done some research on that, I had done a project at Staff College and to me, you know, my message to cadets out there who are working on a project who are wondering, “Hey, is this going to amount to anything? Does this matter?” I'm here to tell you that it does, because the type of work that goes on at this Academy is literally out of this world. We got folks who are working with SpaceX. I went down and that we're actually doing a project called the blended wing aircraft, which is like a big flying manta ray. It's going to reduce fuel consumption by roughly 30% to reduce fuel for fuel consumption across our Air Force and extend our range.   Naviere Walkewicz How are we going to do that?   Dr. Chaudhary Well, we're going to build a prototype in 2027. One of my sections is operational energy, and we have a team dedicated to reducing drag on aircraft, finding efficiencies. Why is this important? Well, it's because in Great Power Competition, we know that our adversaries are going to come after our logistics and fuel — our resources. And as a logistician, you know that. Our adversaries are targeting our installations, they're going to target our fuel resources. So, what's the best thing we can do? We can be as efficient as we can with our fuel and flying C-17s, is one thing you get to know real quick that if you land at an austere location, you're going to drain that fuel bladder almost instantly. And what does that mean? That means less sorties. That's less fire missions if you're flying Apache's out of there. That means less fuel for generators if you lose power. That means less ability to get your CAPs in the air, and we've got to embody that as a department and be ready for what that challenge holds for us. So getting efficient with our field, to me, isn't something that we're going to do because we're nice. We're going to do it because it's going to be an imperative. It's going to be a strategic imperative, and we've got to be ready for that. And so, we've been working hard at those things. The blended wing body aircraft is a long-term thing that it's been out there for a long time, but we've got to proof it. And so, it's really cool…   Naviere Walkewicz It's almost full-circle for you.   Dr. Chaudhary Yeah, it's incredible. And we just were at this, at the plant for Jet Zero. We did a visit there to spend some time with them and look at look at their production facility. And what do I see when I walk in the conference room? Five cadets sitting on the end of the table, learning, taking notes, interacting with the top systems engineers. And interestingly enough, one of those cadets had come and visited me and spent the summer — actually, three of them. She was part of a team of three that came and visited my organization and worked on the impacts of strategic temperature changes and how it will affect payloads for tanker aircraft. And so, they did this research, presented me this paper, and now here I am seeing them at industry being on the leading edge. And to me — let me tell you that filled me with so much optimism and excitement for the future, and most importantly, what we're producing here at the Air Force Academy, a top-notch engineering school that is regarded across the industry. So, a little turn to academics there, but big shout out to what we're doing across our academic programs. I just think we're on the right track, and we need to keep up the momentum.   Naviere Walkewicz 24:30 No, that's huge. I was actually going to ask you, how are you leveraging some of our cadets in some of the things you're doing? But it sounds like they're already doing it.   Dr. Chaudhary 24:40 Check! Done. They're rocking the house. Just, just leading the way. It's awesome.   Naviere Walkewicz 24:43 That's amazing. Yeah. So, let's talk about — and I'm really curious — so, after you graduate the Academy, did you know you always wanted to be a pilot, by the way? Did you know you wanted to fly?   Dr. Chaudhary 24:50 I can't remember a day where I wasn't drawing airplanes. And you're asking me about when I was younger. You know, “What kind of kid were you?” I was a kid who was drawing airplanes. OK, I was the kid with the airplane books. I was a kid who was checking out every single airplane book and library and learning about them and trying to understand them and wanting to know more. And so naturally, it was just — I can't think of a day where I didn't want to be an aerospace engineer, be a pilot. And you know, sometimes the ebb and flow of demand for the Air Force —there was a time of reduction in pilots for the for the Academy, and I didn't get that opportunity then and it was a bummer. But you know, if you do your full duty, the rest will take care of itself. And so, I landed at Los Angeles Air Force Base where we launched this program. I got to launch rocket programs. And you may have heard of this particular payload: It's called GPS.   Naviere Walkewicz 25:44 I might have heard of that one, yes…   Dr. Chaudhary 25:47 …and it was the first time we were doing it. And we're young lieutenants, and we're at Los Angeles Air Force Base, and I was getting the responsibility for third-stage engines and ordnance systems and some of the avionics, and my boss said, “We don't have time. We're launching rockets every single month. I need you to go out to this corporation called Thiokol, and I want you to buy that rocket.” And by the way, he said it in a way that was like, “Don't screw this up,” right?   Naviere Walkewicz The undertone was there.   Dr. Chaudhary Yeah, we've had that don't-screw-it-up moment. And so that was one of them. And so, the one thing that I remember is that our Academy demands a lot, and it demands a lot for a reason. Because leaders will be demanding a lot of brand new officers. Now the jury's out as to how well I did, but we had three we had three successful missions, and we delivered full operational capabilities for our department. And to me, I look back on that. I, believe it or not, still keep in touch with the captain who welcomed me, who brought me on the team and, in 2018, I got the incredible opportunity to let the last Delta II rocket go. And I brought my wife and my daughter with me, and that kind of brought the whole band back together. And it was cool to have kind of the old space cowboys and in the room again going, “Well, let's, let's let this rocket go for one last time.”   Naviere Walkewicz That is really cool.   Dr. Chaudhary And the best part of it was, after that rocket went and you felt the rumble — the rumble of a rocket, there's nothing like it in the world. When you feel the rumble go into your stomach — I leaned over my daughter. I go, “What do you think?” She said, “I am doing that.”   Naviere Walkewicz 27:34 I was just going to ask you, did it bleed over into your daughter?   Dr. Chaudhary 27:38 Now, she's a cadet at Georgia Tech. She just finished field training, and of course, like every good Academy graduate should do, buck the system. So, she bucked the system with her dad and said, “I'm gonna do ROTC and go to Georgia Tech. So, good luck this weekend against Navy. I'll kind of vote for you, but just want to let you know the Academy is a lot easier than Georgia Tech.” So, she and I jaw back and forth, but watching her grow has been really cool. And I got a chance to take her up and fly and get her ready for her career. She wants to be a pilot. And let me tell you, we got nothing on this next generation. They are ready for technology. They are ready for the leading edge, and we've just got to enable them. Honestly, we've got to get the hell out of the way and let them in. There's one situation, we had new avionics on the aircraft. I won't bore you with the details, but it allows you to deconflict from traffic. It's a GPS-based instrument, and I was kind of flying with her one time a few years ago, and I said, “All right, well, this is what is so, you know that little piece, you know 2,000 below you, positive means 2,000 above you. It's closing it…” She's like, “Dad, Dad, Dad, stop, stop!”   Naviere Walkewicz 28:58 She knew…   Dr. Chaudhary 29:00 She knew how to interact with that technology, and honestly, I didn't. I was learning how to interact with that technology. So, we've got to really make sure that we're blazing a path for our next generation, but at the same time, make sure that that we're not getting in their way. And I think sometimes we do that as grads. We're like, “I was like this when I was there…” You know? I was at Mitchell Hall today, and I saw the 0-96 up there and it's memorialized. And I walked by that thing…   Naviere Walkewicz 29:32 Did you scan the QR code to fill one out?   Dr. Chaudhary 29:33 Yeah, I did not do the QR code. I was like, that's too much for me. But when you look at it, you know, I thought, I'm like, that's probably where that thing ought to be right now. It's a great remembrance of why it's important, why standards are important, and then the example of how it paid off in combat conditions and saved a life was pretty important. But I'll be honest with you, we find other ways today with this next generation. I can remember flying one mission and we lost SATCOMMS with a particular field, and we were roughly maybe six hours out for Iraq in the combat zone, and we didn't know the status of the field. And one of the things you need to do is make sure the field's not under attack. So, before we did that, we're like, “Hey, how do we get our 30-minute… You know, it just wasn't happening. But you know what we're doing. We had brevity codes. And all along the line, all the C-17s that were lined up miles after miles going all the way back to Azerbaijan at 30,000 feet. We're all on. We're communicating. … We're using brevity code, so, we're not giving anything away. We're using our brevity code, and we're saying this is the status of the field. And we're relaying, we're literally relaying a half world away. That's a testament to our pilot corps, testament to duty. And so it's really in the spirit of that 0-96 there that we've adopted. So, when people say, “Oh, that tradition is going to ruin us, you know, we're going to lose standards.” I could tell you that, even though we got rid of that thing, that we're still an effective force. And I think we have to understand that a little more and as we kind of move through a period of change at USAFA — I was talking to our cadets about, “Hey, what do you think about the changes?” and, “Yeah, well, restrictions, but I understand on the importance.” I'm going to hearken back to 1991 or so, when the first Gulf War kicked off, and we were cadets when that thing kicked off, and almost instantly we moved into BDUs. We started wearing those every day. We started creating the warfighter mindset. We sealed off to make sure that we had good security. We canceled a lot of passes, and you  know what we did? We moved from a fourth-class system to a four-class system. Sound familiar? Sound familiar? That was after the war kicked off. Think about that. After the war kicked off. Our superintendent is trying to do it before the war kicks off, to make sure that we're ready, ready to fight the fight and get into it. So, I have a lot of respect for our superintendent and taking this step. I do agree that we've got to get execution right. Sometimes you get some growing pains with those things, but I think we've got to step back in the grad community and digest a little bit and get behind some of the changes that have been going on. And I was talking to some cadets last night, I go, “What do you think of this?” And they're like, “We understand it. It hurts a little bit.” Because the expectations … the environment that we're in has now changed. And you know, honestly, I'll shoot straight from the hip and say that sometimes it feels like the goal post is being moved on you, because you meet one standard, and then they move again. Yeah, you know, things get tough, but we're a resilient institution, and when you get down to the brass tacks of who we are as grads, the core of what we do and execute our mission will never go away. And we've just got to blaze a path for our next generation to be successful.   Naviere Walkewicz 33:24 Absolutely. Well, speaking of blaze a path — and I think some of our listeners want to hear sometimes, you know they have times when they fail at things in leadership. How do you grow from that? Can you share a time when you experience failure and what it looked like, to help inspire them through that.   Dr. Chaudhary 33:42 Yep. Well, worst day of my life was when I failed a check-ride. I failed a simulator check-ride in the C-17. And it hurt. It hurt bad. I had aspirations in my career. I was like, “What's this gonna mean for me?” But you know some really smart folks, and that's when you turn to people who you really go to for advice, and it's like, you know, “Ravi, there are those who have and those who will.” So honestly, I just needed a smack in the head. They're like, “Get over it, man. You know, whatever you failed check-ride. Go out there, clean that thing up and those ups and downs in a flying career occur.” I'm being 100% honest with you, my failures are stacked up right next to my successes. And so, I think, to me, the failures were the things that helped me grow, grow through things and sometimes you think, “OK, well, that failure was unfair. I got, you know, I got a raw deal out of that.” Maybe I did, maybe I didn't, but you keep moving forward. Keep taking one step after another. Now I'm not a football guy. I love football. Watch about I never played football, but I do know what running back coaches say. I think, I'm not sure, they say, “Above all, always keep your legs moving. Don't ever up when you're running. Keep your legs moving.” And so, to me, I've always taken that advice. I've given that advice to other people too, especially when they come to me with challenges.   Naviere Walkewicz 35:09 That's great advice. So maybe we can talk about your role now a little bit. And so, can you actually explain what you do? It might actually be shorter to say what you don't do, because when I look at the description, it's quite a bit. We have listeners that are parents and that maybe don't have a lot of military background and really understand. So, I think it's wonderful to share with the full community.   Dr. Chaudhary 35:31 Yeah, let me talk about the position. So, the job is one of those long titles. It's the assistant secretary for energy, installations and the environment. First thing first. I'm not a military member. I am a presidential appointee, so my job is as an appointee, a Senate-confirmed appointee. That means that you go through a hearing like you see in TV, and you get voted on, right? You get the vote. I was lucky enough to have after a period of being held, I had a bipartisan vote. And so that was pretty neat to have that. But my role specifically is to ensure that our installations are ready for the fight, for the future fight, and for current conditions. Things that I lose sleep over: Right now we're in a decade of consequence that our secretary and chief regularly say that decade of consequence includes great power competition in which China and Russia seek to shape the world order in ways that that work to their advantage, in autocratic manner, and so we've got to be ready for that, and that includes establishing an important deterrence. So, my job is to make sure installations are strong and present an approach of deterrence, and when deterrence failed, be ready to win. So, what does that mean for us? That means ensuring that our installations have power capabilities, that have strong runways, that have strong hangars, strong facilities, and included in which — families live on installations as well — to ensure we have top-notch housing. So, you'll see me reaching across all those areas, but importantly enough, making sure that those installations have the right power is critical. Our adversaries have declared their intent and have the capacity to go after our critical infrastructure, and that's the one thing that keeps me up at night: making sure that we have critical redundancies and opportunities to if somebody comes after our infrastructure tries to cut our power, we have redundant capabilities, that our control systems are cyber hardened. And you mentioned earlier, both kinetic and cyber threats. So roughly in the past two decades, as China has modernized our CENTCOM theater has really shaped an environment in which CONUS installations are under threat a little bit, but not entirely. We could be relatively confident that Grand Forks would be generally safe from ISIS from a major attack. In Great Power Competition, all of that goes out the window. Our adversaries, to include Russia and China, know how to go after critical infrastructure. They know how to employ cyber capabilities, and that's why we've got to make sure that we are pursuing cyber hardened energy control systems that protect you from those threats, and the ability to island from the local grid when we need to. So, here's one thing we're doing. I'm on a march over the next five years to bring 20 or so micro grids across our most critical installations. A micro grid — it's kind of like a power bar. You plug it in the wall and you can plug in renewable energy, you plug in wind, geo, you know, all kinds of things into that — solar — to build critical redundancies. So ultimately, building those redundancies allows you to harden your capabilities at the installation and micro-reactors give you the ability to manage and distribute power where you need it. Now we can also put in battery storage. So, battery storage allows you to — when the balloon goes up, boom, put in a firewall with the local community and get the jets out of town. Keep your employed in-place mission moving and build critical redundancies. Then once the jets are out of town, plug back in and share that power with a local community, because we know that our adversaries are going to be driving civil disruption to affect the efficiency of our installations as well, too. So that dynamic is really complex.   Naviere Walkewicz Wow, and the time is compressed.   Dr. Chaudhary And the time is compressed, so we won't have time to react as quickly. So, we've got to prepare for an all-new environment in our installations. And it goes right back to the Hap Arnold quote. We've got to make sure that they're ready to ensure our operations are effective. And I was recently at Eielson Air Force Base, and what we're doing at Eielson is really novel. We're going to put in a small, modular micro-reactor, a small baby nuclear reactor.   Naviere Walkewicz Is there a small version of that?   Dr. Chaudhary Yeah, there is a small version, but it hadn't been developed yet, and we decided that we're going to push on with this new capability and bring it to Eielson Air Force Base. The key is to now — back in the day, we used to do something, proof it military-wise, and then see if it's viable in the in the commercial market, right? Not anymore. We're going to do it all concurrently. So, we're going to pursue a Nuclear Regulatory Commission license. We've been engaging the local community. They love it, including tribal nations, who know that power advantages are going to be important for sharing in the community. And so that will be the first micronuclear reactor in any installation. We're looking to award in the spring or sooner, and then get this thing up and running in 2027. Why is this important at Eielson? And you're like, “Whoa, it's way up in Alaska.” Eielson is a critical entry point for the INDOPACOM theater.   Naviere Walkewicz I was gonna say, where it's located…   Dr. Chaudhary It's where the one of the highest concentrations of our 5th-gen fighter force is at. It's where we do air defense, and it's where our mobility forces will be moving from Fort Wainwright all the way down range. So that's a critical node, and there's a few more of those that we've got to really, really stay focused on. So, energy and, by the way, a happy Energy Action Month as well. This month is Energy Action Month where we're looking at how we can improve power consumption across our Air Force and be more efficient. And bringing these micro-grids online is going to be a crucial, crucial aspect of that.   Naviere Walkewicz 42:07 Well, something I've learned about you is that you're not afraid to push the envelope, push the speed, but do it, like you said, concurrently and to find some solutions. And I don't know that there's anyone else that could do it just like are you're doing it.   Dr. Chaudhary 42:19 It's not me, it's my team. I have an incredible team of folks that refuse to accept anything [less] than excellence in our department. In fact, we have a saying in our organization that, “We eat no for breakfast.” So, I dare you to tell us no and that we can't do something. One of our coolest announcements recently that we were told “no” to for roughly three years, was a new apartment complex at Edwards Air Force Base. So, some folks may not know this, but Edwards Air Force Space is very isolated, and it's located in the desert, and so it takes roughly 45 minutes to get to the base once you get through the gate. And so, isolation of our military members, especially our junior enlisted, has been around for roughly four decades or more. And when we said, “Hey, let's do a venture-backed business model that allows us to bring state of the art departments not in MILCOM timeline like right now, timeline…” And so, we just announced an all-new venture commercial apartment complex that we just broke ground on, and we're going to start building, hopefully done by 2026 and these are timelines that allow us to move the Air Force forward aggressively. Another thing that we're doing is, I just announced a $1.1 billion investment in our dormitories and CDCs. As you know, quality of life is so critical. Back to this: If we're going to be, say that we're the number, have the number one installations in the world, we've got to live up to it, and that means our families need that too, as well. So, you've heard a lot about the GAO reports, everything from mold to decrepit housing. We're going to fix that, we're going to get ahead of it, and we're going to stay ahead of it. And so that's why our secretary, in our most recent president's budget, announced this. All we need is a budget now, yeah, and so, so our secretary is pressing hard for that, and we know that once that budget is approved, we can get working on these things and start changing quality of life and start upping our game in our installations.   Naviere Walkewicz 44:23 Well, I'm gonna take one of those leadership nuggets as “just eat no for breakfast,” but we're gonna learn more about your final takeaway lessons. Before we do that with you. Dr Chaudhary, I wanna thank you for listening to Long Blue Leadership. The podcast publishes Tuesdays in both video and audio, and it's available on all your favorite podcast platforms, watch or listen to all episodes of Long Blue Leadership at longblueleadership.org. Dr Chaudhary, this has been incredible. If you might leave our listeners with one thing, what would you like to share with them when it comes to leadership, or maybe just some lessons or anything about you that you'd like to share?   Dr. Chaudhary 44:57 Love what you do. Love our nation. I love my country because it's given me and my family everything. And I want everybody to believe that, you know, sometimes we get in these periods where we feel divided right across the spectrum, and it doesn't matter what your affiliation is, sometimes you just feel that. But I want folks to remember that America is not about what goes on entirely in Washington. It's about neighbors. It's about what you do for your neighbors. And to me, that's our biggest strength as a nation. You know, many years ago, our forefathers felt that the values of equality, fair treatment and self-determination would be enough to topple an empire, and it is. We should believe that too, and I want everybody to know that. So, it's an honor to be here. But before I go, I want to say thank you for just an intriguing hour. It's an honor to be here, and I want to give you my personal challenge coin…   Naviere Walkewicz Oh my goodness…   Dr. Chaudhary …and say thank you so much. It embodies a lot of what we do, military family housing, airfields, of course our beautiful 5th-gen fighter aircraft and our wind power and capabilities as a symbol of what we've got to do for installation school.   Naviere Walkewicz 46:16 That is an honor, sir. Thank you. Thank you so much. Oh my goodness, thank you.   Dr. Chaudhary 46:20 It was a great hour, and just a pleasure to spend time with…   Naviere Walkewicz 46:26 It was my pleasure. There's so much I wanted ask you and I know we're limited on time … Is there anything we can do for you?   Dr. Chaudhary 46:36 Just keep doing what you do. Keep making sure that our grads out there have a voice, have a say, and can contribute to all this institution has to offer our nation. And so, you're doing it, and I can't thank you enough for it.   Naviere Walkewicz 46:49 Thank you very much.     KEYWORDS Air Force, Dr. Ravi Chaudhary, leadership, installations, energy, community service, innovation, military, great power competition, sustainability, Air Force Academy, leadership, aviation, innovation, energy solutions, GPS, pilot training, military standards, personal growth, resilience     MORE FROM DR. CHAUDHARY ON THE FOR THE ZOOMIES PODCAST with C1C ANDREW CORMIER '25     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation      

Join Harry Moffitt as he talks with Dr's Deane-Peter Baker, Roger Herbert, and David Whetham about their new book The Ethics of Special Ops: Raids, Recoveries, Reconnaissance, and Rebels. At the end of the Afghan campaign a number of Special Operations units were subject to investigations of alleged war crimes. In response, these three distinguished scholars have written a compelling book, looking at how we might learn the lessons of this time. In this broad ranging discussion, Harry, Deane, Roger, and David cover many related topics, including the ethics of war fighting and why it matters, how to prepare soldiers for the moral challenges of the battlefield, and some of the techniques they use in training and development, including The King's College London Centre for Military Ethics Playing Cards, found at http://www.militaryethics.uk/en/playing-cards . The Ethics of Special Ops: Raids, Recoveries, Reconnaissance, and Rebels (Cambridge University Press 2023). Dr Deane-Peter Baker is an Associate Professor of Ethics in the School of Humanities and Social Science at UNSW Canberra, and Director of the Military Ethics Research Lab and Innovation Network (MERLIN). He is also a Senior Visiting Research Fellow in the Kings College London Centre for Military Ethics. Dr. Herbert is the Robert T. Herres Distinguished Military Professor of Ethics at the U.S. Naval Academy. Previously, he served for 26 years as a Naval Special Warfare officer, including commanding SEAL Delivery Vehicle Team 2, Naval Special Warfare Unit 3, and the Naval Special Warfare Center. Dr David Whetham is Professor of Ethics and the Military Profession at the Defence Studies Department of King's College London, based at the Joint Services Command and Staff College at the UK Defence Academy where he coordinates or delivers the military ethics component of courses for between two and three thousand British and international officers a year.

Special Agent in Charge Justin King had an amazing career that took him all over the world. From the US Southern border to fire fights along side special forces in the Middle East. Justin is now the Chief Product and Strategy Officer at the National Command and Staff College along with being Chief Strategy Officer at MAGNUSWorx. Connect with him below! LinkedIn - https://www.linkedin.com/in/justincking/   Contact Steve - steve@thingspolicesee.com Support the show by joining the Patreon community today! https://www.patreon.com/user?u=27353055           -Video of the interviews           -Vinyl TPS logo sticker           -Patron Shoutout            -Exclusive posts and direct messaging to Steve Please rate and review on iTunes! https://itunes.apple.com/us/podcast/things-police-see-first-hand-accounts/id1384355891?mt=2 Shop Merch / Subscribe / be a guest / Contact  www.thingspolicesee.com Join the FB community!  https://www.facebook.com/thingspolicesee/ Background consultation - Ken@policebackground.net  

Our guest for this episode has been on Active Duty for over 34 years, with much of that spent in Special Operations, and he's still scoring 600s on his ACFTs. Our wide ranging conversation covers everything from how he's maintained a high level of physical performance across his long career to the role that physicality plays in developing young leaders. We even dig into ideas for improving the health and fitness culture across our country. Lieutenant General Steve Gilland commissioned into the United States Army upon graduation from the United States Military Academy in 1990. As an Infantry Officer, he served in a variety of tactical assignments in Air Assault, Armor, Mechanized Infantry, Ranger, and Special Operations units. He has served in the 24th Infantry Division, the 2nd Infantry Division, the 75th Ranger Regiment, the United States Army Special Operations Command, the 1st Cavalry Division, the 101st Airborne Division, the 2nd Infantry Division, the III Armored Corps, and the United States Military Academy. Lieutenant General Gilland has commanded at every level up to Division and participated in numerous operational deployments to the Middle East, Africa, and Afghanistan. Prior to assuming duties as USMA's 61st Superintendent, he served as the Deputy Commanding General (Maneuver) of III Armored Corps, Fort Hood (known as Fort Cavazos since 2023), Texas. Lieutenant General Gilland holds a Master's Degree in Military Operational Art and Science from the Air Force Command and Staff College. He has the long list of awards you would expect, plus he has earned the Combat Infantryman's Badge, Expert Infantryman's Badge, Ranger Tab, Master Parachutist Badge, Air Assault Badge, and - notably less common than the rest - the Military Free Fall Jumpmaster Badge. Lieutenant General Gilland has been happily married to his West Point classmate Betsy, for more than 33 years. Team Gilland are the proud parents of three children.

Today, 250 years ago in 1774, a group of delegates gathered from the 13 British colonies on the American continent and held a Congress. Today we call it the 1st Continental Congress, and it was a momentous step that transformed a group of dissatisfied British colonies into a revolutionary movement that forged our nation. It is often glossed over in the extraordinary events and war that created America, and we want to take the next few minutes to give it the proper spotlight it deserves. To help us do that, Thomas Sheppard from the Marine Corps University Command and Staff College joins the show.

Send us a Text Message.Can effective leadership transform law enforcement agencies from within? Join us as we sit down with Justin King, a retired DEA Special Agent now serving as the Chief Product and Strategy Officer for the National Command and Staff College. From his military origins to his impactful career with the DEA, Justin shares his riveting journey, emphasizing the personal and professional sacrifices that come with a law enforcement career. Learn about the invaluable role his family, especially his wife, played in supporting him through frequent relocations and high-stress situations. This episode provides a candid look at the complexities and rewards of a life dedicated to public service.Explore the future of leadership in law enforcement as we tackle the critical issue of follow-up and accountability in training programs. Justin introduces us to the innovative methodologies employed at command colleges that ensure leaders remain engaged long after the initial training. Discover how a blend of online coursework, interactive sessions, and capstone projects fosters a culture of continuous learning and development. We delve into the lasting impact these programs have on building a legacy of effective leadership within law enforcement agencies, addressing gaps that traditional programs often overlook.Witness how genuine leadership and open communication revolutionize organizational culture. We discuss the importance of honest feedback and the necessity of training every member, regardless of rank, to foster accountability and improve performance. Get insights into the MagnusWorks app, a game-changing tool that enhances self-improvement, anonymous feedback, and communication within agencies. As we wrap up, we highlight Justin's transformative leadership methods and the profound impact they have on creating enduring organizational culture. Don't miss this inspiring conversation designed to ignite the leader within you.Join Our Tribe of Courageous Leaders: Get The BookGet Weekly Articles by Travis YatesJoin Us At Our WebsiteGet Our 'Courageous Leadership' TrainingJoin The Courageous Police Leadership Alliance

Listen as Scott Arcuri, Vice President of Field Operations at Operation Homefront discusses their mission to build strong, stable, and secure military families.  They provide relief and recurring family support programs, including events like the Back-to-School Brigade, Holiday Meals for Military, and Star-Spangled Babies.  Operation Homefront is truly focused on helping military families not just survive but thrive.    This podcast is made possible by generous funding from the Military Spouse Association of Camp Pendleton. To learn more, visit  https://www.msa-cp.org/.   Audio mixing by Concentus Media, Inc., Temple, Texas.   Show Notes: Resources:   Operation Homefront https://operationhomefront.org/   Back-to-School Brigade https://operationhomefront.org/back-to-school-brigade/   Family Events https://operationhomefront.org/events/ Bio:   “Our military families face constant change, uncertainty, and separation, yet they willingly devote their lives to service. We owe them an enormous debt of gratitude, and it's an honor to come alongside them to help when they need it most.”   Scott Arcuri joined Operation Homefront as Vice President of Field Operations in January 2023 after serving a distinguished 32-year career in the Air Force. He spent the majority of his time in uniform as a personnel officer and he commanded units in Korea and in South Carolina. Scott held a variety of staff and leadership positions during his career, including Director of Personnel for U.S. Air Forces in the Middle East, and later in Europe and Africa; two tours at the Air Force Personnel Center; and three tours at Headquarters Air Force at the Pentagon. His career was devoted to leading, developing, and assisting Airmen and their families across the globe and he is passionate about continuing that work at Operation Homefront. Scott holds a Bachelor of Science degree from the U.S. Air Force Academy and a master's degree from Central Michigan University, Air Command and Staff College, and Air War College.  

It has long been said that the United States has benefited from its geography, when it comes to national security. This is attributed to vast oceans to the east and west, along with friendly neighbors to the north and south. The same can be said for Canada, with Santa being a pretty friendly neighbor to the north, one would assume. Do to this shared advantage, which might be less true today, Canada and the United States have long worked together to secure "Fortress North America". From the defensive structures of NORAD and NATO, to the continued force projection taking on some of the biggest challenges of the day, these two countries have collaborated in a number of military spaces.While it would take too long to dive into all the shared challenges that these countries face on the global stage, we did take a special opportunity to speak with the Canadian Defense Attaché to the United States about several of the biggest issues of the day. Major General  Michel-Henri St-Louis of the Canadian Armed Forces graciously gave his time to talk about NATO, NORAD, Ukraine, and the current state of Canada's military and integration with American forces. With a thirty-plus year military career, the Major General has held many high level commands across multiple theatres, as he has helped to ensure Canada upholds its international security obligations. This episode tackles important questions, from what challenges do the armed forces face in terms of readiness, what support has the Canadian government provided to Ukraine, and how our adversaries actively work to undermine important foreign policy conversations here in the US and Canada. This fascinating and unique conversation provides access to top level military thinking, accessible for all.Major-General Michel-Henri St-Louis is an infantry officer from le Royal 22e Régiment, currently serving as the Defence Attaché to the United States. Born in Managua, Nicaragua, he and his family moved to the south shore of Montreal in 1978 during the time of the Sandinista Revolution. Before assuming his current responsibilities at the Canadian Embassy in Washington, DC, MGen St-Louis was the Acting Commander of the Canadian Army. This followed his appointment as the Canadian Army's Training Authority. Preceding this, he served as the Commander of Joint Task Force - IMPACT in the Middle East for more than a year (mid 2019 – mid 2020). Other previous commands and appointments include Deputy Commanding General for Operations of America's First Corps (I Corps - US Army) at Joint Base Lewis-McChord (2017-2019), command of 5e Groupe-Brigade Mécanisé du Canada (2015-2017), as well as commander of the last Canadian Battle-Group in charge of combat operations in Panjwai, Kandahar (2010-2011).Through his service he and his family have lived in Saint-Jean, Québec City, Oromocto, Ottawa, Toronto, Winnipeg, Washington, D.C., Washington State and Kingston (Ontario). He has deployed on 6 different missions, to such places as Srebrenica (Bosnia), Rastevic (Croatia), Zgon (Bosnia), Kabul, Kandahar (Afghanistan) and the OP IMPACT Middle East area or operations (Kuwait-Iraq-Jordan-Lebanon).He has attended the US PINNACLE and CAPSTONE Leadership Programs, followed seminars at the Near East South Asia Center for Strategic Studies (NDU) and the US Army War College. He is a graduate of the National War College (Washington, D.C., U.S.A.), the Canadian Forces College, le Collège Militaire Royal de Saint-Jean, the Royal Military College in Kingston, and the Canadian Army Command and Staff College. His three Masters degrees have focused on the study of war, defence and strategy. He served as chief of staff at the operational level in the 1st Canadian Air Division. In addition, he served three times at the strategic level with the Director General of Strategic Planning, within the Canadian Army Staff and with the Strategic Joint Staff.

Lieutenant Colonel Robert "Buzz" Patterson, United States Air Force (Retired), is the author of New York Times best sellers, Dereliction of Duty: The Eyewitness Account of How Bill Clinton Compromised America's National Security and Reckless Disregard: How Liberal Democrats Undercut Our Military, Endanger Our Soldiers, and Jeopardize Our Security, and War Crimes: The Left's Campaign to Destroy the Military and Lose the War on Terror. His new book, "Conduct Unbecoming: How Barack Obama is Endangering Our National Security," will be released on September 7th, 2010.Patterson served 20 years as a pilot on active duty in the United States Air Force and saw tours of duty world-wide including combat operations in Grenada, Somalia, Rwanda, Haiti, and Bosnia.From 1996 to 1998, Colonel Patterson was the Senior Military Aide to President Bill Clinton. During that time he was responsible for the President's Emergency Satchel, otherwise known as the "Nuclear Football," the black bag with the nation's nuclear capability that accompanies the president at all times. In addition, Colonel Patterson was operational commander for all military units assigned to the White House, which included Air Force One, Marine One, Camp David, White House Transportation Agency and White House Mess.Among his many military commendations, Patterson received the Defense Superior Service Medal for accomplishments while at the White House and was awarded the Air Force Air Medal for flying fifteen combat support missions into then-besieged Sarajevo, Bosnia-Herzegovina in 1994. He retired in 2001 to pursue a career as a commercial airline pilot, writer and conservative speaker.As a result of his experiences and writings, he's been featured in films such as Hillary: The Movie and Blocking the Path to 9/11. He is a frequent guest on talk shows across the country, including television appearances on ABC News with Diane Sawyer, The Hannity Show, The O'Reilly Factor, CBS' Morning Show, Fox and Friends, Hardball with Chris Matthews, The Dennis Miller Show, C-SPAN's Book Notes, Joe Scarborough, Heartland with John Kasich, and MSNBC News. He's also been heard on radio shows ranging from Rush Limbaugh, Sean Hannity, Laura Ingraham, Michael Savage, G. Gordon Liddy to Hugh Hewitt.Patterson was born in Chapel Hill, North Carolina. He is a Distinguished Graduate from the Air Command and Staff College; he has his Bachelor's Degree in Political Science from Virginia Tech University and a Master's in Business Administration from Webster University in St. Louis, Missouri. He and his family currently reside in California.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-opperman-report--1198501/support.

Barely a week goes by without things occurring that would have been inconceivable three years ago. Russian territory being hit by American made munitions, history's most substantial sanctions in place against Russia, a near coup against the Kremlin, and Putin going cap-in-hand to Kim-Jong-Un to prop up his ailing military. What more can happen before these tensions and conflicts coalesce into World War 3 – especially the expectations that Korea troops will soon be fighting on the territory of Europe. ---------- Mick Ryan is a retired major general in the Australian Army. A graduate of the Johns Hopkins University School of Advanced International Studies and the U.S. Marine Corps University Command and Staff College and School of Advanced Warfighting. He has commanded at platoon, squadron, regiment, task force, and brigade level. In January 2018, he assumed command of the Australian Defence College in Canberra, Australia. In 2021 he was an adjunct scholar at the Modern War Institute. He completed his 35-year career with the Australian Army and transitioned to the Army Reserve as a major general on February 27, 2022. His book, War Transformed, was published in 2022, ‘White Sun War: The Campaign for Taiwan' was published in 2023, and his latest book "The War for Ukraine: Strategy and Adaptation Under Fire", will be released on 13th August 2023. ---------- LINKS: https://x.com/WarintheFuture https://mickryan.substack.com/ https://www.csis.org/people/mick-ryan https://mwi.westpoint.edu/adjunct-scholars/mick-ryan/ https://x.com/LowyInstitute https://x.com/CSIS ---------- BOOKS: War Transformed: The Future of Twenty-First-Century Great Power Competition and Conflict Hardcover (2022) White Sun War: The Campaign for Taiwan (2023) The War for Ukraine: Strategy and Adaptation Under Fire (2024) ---------- ARTICLES: https://www.forces.net/ukraine/death-thousand-cuts-warns-former-general-ukraine-war-enters-new-phase https://www.businessinsider.com/russia-is-more-dangerous-than-when-it-first-invaded-strategist-2024-4 https://www.forbes.com/sites/davidaxe/2024/07/04/it-took-russia-three-months-and-thousands-of-lives-to-capture-one-isolated-ukrainian-neighborhood/ https://edition.cnn.com/videos/world/2024/02/02/exp-mick-ryan-interview-fst-020202aseg1.cnn https://www.lowyinstitute.org/the-interpreter/ukraine-war-how-check-russia-s-momentum ---------- SUPPORT THE CHANNEL: https://www.buymeacoffee.com/siliconcurtain https://www.patreon.com/siliconcurtain ---------- TRUSTED CHARITIES ON THE GROUND: kharpp - Reconstruction project supporting communities in Kharkiv and Przemyśl https://kharpp.com/ Save Ukraine https://www.saveukraineua.org/ Superhumans - Hospital for war traumas https://superhumans.com/en/ UNBROKEN - Treatment. Prosthesis. Rehabilitation for Ukrainians in Ukraine https://unbroken.org.ua/ Come Back Alive https://savelife.in.ua/en/ Chefs For Ukraine - World Central Kitchen https://wck.org/relief/activation-chefs-for-ukraine Ukrainian Freedom News https://www.ukrainianfreedomnews.com/donation/ UNITED24 - An initiative of President Zelenskyy https://u24.gov.ua/ Serhiy Prytula Charity Foundation https://prytulafoundation.org NGO “Herojam Slava” https://heroiamslava.org/ NOR DOG Animal Rescue https://www.nor-dog.org/home/ ---------- PLATFORMS: Twitter: https://twitter.com/CurtainSilicon Instagram: https://www.instagram.com/siliconcurtain/ Podcast: https://open.spotify.com/show/4thRZj6NO7y93zG11JMtqm Linkedin: https://www.linkedin.com/in/finkjonathan/ Patreon: https://www.patreon.com/siliconcurtain ---------- Welcome to the Silicon Curtain podcast. Please like and subscribe if you like the content we produce. It will really help to increase the popularity of our content in YouTube's algorithm. Our material is now being made available

In this episode of The Energy Question, David Blackmon talks with Iowa Congressman Zach Nunn about the state of play related to this year's elections, along with national security and energy policy in the nation's capital. A sixth generation Iowan, Cong. Nunn was raised in a family of public school teachers, nurses, and farmers. While growing up, Zach helped out on his family's Century family farm raising sheep, poultry and growing row crop. He was raised on Des Moines' east side and went to Southeast Polk High School before attending Drake University. He went on to get master's degrees from the Air Command and Staff College and the University of Cambridge.Zach served our country for almost two decades in the United States Air Force. As an airborne intelligence officer, Zach flew recon missions off the coasts of Russia and China. After 9/11, he deployed three times to the Middle East and flew over 700 combat hours. He served as Director of Cybersecurity at the White House's National Security Council combating cyber-attacks from foreign adversaries. Zach currently serves as a Colonel in the U.S. Air Force Reserve.Following his active duty military service, Zach served in the Iowa House of Representatives and the Iowa Senate. While working in the state legislature, he helped pass the state's largest tax cuts three times over, growing Iowa's economy and putting more money back into the pockets of Iowans.  In Congress, Zach continues to be a pragmatic problem-solver pushing common-sense policies to benefit Iowans in all 21 counties he has the honor of representing. He serves on the House Financial Services Committee and the House Agriculture Committee where he is bringing Iowa's big voice in the insurance industry and agricultural industry to our nation's capital. Nunn also serves on the General Farm Commodities, Risk Management and Credit subcommittee and the Commodity Markets, Digital Assets and Rural development subcommittee.  Zach is honored to call Bondurant his home and is happily married to wife Kelly and dad of six kids, two of which are adopted.Enjoy!Highlights of the Podcast00:30 - Congressman's Background and Greeting00:59 - Congressman's Roles and Responsibilities02:18 - Cybersecurity Threats and National Defense03:22 - Legislation and Bipartisan Support05:31 - Daily Briefing at the White House08:22 - Supply Chain and Critical Infrastructure10:40 - China's Influence and Rare Earth Minerals13:57 - Rare Earth Resource Discoveries14:43 - China's Market Manipulation16:38 - LNG Infrastructure and Russia20:08 - Iowa's Political Landscape23:10 - Impact of California and New York Residents Moving to Iowa

Episode Notes A key part of Memphis history is its role in the Civil Rights Movement, particularly with the Sanitation Workers Strike that brought Dr. Martin Luther King Jr to Memphis and his untimely death. Like the city itself, the story of Civil Rights activism is often presented through a Black-White lens. Yet, Asians and Asian Americans have been in the South since at least the late 1700s and in Memphis since the late 1800s. How then do Asian Americans fit into the history of civil rights? And how does knowing that history then change how we think about race, rights, Asian Americans, and the South? To answer these questions and more, today I'm joined by Dr. Stephanie Hinnershitz, author of A Different Shade of Justice: Asian American Civil Rights in the South. She shares some of the complexities of Asian American legal cases during the 1880s to late twentieth century and reflects on some of the cases that didn't make it into the book but still offer important insights into civil rights.     Dr. Stephanie Hinnershitz is an Assistant Professor of Security and Military Studies at the Air Command and Staff College at Maxwell Air Force Base in Alabama. She is the author of Race, Religion, and Civil Rights: Asian Students on the West Coast, 1900-1968 (Rutgers University Press), A Different Shade of Justice: Asian American Civil Rights in the South (UNC Press), which won the Silver Nautilus Award for Journalism and Investigative Reporting, and Japanese American Incarceration: The Camps and Coerced Labor in World War II (University of Pennsylvania Press), which won the Philip Taft Labor History Award from the Labor and Working Class History Association and Cornell University Labor Relations School.

Philip Cunliffe joins us to talk about his recent book ‘The New 20 Year Crisis' which draws inspiration for the classic 1939 text ‘The 20 Year Crisis' by E. H. Carr to advance a powerful, incisive critique both of the liberal internationalist project of the past two decades, as well as the discipline of IR itself which beguiled by the ‘unipolar imaginary' has failed to comprehend the depth of the transformations currently underway in international politics. Philip provocatively argues that we are living through a wholesale structural reconfiguration of the international political order, a reconfiguration which spells the end of ‘the utopian dream of the receding era of unipolarity'. This claim sets the stage for a lively conversation where we touch upon questions of realism versus idealism, the autonomous logic of realpolitik, liberalism post-unipolarity, why Karl Rove is the ultimate constructivist(!), and, ultimately, why a fundamental rethink in how we practice and teach international relations is now essential if we are to fully reckon with rising multipolarity and shifting global power dynamics. Philip Cunliffe is Associate Professor in International Relations at the Institute for Risk & Disaster Reduction, University College London where he researches and teaches on the topics of international order, multinational military intervention and conflict management. He has 20 years of academic experience, having previously worked as a Senior Lecturer at the University of Kent and a Temporary Lecturer at the UK's Joint Services Command and Staff College. He obtained his PhD in War Studies from King's College London. He has also worked as a contributor to the Economist Intelligence Unit. He is a prolific author and editor, having published eight books and numerous academic articles and chapters on various aspects of international politics and security. He is committed to engaging with the public and the media, and writes for various outlets, including UnHerd, the New Statesman, the Spectator, the Times (London), Daily Telegraph, Compact, among others. He has also appeared on TV and radio including BBC Radio 4 and GB News. Philip co-hosts the @bungacast podcast: https://bungacast.com/ And tweets @thephilippics: https://x.com/thephilippics His Substack is at https://thephilippics.substack: https://thephilippics.substack.com/ Philip's UCL profile can be found here: https://profiles.ucl.ac.uk/88668-philip-cunliffe/publications We discussed: The New Twenty Years' Crisis A Critique of International Relations, 1999-2019 (2020): https://www.mqup.ca/new-twenty-years--crisis--the-products-9780228001027.php#:~:text=The%20New%20Twenty%20Years'%20Crisis%20reveals%20that%20the%20liberal%20international,of%20the%20crisis%20are%20internal. Cosmopolitan dystopia International intervention and the failure of the West (2020): https://manchesteruniversitypress.co.uk/9781526105738/

Tom DeJarnette is a retired Navy SEAL Captain and was recently a guest speaker at CCA's Feeder Meeting a few weeks ago. Before speaking to attendees at the event, Tom sat down with Sorting Pen Host Katie Roberti and CCA's Feeder Council Chair Mike Sulpizio for this episode to share about his presentation and perspectives on leadership. Hear some of the takeaways he shares from his 26-year Naval career and how he connects many of them to the beef industry. More about Tom:Tom DeJarnette graduated from the University of South Carolina in 1993 with a double major in English and Economics. As an All-American swimmer, it was a natural fit to join the Navy and go to Basic Underwater Demolition SEAL (BUDS) training. As a retired Navy SEAL Captain with over 25 years of special operations experience working in high stress/no fail environments, Tom is proud of his military experiences and the lessons he learned about leadership, organizational structure, training, and culture. He built and led high performance teams from 20 to 400 people using these fundamentals and regularly proved they work under the most demanding conditions. Tom's 26-year Naval career included Operational Tours at SEAL Team ONE (ST-1), SEAL Team THREE, Naval Special Warfare Unit TEN (NSWU-10), Special Operations Command CENTRAL (SOCCENT), and Special Boat Team TWENTY (SBT-20). His staff tours included NSWU-10, SOCCENT, SBT-20, USMC Command and Staff College, ST-1, Naval Special Warfare Group ONE, Naval Special Warfare Group THREE, and Naval Special Warfare CENTER. Throughout his time in the SEAL Teams, what Tom enjoyed most was taking care of people and setting the conditions so that his teammates could be the best versions of themselves every day. With Tom's successful transition to the private sector in 2019, he continues to add unique value to like-minded corporate organizations because he implements time-honored Special Operations principles in a way that resonates with high-performance teams focused on authenticity, durability, and achieving a competitive advantage. In 2019, Tom was hired by Volunteer Employee Benefits Association (VEBA) as the Chief Administrative Officer where he established What The Strong Do To Rise LLC in support of VEBA contracting objectives. From 2020 – 2022, Tom established his personal LLC to embark on various leadership and cultural development contracting opportunities. Contracting led to another salary opportunity in 2021 as the Chief People Officer for Symbiont, a Fintech Blockchain company, where he got to focus on quality-of-life issues for a company of proven performers. Tom continues to enjoy working with high performance teams who are focused on selflessness, accountability, and work to solve problems in a way that preserves the long-term health of an organization. Text us your comments, feedback and episode ideas!

Dr. Steph Hinnershitz is an Assistant Professor of Security and Military Studies at the Air Command and Staff College at Maxwell Air Force Base and a fellow with the  National World War II Museum. She discusses D-Day, the largest amphibious invasion in military history, and highlights the multinational nature of the operation, with significant contributions from the British and Canadians. She also discusses the strategic planning and coordination required for the invasion, including dealing with unpredictable factors like weather and human responses. 

Fr Nectarios Trevino is a veteran of the U.S. Air Force. He retired in 1998 and his last assignment was as a squadron commander. His entire career was in the Politico-Military Affairs and Intelligence career fields. He is a graduate of Georgetown University Law Center where he earned a Juris Doctorate, the National Defense University's Staff College, and the USAF's Air War College. He served on General Norman Schwarzkopf's staff during the Gulf War. Fr Nectarios is a priest in the Russian Orthodox Church Abroad. He attended the Vatican's Exorcism Program in 2009.SPONSORS OF TODAYS EPISODEKizik Hands Free Shoes- No hands, total freedom. These shoes are incredible. Click Here GoodRanchers- American Meat and Seafood delivered straight to your door. Use promocode EXFILES for a year of free American Wagyu Burgers.  Http://goodranchers.com/exfilesLate Pledging For Season 2 Kickstarter- Click here .

Does it seem like every parent thinks their child is "gifted"? Well, they might be right! Even if the grades don't show it. Gina went on location and visited the Roeper School, an institution for gifted students in the Detroit area to interview Head of School Christopher Federico.  Christopher comes to Roeper from Toronto, having previously served as Head of Academics and Upper School at Bayview Glen and as Director of Curriculum, Research, and Uni Partnerships at the University of Toronto Schools. Fun fact. Or serious fact. Christopher has been a member of the Canadian Army Reserve since 1991 now serves as the Senior Instructor at the Canadian Army Command and Staff College in Kingston, Ontario. Follow us at @artic.ulating on IG for more of Articulating!

This topic of this special episode of the Understanding Congress podcast is a recent book by a former Hill staffer. It is titled Fire Alarm: The Investigation of the U.S. House Select Committee on Benghazi (Lexington Books, 2023)The author is Bradley F. Podliska is an Assistant Professor of Military and Security Studies at the U.S. Air Force Air Command and Staff College in Montgomery, Alabama. Brad is a retired U.S. Air Force Reserve intelligence officer with the rank of lieutenant colonel. He was deployed to Iraq in 2008 and also worked as an intelligence analyst for the Department of Defense.Dr. Podliska is a former investigator for the U.S. House of Representatives Select Committee on Benghazi. He is the author of two books, and that latter experience working on the Hill formed the basis for his book, Fire Alarm: The Investigation of the U.S. House Select Committee on Benghazi.Kevin Kosar:Welcome to Understanding Congress, a podcast about the first branch of government. Congress is a notoriously complex institution, and few Americans think well of it. But Congress is essential to our republic. It is a place where our pluralistic society is supposed to work out its differences and come to agreement about what our laws should be.And that is why we are here: to discuss our national legislature and to think about ways to upgrade it so it can better serve our nation. I am your host, Kevin Kosar, and I'm a resident scholar at the American Enterprise Institute, a think tank in Washington DC.Professor Podliska, welcome to the podcast.Bradley Podliska:Thank you, Kevin, for having me. I appreciate being here.Kevin Kosar:You were an investigator for the House of Representatives. I introduced you as a professor, but you had on-the-ground experience inside Congress as an investigator for the House of Representatives. For audience members who have never heard of that position, what do House investigators do? And how did you get to that position?Bradley Podliska:Investigators are another term for subject matter experts, usually based on their executive branch experience. The role of an investigator is to interview witnesses, request documents, analyze those documents and then provide new information back to the members for the committee so they can conduct their investigation. Now with that said, the titles when it comes to the Benghazi Committee were completely and totally arbitrary. Attorneys had “counsel” in their title and if you were a non-attorney, you either had the title of investigator, professional staff member, or advisor, but we all did the same work. So we were all analyzing documents, we were all interviewing witnesses, and then we were reporting the results to the committee members.In my particular case, I spent 17 years in the intelligence community and the Defense Department, and I knew someone that had known the Republican staff director of the Benghazi committee for over two decades. So I submitted a resume and I was hired soon thereafter, and this is a point I actually make in my book Fire Alarm, which is that you're basically hired on perceived party loyalty. I refer to this as a non-compensatory dimension. In other words, merit is a secondary condition. You might be the best person for a job, but if you are not perceived as a partisan, you are not going to be hired in the first place. This is done is through those personal connections that I talked about. I am not aware of any staff member that was hired on the Benghazi committee that either did not have prior Capitol Hill experience or did not know somebody on the committee itself.Kevin Kosar:And that...

Dr. Malcolm Davis discusses the Australian perspective on AUKUS, American extended deterrence, and the views of China as a potential threat. He highlights the evolving relationship between Australia and the United States, the importance of the US alliance, and the role of AUKUS in strengthening defense capabilities. Davis emphasizes the need for a realistic and balanced approach to China, recognizing its strategic ambitions and the challenges it poses to Australia's security. He also discusses concerns about US commitment and the importance of strengthening extended nuclear deterrence.Dr. Malcolm Davis joined ASPI as a Senior Analyst in Defence Strategy and Capability in January 2016. Prior to this he was a Post-Doctoral Research Fellow in China-Western Relations with the Faculty of Society and Design at Bond University from March 2012 to January 2016, and he currently retains an Honorary Assistant Professor position in the Faculty. He has worked with the Department of Defence, both in Navy Headquarters in the Strategy and Force Structure area, and with Strategic Policy Division in the Strategic Policy Guidance and Strategic External Relations and Education sections from November 2007 to March 2012. Prior to this appointment he was a Lecturer in Defence Studies with King's College London at the Joint Services Command and Staff College, in Shrivenham, UK, from June 2000 to October 2007. He holds a PhD in Strategic Studies from the University of Hull as well as two Masters degrees in Strategic Studies, including from the Australian National University's Strategic and Defence Studies Centre. His main research focus is on defense strategy and capability development, military technology, and the future of warfare. Socials:Follow on Twitter at @NucleCastFollow on LinkedIn: https://linkedin.com/company/nuclecastpodcastSubscribe RSS Feed: https://rss.com/podcasts/nuclecast-podcast/Rate: https://podcasts.apple.com/us/podcast/nuclecast/id1644921278Email comments and topic/guest suggestions to NucleCast@anwadeter.org

Last time we spoke about the beginning of the Japanese counteroffensive on Bougainville, action on the Burma front and New Guinea. General Hyakutake was under immense pressure to dislodge the Americal force from Bougainville. He unleashed a grand counter offensive trying to break the American defensive lines. Both the Japanese and Americans began suffering heavy casualties, yet neither side wavered in its resolve. Over in the Burma front, the Galahad unit, aka Merrills marauders joined their British, American and Chinese allies in pushing the Japanese back. There were some issues involving friendly fire, but overall the allies were making gains in a theater where the Japanese had dominated for years. Over in New Guinea, the Japanese were continuing to retreat to Madang. Things were going so terribly, units were now being deployed to defend the western part of New Guinea. Japan was simply not winning the war of attrition.  This episode is the Operation Thursday Welcome to the Pacific War Podcast Week by Week, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about world war two? Kings and Generals have an assortment of episodes on world war two and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.  Things have really been heating up on the Burma front. General Mutaguchi basically tricked his own superiors into allowing him to invade India under the guise of Operations HA-GO and U-GO. This saw Japanese units advancing towards Imphal and Kohima. On the other side General Stilwell's forces were advancing upon Myitkyina in the north, as General Slim's 15th corp were clashing with the Japanese in the Arakan region. Americans, British, Indians, Chinese were all performing operations to halt Japanese attacks and push further into Burma, but on top of all of that, we now need to talk about our favorite child born from the onion eating madman Wingate, the Chindits.  All the way back in early February, Operation Thursday was in development. The operation was basically an extended version of the first Chindit raid, this time in two waves, with 3 brigades making long marches across the Chindwin. The first wave would go into the enemy territory, then 2-3 months later the second wave would come in to reinforce them. There were large issues with the operation, namely a lack of aircraft. Aircraft were being used for the Arakan campaign and flying supplies over the Hump. Chiang Kai-shek would not part with any aircraft set to go over the Hump and not even Mountbatten had the authority to touch the issue. Regardless Thursday would be authorized and its goals were as follows; to assist Stilwell's advance; to create favorable conditions for the Y-Force to gord the Salween and to inflict maximum damage to the Japanese in northern Burma. Their principles targets were the Shwebo-Myitkyina railway and the Myitkyina-Bhamo-Indaw road. There would be 4 strongholds to be designated, Piccadilly, Chowringhee, Broadway and Templecombe, the last one later renamed Aberdeen. The US 900th airborne engineer company would clear strips suitable for Dakotas to land. On February 4th Wingate and Stratemeyer, commander of the Eastern Air command issued the essential guidelines for Thursday, stressing this raid would require the wounded being flown out from the strongholds rather than to be abandoned as was the case with the first expedition. Stratemeyer added orders to bomb the stronghold areas prior to their establishment, though Wingate had instead favored diversionary bombings of Rangoon, Mandalay and Bangkok.  On February 5th of 1944, Fergussons 16th brigade kicked off first from Ledo and onlookers would remark they looked more like a mule train than a commando force. There were elephants, 250 bullocks, 547 horses and 31314 mules assigned to the operation. Fergusson's 4000 men took 500 mules, fully laden along with them. They avoided Japanese forces by traversing exceptionally difficult terrain. It would be a full month before all Brigade Battalions crossed the Chindwin river. The main target was Indaw, although two Columns were tasked to attack the town of Lonkin, in the Kachin Hills and 20 miles west of Kamaing. Two gliders, loaded with folding boats, outboard engines, and gasoline, were towed by air to the Chindwin River and softly set down on a sandbar. Not only were the necessities delivered to Fergusson, but also for reuse the pair of C-4As were plucked from the scene by a C-47. Wingate traveled with Fergusson and his men for the first the start of the grueling ascent up the Paktai. They faced mud slides, torrential rain, the usual Burma experiences. It would take them all of February to reach the Chindwin, after that it was another 200 miles to their target of Indaw. Wingate departed after the first few days, but would come back over by aircraft to observe the crossing of the Chindwin. Fergusson had been critical of Wingate in January, describing him as a liar, but he continued to believe in the man. “Wingate was sometimes wrong in small things but never in big.' When Wingate met Fergusson he showed up with an entourage of war correspondents, trying to publicize the Chindits activities. He began talking to them of a new fad he came across, turtle eggs which he declared provided singular nourishment. Like so many of Wingate's eccentric ideas, no one favored it. Turtles' eggs were found to be no more appetizing than those of any other reptile, and in fact many of the Chindits experienced stomach pains and other digestive problems after eating them. Then Fergusson had to tell Wingate they could not possibly reach Indaw earlier than March 20th. The expectation had been March 5th, thus Wingate was pissed. At the same time, the 1st air commando had performed aerial reconnaissance over the 3 selected locations suitable for bringing gliders, Broadway, Piccadilly and Chowringhee. Yet Wingate had issued strict orders banning any further overflights fearing it would give up their intentions to the Japanese. Despite the warning, Colonel Cochram dispatched a B-25 on March 5th to perform a final look over the sites, giving last minute reports that Broadway and Chowinghee were clear, but it looked like teak logs were sprawled over the Piccadilly site. Since the Piccadilly site seemed unsuitable, Brigadier Calvert persuaded Wingate to send the Gliders into Broadway. On the night of March 5th, the gliders carrying the second wave were flown in. The pathfinder gliders, first to touch down, set out flare pots to facilitate succeeding waves of gliders. However, the field proved far less accessible than expected. For many years, the local people had logged teak and during the wet season, slid the huge logs across the ground down to a river. Over time the technique gouged deep ruts that elephant grass covered, making the trenches invisible to aerial photographs or reconnaissance. Co-commander of the 1st air commando group John Richardson Alison recalled "They formed perfect glider traps, and there was no way to avoid them. The gliders arrived overhead in large numbers, and when a glider starts down there is no way to stop it. As each one hit the trenches the landing gears would come off and the gliders would go in a heap. We tried to arrange the lights to spread the gliders all over the field to avoid collisions, but this was impossible. They were coming in too fast to change directions, and glider after glider piled into each other while landing.” The next day the gliders landed successfully on Chowringhee and the airstrip was completed by nightfall. Meanwhile transports began to bring Calverts 77th brigade, followed by Brigadiers Lentaigne's 111th brigade. By the 11th, the fly in was complete, now 9250 Chindits were landed on Broadway and Chowringhee. The Chindits then began their advance east to hit the Lashio-Bahmo-Myitkyina motor supply line. Trekking from Chowringhee, Morris Force Columns headed north-east, to cut the Bhamo-Myitkyina road, as 111 Brigade's British Battalions marched south from Broadway to link up with other elements flown into Chowringhee. Their job was to stop Indaw being reinforced from the south. Thus, 111th Brigade set up ambushes and roadblocks south of Indaw although part of the brigade which landed at Chowringhee was delayed in crossing the Irrawaddy River, before moving west to Pinlebu. Broadway was held with a garrison that included field artillery, anti-aircraft guns and some six Spitfires that would successfully repel a Ki-43 attack on March 13.  Meanwhile Calvert's columns advanced over the railway towards Henu, where they would establish the White City stronghold, roughly 20 miles north of Indaw. Columns were directed to demolish bridges and railroads around the Kadu, Mawhun and Pinwe stations. It was a long and gruesome march over some very tough terrain. For example, it took Column 45, bringing up the Brigade's rear, nine days to cover the first 35 miles, to Hkalak Ga. They set out again on February 22nd. By this time, the men were tiring of K-rations, which gave calories but no bulk. Smoking was confined to lunch and evening bivouacs. The Leicesters were in the lead and reached the Chindwin on February 29th. Meanwhile, 45 Recce's columns, still in the rear, reached the Chindwin during the afternoon of Saturday March 4. It had taken them 21 days to cover some of the wildest, toughest country on earth. After successfully crossing the Chindwin, on March 12th Fergusson received orders to seize Indaw's airfield, destroy supply dumps in the area and establish a new Stronghold, to be known as Aberdeen. The Brigade continued south, moving parallel to and west of the railway. Meanwhile Calvert's 5 columns to 5 days to reach Henu. The South Staffords were the first to arrive and the Japanese reacted before they could dig in – they would have to fight for the Block. were on the alert to resist their incursion. In the afternoon of 16th, Calvert launched a bayonet charge up Pagoda Hill, with the Chindits soon engaging the Japanese engineers, who were charging down, in a vicious hand-to-hand combat. Eventually, with the assistance of the 1st Air Commando's close support, the Japanese were successfully pushed off the hill and the White City stronghold was established. For the loss of 23 dead and 64 wounded, Calvert's Chindits had killed 42 Japanese and had effectively cut the line of communications supporting the 18th Division far to the north. In the ensuing days, the stronghold would be developed into a fortress, with some airstrips becoming operational by March 21st. The time chosen to drop the Chindits near the 18th Division's line of communications was most embarrassing to General Tanaka. On January 10, Headquarters, 15th Army, had suspended movement of supplies to the 18th Division in order to accumulate stocks for the projected attack on Imphal. Shipment was to resume as soon as the Imphal operation was underway. Then the Chindits cut the rail line, and just when the supply movement was to have resumed, the 18th Division had to start living on what was at hand in north Burma. It was aided by the 56th Division, which shipped about ninety tons of vital supplies to Myitkyina via Bhamo, but Tanaka's supply position was fundamentally compromised by the Chindits fighting along the railway to north Burma. On the 18th Calvert's force took a large night drop, including wire and entrenching tools. They slaved away to turn the Block into a fortress. The parachutes festooned across the forest canopy gave the Block its popular name – White City – soon a maze of slit trenches and bunkers roofed with heavy timbers. White City, with its commanding position, became a powerful concentration of force, with Calvert's three Battalions steadily reinforced. The Block grew a heavily wired perimeter and a garrison strong enough to raise a substantial force for mobile action. Calvert regarded White City as “ideally situated around a series of hills about 30ft to 50ft high, with numerous small valleys in between, with water at the north and south. I brought the village of Henu into our defended area, so that we would have a good field of fire across the paddy to the south. I also brought into the perimeter what we called ‘OP Hill', a feature slightly higher than our own little hills, to give us good observation. Our perimeter was now about 1,000 yards long, mostly along the railway, and 800 yards deep.” Calvert now had 2,000 men inside the Block, with mobile “floater” columns operating to north and south, together with a sizeable force protecting Broadway. He called in air strikes to punish a Japanese force at nearby Mawlu. Meanwhile the 15th Army's staff were beginning to panic. Many of the officers were beginning to see the paint on the wall and were calling for the Imphal offensive to be abandoned. General Mutaguchi refused to give up and instead directed some troops to thwart the Chindits. To do this a reserve battalion was taken from the 15th, 18th, 33rd and 56th divisions and redirected to Indaw while Colonel Yanagisawa Hiroshi's 67th regiment moved over to Napin. Major General Hayashi Yoshihide's 24th independent mixed brigade was ordered to advance north along with some units of the 2nd division who would open a new HQ at Indaw by March 25th. Further behind the lines, the 53rd division led by Lieutenant-General Kono Etsujiro were directed to rush north to engage the enemy as fast as possible. All of this was still a diversion from the main effort against Imphal and it basically helped Stilwell's operations. To aid the war effort the IJA air force were also stepping up their game. On march 18th, a KI-43 raid managed to destroy some Spitfires grounded at broadway. William 'Babe' Whitamore and Alan M Peart managed to get airborne, with both shooting down one 'Oscar' each. Whitamore was shot down and killed but Peart survived for over half an hour, holding off over 20 enemy fighters. The remaining Spitfires were destroyed on the ground for the loss of another pilot, Lt Coulter. Peart flew back to Kangla the same day in his damaged Spitfire and reported the action.  The following day, Fergusson's footsore columns finally neared Manhton village and prepared to establish the Aberdeen Stronghold. After an appalling final leg of their terrible march into Burma, with progress reduced at some points to 100 yards per hour, the 16th Brigade elements finally reached Aberdeen clearing, some 60 miles west of Broadway Stronghold. The Aberdeen clearing was at Manhton, just east of the Meza River and 25 miles from the railway supplying the Japanese 18th Division, fighting Stilwell's Chinese troops, and the 56th Division, opposing the Yunnan Chinese. Aberdeen took in three villages: Manhton, Kalat and Naunghmi. Aberdeen's site had a lot of advantages. It was only two days' march from Indaw and 14 miles from the Indaw-Banmauk road. The dominant feature was a hill at the northern end, where the permanent garrison would be quartered. There were, however, some drawbacks – mainly the fact that, as Fergusson himself acknowledged, it was “highly accessible” to the enemy. The 16th brigade were exhausted and needed rest, the planned attack against Indaw would have to be delayed. To the south, on the 21st the Japanese launched a major night attack against White City. The battle was ferocious, Calvert's Chindits managed to successfully repel numerous attacks for over 8 hours until the Japanese finally pulled back. The Japanese suffered an estimated 300 deaths, the Chindits also suffered heavy losses. In the White City perimeter, men took solace from the companionship of the animals sharing their hardships. A pony gave birth to a foal during a Japanese attack and murderous mortar barrage. The foal was named “Minnie” after a nearby mortar post. In another attack, Minnie was kicked in the eye by a panic-stricken mule. They fought to save the eye and Brigadier Mike Calvert ordered regular reports of Minnie's progress to be circulated to all forward positions. When recovered, Minnie took to “doing the rounds” of the mortar positions, on the scrounge for tea – which she drank from a pint pot. Minnie survived White City and further battles and went on to enjoy a distinguished military career as the Lancashire Fusiliers' mascot. Minnie got out to India, traveled to Britain and subsequently joined the Regiment on a tour of duty in Egypt. On the 23rd, leading elements of Brigadier Thomas Brodies 14th brigade began to arrive to Aberdeen with the task of blocking the Indaw-Banmauk road.  At the same time, the 111th Brigade's columns were ordered to stop Japanese movements along the Pinlebu-Pinbon. The advance on Indaw may have been compromised inadvertently by the movements of 111 Brigade. One of its British Battalions, the Cameronian's, moved in a wide sweep west of Indaw, crossed the Banmauk road on the 22nd, with orders to cut the Indaw-Homalu road. They bumped into a Japanese patrol at night and their two wounded were flown out by light aircraft the next day. The men became hardened to the realities of jungle warfare against the Japanese, who fought to the death. Some columns were luckier than others regarding their supply drops. The King's Own columns had a reputation for being unlucky. During the 21-23, three successive attempts to re-supply them failed. Already, the columns were heavily reliant on food purchased in villages.  Wingate then visited Bernard Fergusson at Aberdeen. Fergusson wanted to rest 16 Brigade after its exhausting march in but Wingate told him to press on to Indaw before it could be reinforced. Unfortunately, however, the Japanese had already accomplished this. The 16th brigade departed Aberdeen on the 24th, heading south to Auktaw, drawing closer to the heavily-reinforced Indaw. Between them were strongpoints at Thetkegyin village. This part of the country was quite dry and the Japanese controlled all the water sources, thus the Chindits would be forced to fight to drink. Despite successfully blocking the Indaw-Banmauk road, most of Fergussons columns would get sucked into heavy fighting around Thetkegyin on the 26th. Only the 2nd Leicester's columns 17 and 71 made it to Indaw, holding a toehold grimly until they were ordered to pull back. After 5 intense days of fighting, Fergusson ordered his men to withdraw and regroup at Aberdeen.  Back on the 24th, Wingate flew down to Broadway and White City on a morale-boosting mission to 77 Brigade. After a side trip to Aberdeen, he flew back to Broadway and then on to Imphal. This would be the last time Calvert ever saw him. Wingate flew back to Imphal, landing at 6:23pm before taking off again at 8pm for Hailakandi airfield. Half an hour later the B-25 crashed into the Naga hills due west of Imphal near the village of Thilon. Cochran dispatched a special force to search for the crash and they found it the next day. Everyone inside the B-25 had died instantly. Investigators believed the crash could have occurred from freak weather, engine failure or pilot error. But since it was Wingate, there was an air of reluctance to accept it was just an accident. An official investigation concluded it had been the result of engine failure and that the pilot unsuccessfully tried to return to Imphal. Yet other theories emerged and were tested out. Sabotage was the first, but it was ruled out because the B-25 had been closely guarded at all times and nobody knew Wingates intentions or flight plans. Thunderstorms and turbulence were cited as plausible, but all pilots in the area confirmed no thunderstorms.  General Slim opted for extreme turbulence, even though the pilots' testimony also ruled that out. ‘The wreckage was eventually found on the reverse side of a ridge, so that it was unlikely that the aircraft had flown into the hill. The most probable explanation is that it had suddenly entered one of those local storms of extreme turbulence so frequent in the area. These were difficult to avoid at night, and once in them an aeroplane might be flung out of control, or even have its wings torn off.' Another theory had it that the B-25's cluster bombs had broke loose from the bay's rolled into the fuselage and detonated. Given, well how Wingate was, many in the Indian army rejoiced at his death, some quoted Shakepears Macbeth ‘Nothing in his life became him like the leaving it.' Mountbatten wrote to his wife Edwina ‘I cannot tell you how much I am going to miss Wingate. Not only had we become close personal friends but he was such a fire-eater, and it was such a help to me having a man with a burning desire to fight. He was a pain in the neck to the generals over him, but I loved his wild enthusiasm and it will be difficult for me to try to inculcate it from above.' General Slim had this to write on Wingate “With him, contact had too often been collision, for few could meet so stark a character without being violently attracted or repelled. To most he was either prophet or adventurer. Very few could regard him dispassionately; nor did he care to be so regarded. I once likened him to Peter the Hermit preaching his Crusade. I am sure that many of the knights and princes that Peter so fierily exhorted did not like him very  much – but they went crusading all the same. The trouble was, I think, that Wingate regarded himself as a prophet, and that always leads to a single-centredness that verges on fanaticism, with all his faults. Yet had he not done so, his leadership could not have been so dynamic, nor his personal magnetism so striking.” And so went Wingate, probably one of the most colorful characters of the Pacific War. In light of Wingates death, General Slim promoted Lentaigne to Major-General and appointed him the new commander of the 3rd Division. Slim, had loose operational control over Special Force, selected Brigadier Lentaigne to be Wingate's replacement after conferring with Brigadier Derek Tulloch, Wingate's Chief of Staff. Lentaigne was judged to be the most balanced and experienced commander in the force; he had been an instructor at the Staff College at Quetta, had led a Gurkha battalion with distinction during the grueling retreat from Burma in 1942 and had commanded a Chindit brigade in the field. As an officer of Gurkha troops, he had a similar outlook and background to Slim. The other Chindit brigade commanders were unknown quantities, mostly without staff qualifications, some of whom had never even commanded a battalion-sized unit in combat before 1944, and Wingate's staff officers lacked the necessary combat experience. The force's second-in-command, Major General George Symes, was bypassed by Slim and formally protested and asked to be relieved. In selecting Lentaigne, Slim did not take into account the tensions between those Chindit commanders and staff who were closely associated with Wingate, and Lentaigne, who had a classical "line" officer's background and had been critical of Wingate's methods and techniques. The loss of Wingate caused significant damage to the Chindits, it was as if they lost their persona. The month following Wingate's death, the 14th, 16th and 111th Brigades appeared to lack direction. They stayed around Indaw, ambushing the Japanese but with no major objective. As Slim, noted, "The immediate sense of loss that struck like a blow, even those who had differed most from him—and I was not one of these- was a measure of the impact he had made. He had stirred up everyone with whom he had come in contact. " At Broadway, for instance, after days of aerial attack, the 2nd Battalion, 146th Regiment stormed across the airstrip on March 27th and attacked its lightly defended western perimeter. Thankfully, the attack was repulsed, partly due to superior numbers. Three days of hard fighting at Broadway then ended with counterattacks and concentrated airstrikes finally dislodging the enemy. Though the Japanese regrouped, they were again pushed back by counterattacks supported by airstrikes in the end. Meanwhile, White City's defenses were strengthened. The Dakota brought over four 25 pounders, six Bofors anti-aircraft guns and four two-pounder anti-tank guns. This would allow Calvert to attack Mawlu on the 27th. As a result, the village was successfully taken and burnt out with flamethrowers, with the Chindits then reducing the remaining Japanese strongpoints. By the end of March, however, several major changes were made at the highest level. Much of the air support was diverted to the critical battles of Imphal and Kohima, where troops were cut off and could only be resupplied by air. The 23rd Brigade, yet to fly in, was also dispatched to Kohima. Finally, the Chindits were formally subordinated to General Stilwell, who ordered them to abandon their dispersed operations around Indaw and concentrate on interdicting the supply lines to the Japanese forces opposing his troops. In early April, while the 3rd West African Brigade and the remainder of Brodie's 14th Brigade were being brought in to Aberdeen, Lentaigne ordered the 111th Brigade led by Major John Masters to advance north and build the new Blackpool stronghold, which would block the railway and main road at Hopin. To Calvert's disgust, he was ordered to abandon White City and Broadway and move north to support the new stronghold, as Lentaigne insisted that the Chindit brigades were too far apart to support each other. But that is all for today in the Burma front as we now need to head over to Bougainville. The counterattack on Bougainville shifted on March 15th. General Kanda noticed Iwasa and Muda's Units were struggling to break through in their areas, so he changed the point of attack for the Magata Unit. He withdrew the bulk of the forces from Hills 700 and 260, sending them westward in preparation for a final attempt to break through towards the Piva airfields. The reserve 6th cavalry regiment was sent to reinforce Mugata's rear while the 2nd battalion, 4th South Seas Garrison was brought forward to try and contain the Americans at the Saua river mouth. Thus, there was a five-day break in the major action while the Japanese transferred the 13th and 23rd Regiments to reinforce what was left of Colonel Mugata's 45th Regiment. At this time the Japanese maintained patrols, which sometimes got into firefights with American patrols. A number of Japanese were taken prisoner during these patrol actions. From time to time the Japanese would lob mortar shells into the 129th's sector. During this lull in the fighting, the tired American riflemen and engineers were busy strengthening the defenses. Pillboxes were rebuilt, tactical wire reestablished, illuminating devices installed, communications improved, and the many Japanese dead buried. Information gained from prisoners and reconnaissance led General Beightler to conclude that the Japanese would launch a major assault on March 23rd. It was estimated that General Kanda had approximately 4850 men at his disposal to renew the attack on the 129th's front. Meanwhile the American artillery was smashing the South Knob who were now only being defended by a screening force. On the 18th, General McCulloch launched a final combined assault against the Knob. Companies A and B of the 132nd regiment performed a enveloping maneuver and enjoyed some initial success until they came upon heavy fire from Japanese bunkers. At 2:10pm the next day the attack resumed, this time successfully destroying several pillboxes, but the Americans were halted short of the crest. On the 20th, Company B was reinforced with a platoon from A and they circled the south end of the Knob, reaching the base of the trail going east. There they discovered the Japanese could pour down just as much fire, seeing another failed attack. Because of this failure it was decided to leave the reduction of Hill 260 to artillery and mortars. On the 23rd, the Iwasa and Muda units had completed their movement, now 4850 troops were concentrated on the northern sector ready to perform a major assault. Having been forewarned by the captured documents, the American forces were expecting the attack. The Americans unleashed a heavy artillery bombardment against Magata's assault forces as they were forming up, disrupting their initial advance and causing massive casualties. Late in the evening, Kanda launched his own assault, with General Iwara's 2nd battalion, 23rd regiment and 2nd battalion, 13th regiment through Cox Creek followed by Muda's men. Advancing under darkness, the Japanese surprised the Americans and managed to knock out 3 pillboxes under heavy fire. The area of attack was so narrow, artillery and air strikes could not be performed safely, so General Beightler ordered the 148th regiment to respond with a combined tank-infantry assault. With the support of Sherman's the Americans stormed the Japanese positions at 7:25am successfully reoccupying must of their lost territory within only 20 minutes. The Japanese tossed further attacked but were being gradually pushed from the narrow area by noon.  During the afternoon, General Kreber's corp and divisional artillery began concentrating their fire on a very narrow sector where the bulk of the surviving Japanese were dug in. An infantryman of the 129th recalled: “All these big guns opened fire into this area about 500 yards in front of us, and I remember what they called a million dollar barrage and it's something you never forget–the big guns shooting over your head. It was very frightening because you wondered whether one of these shells would not go far enough. It was all jungle out in front of us and when they got done it was all cleared out. They had knocked everything down. A lot of Japs were killed by this… I can remember the day after the big attack the bulldozers came in and dug these huge trenches and we had to go out and take the Japanese and drag them into these. Because of the warm weather they began to smell pretty bad. Many, many killed!” It was the heaviest artillery concentration seen as of yet during the Pacific War. It completely disrupted the Magata unit, causing tremendous casualties. The 2nd Battalion, 45th Regiment were completely disorganized; the 1st and 3rd Battalions were reduced to 20 men; the 1st Battalion, 81st Regiment were reduced to 40 men; and the 3rd Battalion, 53rd Regiment were down to 100 men. The massive losses forced the Japanese to withdraw. General Hyakutake now realized his counteroffensive was a failure and forced to call it off.  The Japanese were in full retreat by the 28th. The Magata force, with an estimated strength of over fifteen hundred men, utilized the Numa Numa Trail and withdrew toward the northern part of Bougainville. The remnants of the Iwasa and Muda forces, covered by reinforcements from the 4th South Seas Garrison unit and the 6th Cavalry Regiment, moved quickly along a number of trails to the relative safety of southern Bougainville. The units of the 17th Infantry Group returned to northern Bougainville and rejoined its parent unit. On the 28th, the 182nd regiment found the South Knob abandoned and finally secured Hill 260. The three-week battle for the rather insignificant knoll had cost the Americans 98 deaths and 581 wounded, counting 560 dead Japanese on the knob. Total casualties for the final Japanese counteroffensive on Bougainville would be 263 American dead and over 2489 Japanese bodies counted. In reality, Hyakutake's 17th Army lost a total of 3000 killed and 4000 wounded in their March operations, including 2398 killed and 3060 wounded from the 6th Division. General Beightler expressed the feelings of many in stating that the beating administered to the 6th Division was a partial repayment for its role in the rape of Nanking in 1937. Although the Japanese would plan another concentrated assault on Allied positions later down the line, they would never again launch a major attack. For all practical purposes, the battle for the Solomons was now over. Now we need to jump over to the Southwest Pacific.  As a result of the Admiralty Islands being invaded a month ahead of schedule. Yet General MacArthur kept his gaze on the development in the Central Pacific. He needed to pick up the pace if he wanted to win the race, so he planned to carry out the invasion of Kavieng, bypassing the Hansa Bay area with a direct jump to Holland before the end of April. General Sutherland gave the Joint Chiefs an outline calling for the Southwest Pacific forces to move into the Hollandia area with two divisions on April 15, supported by the Pacific Fleet. Air, naval, and logistic bases would be established at Hollandia to support subsequent Southwest Pacific advances northwest to the Geelvink Bay region of Dutch New Guinea. The Southwest Pacific forces would then move to Geelvink Bay about June. In the middle of the next month, according to General Sutherland's presentation, three Southwest Pacific divisions would be sent against the Arafura Sea islands, southwest of Dutch New Guinea. There, air bases would be established from which to cover later advances to the Vogelkop Peninsula and Halmahera, both scheduled for mid-September, when Central Pacific forces might be ready to move to the Palaus. If the Marianas were bypassed, however, the Palaus might then be invaded as early as mid-July. Land-based aircraft of the Southwest Pacific Area could support a July invasion of the Palaus from air bases in the Hollandia and Geelvink Bay regions. If air bases on the Vogelkop, Halmahera, and the Arafura Sea islands proved inadequate to provide left flank protection for the move into the Philippines, then airdrome sites on Ambon Island might also be seized in September or October. The entry into the Philippines would be effected at southeastern Mindanao on 15 November 1944. Yet for all of this, MacArthur needed something he did not have, the Pacific Fleet's aircraft carriers. After concluding the Marshall islands campaign, Admiral Nimitz argued that the next move would be to bypass Truk and invade the southern Marianas and the Palaus islands to further neutralize the Carolines. To seize the Philippines a good fleet base would be required in the western Pacific. Nimitz proposed seizing Ulithi atoll, around midway between the Marianas and Palaus. Nimitz also argued the case for Woleai in the Carolines, 400 miles south of the Marianas. By early March, the Joint Chiefs of Staff thus met at the Washington Planning Conferences with Nimitz and Lieutenant-General Richard Sutherland, to hear about their plans and discuss what the best course of action would be. In the end, on March 12th, they issued a new directive for operations in 1944.  The Joint Chiefs ordered MacArthur to cancel his Kavieng operation and instead to complete the neutralization of Rabaul and Kavieng with minimum forces necessary. The Southwest Pacific's forces were to jump from eastern New Guinea to Hollandia on April 15, thus bypassing Wewak and Hansa Bay, with the mission to develop an air center from which heavy bombers could start striking the Palaus and Japanese air bases in western New Guinea and Halmahera. Once Hollandia was secured, MacArthur was to conduct operations northwest along the northern New Guinea coast in preparation for the invasion of the Palaus and Mindanao.  The target date for the Southwest Pacific's landing on Mindanao in the Philippines was set for November 15. Admiral Nimitz, in turn, was ordered to cancel his Truk operation and to speed the aerial neutralization of Truk, Woleai, and other Japanese bases in the central and eastern Carolines. He was also directed to conduct heavy carrier strikes against the Marianas, the Carolines and the Palaus, and to provide carrier support and amphibious means for the Southwest Pacific's landings in the Hollandia area. The Marianas would be occupied by Central Pacific forces beginning in mid June and Palaus by mid September. The Joint Chiefs, were looking to extend Allied control over the eastern approaches to the Philippines and Formosa and to secure air and naval bases from which to support operations against Mindanao, Formosa, and the China coast. The invasion of the Admiralty and Green Islands led the Americans to seize full control over the South Pacific. This allowed the US Navy to begin sending destroyers to harass the Japanese at Rabaul and Kavieng. Admiral Halsey at Guadalcanal assembled an invasion force to hit Kavieng. When he heard about the decision to cancel the Kavieng invasion, he searched for another task for the boys he got together. He decided to capture the Emirau island, lying halfway between Kavieng and the Admiralties, thinking it could be the last link to strangle Rabaul. For what would be the last operation of Cartwheel, Admiral Wilkinson put Commodore Reifsneider in command of the amphibious operation and assigned Lieutenant-Colonel Alan Shapley's 4th Marines to carry out the landing. As a preliminary, Admiral Griffin's Task Force 36, formed around four battleships and two escort carriers, also bombarded Kavieng and its nearby airfields on March 20th. The bombardment gave Rear-Admiral Tamura Ryukichi the impression that the expected invasion by Allied forces was imminent and he gave the order to kill all the European prisoners in Kavieng. At least 25 of them were executed in the Kavieng Wharf Massacre, which later led to six of the perpetrators being sentenced for war crimes in 1947. Sentenced to death by hanging, Tamura was executed at Stanley Prison on March 16, 1948. Meanwhile Reifsneider's convoy  departed Guadalcanal in two echelons, successfully reached the unoccupied Emirau Island at 6:05am. The Marines of the two assault battalions, the 1st and 2nd Battalions, 4th Marines, traveled on nine high speed transports while the remainder of the force were on the dock landing ships, Epping Forest, Gunston Hall and Lindenwald, and the attack transport Callaway. One LSD carried the 66 LVTs for crossing Emirau's fringing reef, one carried three LCTs, two of them loaded with tanks, and the third carried three LCTs with radar sets and anti-aircraft guns. The LVTs were launched, and the assault troops transferred to the amphibious tractors using the APDs' boats, supplemented by those from Callaway while F4U Corsairs of VMF-218 flew overhead to make a last-minute check of the island for any signs of the Japanese. The assault waves touched down on schedule. The reserve 3rd Battalion's boats grounded on the reef soon afterwards, and its marines waded ashore through knee deep water. The only problem encountered was with launching the LCTs carrying the tanks. The LSD's flooding mechanism failed and the LCTs had to be dragged out by a fleet tug. While the detachment sent to occupy Elomusao Island was approaching the beach, some supposed opposition caused the amphibious tractors and then a destroyer to open fire, and a man was wounded by a shell fragment. After all of this…well the Marines were told by the natives the Japanese had left Emirau two months before and only a small detachment remained on Mussau Island. Thus 3727 troops and 844 tons of cargo were ashore by nightfall, when the ships sailed; and within a month, some 18,000 men and 44,000 tons of supplies had been landed and it had become a motor torpedo base that could keep watch on the north coast of New Ireland.  As for the Japanese Admiral Koga was planning to carry out a desperate program of reorganization, including the creation of the Mobile Fleet. Admiral Ozawa's 1st Mobile Fleet was formed by the 2nd and 3rd Fleets; consisting of most of the IJN's warships. This would leave the combined fleet as a mere administrative organization. Land-based forces in the Central Pacific were expanded, their main base was at Tinian; Saipan was fortified and it became the new fleet HQ. Fuel shortages and loss of tankers to submarine attacks had become so severe, Admiral Ozawa's new command would have to remain within the Singapore zone. They would operate close to the Dutch East Indies oilfield and within Japanese waters for training. Koga also prepared a new defensive plan, with the inner perimeter now extending from the Kuriles to the Nanpo Islands,  then the Marianas and the Carolines to the west end of New Guinea. He also drew up plans for the formation of a 3rd Aircraft Carrier Fleet, in three divisions, each composed of three carriers. It looked very impressive on paper, but the reality was that the 3rd division actually consisted of two converted tankers the Zuiho and Chitose and the converted naval auxiliary ship Chiyoda. Furthermore, the carriers lacked any experienced pilots, with most of them having been lost around Rabaul and in the Solomons and Marshalls. Thus, new pilots for the three carrier divisions would have to be trained. Finally, he developed Plan Z, a strike against the American fleet the moment it entered the Philippine Sea.  For this decisive battle, that in his eyes could allow the Japanese to win an “honorable peace”, Koga wanted to be prepared to use 500 planes on the carriers and another 500 on the islands, so he needed to increase the Japanese air force by about 50%, something that would be hard to achieve.  I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. And with that the South Pacific was liberated from the Japanese Empire. Operation Cartwheel was effectively done. The allies were squeezing the Japanese empire back to the home islands and honestly it was a good time to negotiate a peace on the side of the Japanese. But they would not do so, always on the search for the famed decisive victory. 

Robert Wilkie, Former Secretary of Veterans Affairs, joins Liberty & Justice with Matt Whitaker, Season 3, Episode 6.  Presented by American Cornerstone Institute.  Learn more about ACI at https://americancornerstone.org/. Watch every episode of Liberty & Justice on www.whitaker.tv. President Trump nominated the Honorable Robert Wilkie as the tenth Secretary of Veterans Affairs. He was confirmed by the United States Senate on July 23, 2018, and sworn in on July 30, 2018. Mr. Wilkie served as the acting Secretary of VA from March 28 to May 29, 2018.  Before confirmation as VA Secretary, Mr. Wilkie served Secretary James Mattis as his Under Secretary of Defense for Personnel and Readiness—the principal advisor to the Secretary and Deputy Secretary of Defense for Total Force Management as it relates to readiness, National Guard and Reserve component affairs, health affairs, training, and personnel requirements and management, including equal opportunity, morale, welfare, recreation, and the quality of life for military families. The son of an Army artillery commander, Mr. Wilkie spent his youth at Fort Bragg. Today, he is a United States Air Force Reserve colonel assigned to the Office of the Chief of Staff. Before joining the Air Force, he served in the United States Navy Reserve with the Joint Forces Intelligence Command, Naval Special Warfare Group Two, and the Office of Naval Intelligence.Mr. Wilkie has more than 20 years of federal service at the national and international levels. During the George W. Bush Administration, Mr. Wilkie served both Donald Rumsfeld and Robert Gates as Assistant Secretary of Defense from 2005–2009, and he was the youngest senior leader in the Department. Mr. Wilkie was Special Assistant to the President for National Security Affairs and a National Security Council senior director under Dr. Condoleezza Rice. He also has extensive experience in the United States Congress, including recent service as Senior Advisor to Senator Thom Tillis and service as Counsel and Advisor on International Security Affairs to the Majority Leader of the United States Senate, the Honorable Trent Lott. Mr. Wilkie shepherded the Senate confirmation process for James Mattis, Robert Gates, and Admiral Mike Mullen (CJCS), and he was responsible for the preparation of General David Petraeus and Ambassador Ryan Crocker for their multiple appearances before Congress in defense of the Iraqi Surge. Mr. Wilkie was Vice President for Strategic Programs for CH2M HILL, one of the world's largest engineering and program management firms, where for five years he held program management and advisory assignments as diverse as the London 2012 Summer Olympics and the reform and reorganization of the United Kingdom Ministry of Defense Supply and Logistics System (DE&S). Mr. Wilkie holds an Honors degree from Wake Forest University, a Juris Doctor from Loyola University College of Law in New Orleans, a Master of Laws in International and Comparative Law from Georgetown University, and a Masters in Strategic Studies from the United States Army War College. A graduate of the College of Naval Command and Staff, Air Command and Staff College, the United States Army War College, and the Joint Forces Staff College, Mr. Wilkie has published articles in the Naval War College Review, Parameters, Armed Forces Journal International, Air and Space Power Journal, and Proceedings. He holds personal and unit decorations and the Defense Distinguished Public Service Medal, the highest noncareer civilian award of the Department. Matthew G. Whitaker was acting Attorney General of the United States (2018-2019).  Before becoming acting Attorney General, Mr. Whitaker served as Chief of Staff to the Attorney General. He was appointed as the U.S. Attorney for the Southern Dist

In the ever-evolving landscape of higher education and military training, partnerships between academic institutions and the armed forces have become increasingly crucial. Penn State has one such partnership with the Marine Corps in the form of a fellowship program. Today we are joined by Lieutenant Colonel Michael ‘Adam' Taylor and Major Sean O'Rourke to discuss Penn State's Marines Corps Logistics Fellowship Program and how it has honed their professional skillsets and helps support their military strategies for agile supply chains.   About Guest(s) Lieutenant Colonel Michael “Adam” Taylor Lieutenant Colonel Taylor attended the University of West Florida in Pensacola, FL where he received a Bachelor of Science in Business Administration. After graduation, he attended Officer's Candidate Course in Quantico, VA and was commissioned to Second Lieutenant in March 2005. Lieutenant Colonel Taylor's education includes: Officer Candidate School, The Basic School, Ground Supply Officer's Course, Combined Logistics Captains Career Course, Air Force Command and Staff College, Logistics Support to Sensitive Activities, U.S. Navy Survival, Evasion, Resistance, and Escape School, Finnish Defence Forces Civil Military Cooperation Course, Theater Special Operations Command Course, Recruiter Management Course, and the UNC LogTech Advanced course.  Most recently, from June 2021 to June 2023, LtCol Taylor served as the Commanding Officer of Combat Logistics Battalion 2 in Camp Lejeune, NC. During his tenure, his command participated in cold-weather exercises in Norway, Sweden, Bridgeport Ca, and deployed to Quantico, VA to set up a sustainment camp and provide all logistical support for 5,000 Afghan refugees fleeing Taliban rule in 2021. After relinquishing command in June 2023, LtCol Taylor reported to Pennsylvania State University as a Commandant of the Marine Corps Fellow to pursue a Master in Science in Supply Chain Management. Major Sean O'Rourke Major Sean O'Rourke is a Logistics Officer from Minneapolis, Minnesota, and a graduate of the University of Minnesota.  Over his 15 years of active service, he has served in command and staff positions in all elements of the MAGTF, including two combat deployments to Helmand Province Afghanistan and a sea tour in the Pacific.  His previous Fleet Marine Force units include 1st Battalion, 8th Marines; the 31st Marine Expeditionary Unit; 3d Maintenance Battalion; and Marine Aircraft Group 26; serving as a Company Commander and Group Executive Officer. His logistics billets include Maintenance Management Officer, Motor Transport Officer, S-4A, S-4, and Intermediate Maintenance Company Commander.  In the Supporting Establishment, he served as a Faculty Advisor, Academics Officer, and Company Commander at Logistics Operations School and Officer Candidates School. He is currently attending Penn State as a Marine Corps Logistics Fellow.

Show SummaryOn this episode, we feature a conversation with Marine Corps veteran John Langford, Chief Executive Officer of Project Healing Waters. Project Healing Waters helps active military service personnel and Veterans in need through a dedicated, developed curriculum of fly fishing, fly casting, fly tying, and fly rod building.About Today's GuestJohn served in the Marine Corps, as both enlisted and officer, for 23 years, primarily as a Weapons and Sensors Officer in the F-18D Hornet, before retiring in 2009. He completed multiple operational and combat deployments and brings with him an extensive background in Veteran nonprofit leadership focused on sports, wellness, and development.John has over 37 years of experience in executive-level leadership, strategic planning, and organizational change management and in the 14 years since his military retirement, has served in senior leadership roles in defense contracting and consulting firms, corporate sales and in the nonprofit sector. For the last eight years, John has led multiple organizations in nearly every facet of national Veteran nonprofit management, including event planning, service member transition, and development. John is a humble and passionate servant leader with a lifelong commitment to serving the Veteran and military community.John is a graduate of multiple advanced military schools and courses including Air Combat Tactics Instructor and Weapons and Tactics Instructor Courses, Amphibious Warfare School, and Command and Staff College. He holds a Master of Science in Sport Business from Temple University. John has five adult children, including two who are active duty Marines. He's an avid outdoorsman, and lives in northern Colorado where he finds joy and solace through fly fishing and being in the outdoors.Links Mentioned In This EpisodeProject Healing Waters Web SitePsychArmor Resource of the WeekThis week's PsychArmor resource of the week is the PsychArmor course Volunteer Recruitment and Screening. This course discusses the basic components and inter-dependencies of recruiting and screening volunteers, as well as the value of having a recruitment process. You can see find the course here:  https://learn.psycharmor.org/courses/Volunteer-Recruitment-and-Screening This Episode Sponsored By: This episode is sponsored by PsychArmor. PsychArmor is the premier education and learning ecosystems specializing in military culture content PsychArmor offers an. Online e-learning laboratory that is free to individual learners as well as custom training options for organizations. Contact Us and Join Us on Social Media Email PsychArmorPsychArmor on TwitterPsychArmor on FacebookPsychArmor on YouTubePsychArmor on LinkedInPsychArmor on InstagramTheme MusicOur theme music Don't Kill the Messenger was written and performed by Navy Veteran Jerry Maniscalco, in cooperation with Operation Encore, a non profit committed to supporting singer/songwriter and musicians across the military and Veteran communities.Producer and Host Duane France is a retired Army Noncommissioned Officer, combat veteran, and clinical mental health counselor for service members, veterans, and their families.  You can find more about the work that he is doing at www.veteranmentalhealth.com  

 Defending the Decalogue:  A Presentation by Col. John Eidsmoe.  John Eidsmoe is a retired Air Force Lt. Colonel and Alabama State Defense Force Colonel, and a graduate of the Air Command & Staff College and the Air War College. He is Professor of Law at the Oak Brook College of Law and Government Policy and, in his various teaching assignments, his students have given him the Outstanding Professor Award or Professor of the Year Award five times. He has served as Senior Staff Attorney with the Alabama Supreme Court and is currently Legal Counsel for the Foundation for Moral Law. Eidsmoe also serves on the boards of Lutherans for Life, The Plymouth Rock Foundation, and the Gospel Martial Arts Union, and is a constitutional attorney who has defended homeschools, Christian schools, the right of students to study the Bible in public schools, and the right to display the Ten Commandments in the public arena. He has authored numerous books, including Historical & Theological Foundations of Law, Christianity & the Constitution, God & Caesar, and Columbus & Cortez, and has produced a variety of audio and video lecture albums including The Institute on the Constitution and Here I Stand: A Biblical Worldview for a New Millennium. He holds seven academic degrees in law, theology, history, and political science. He and his wife, Marlene, have been married since 1970, have three children, and live in rural Pike Road, Alabama.

#Ep.077 In this episode, Khushi and Preeti discuss strategic peacebuilding and the role of Dialogue in it. The two explore the core principles of dialogue as a conflict-solving tool and the wide scope of issues it has helped tackle professionals like Preeti in inviting resolution. They place the significance of dialogue & peacebuilding in the specific context of Nepal and highlight how underlying contentions impact aspects of society and development. They then discuss Preeti's view on the nexus of peace building and justice and recommendations to improve the State's efforts for sustainable progress in this front.     Preeti Thapa is a peacebuilder, lawyer, mediator, and certified master trainer in mediation and dialogue with more than 21 years of experience. She is The Asia Foundation's deputy director of Justice and Governance in Nepal. Her expertise lies in access to justice and strategic peacebuilding through community mediation and multi-stakeholder dialogue. Preeti has worked with Nepal's Ministry of Law and Justice on mediation policies and, in particular, contributed to the passage of the Mediation Act and Regulation. Preeti is a member of the Nepal Bar Association and of the Community Mediators' Society Nepal. She is also a visiting faculty member at Kathmandu University, the Army Command and Staff College, and Folke Bernadotte Academy, Sweden on Mediation and Dialogue. If you liked the episode, hear more from us through our free newsletter services, PEI Substack: Of Policies and Politics, and click here to support us on Patreon!!   

In this episode we go back down to Warminster – for the second of a series of interviews with the staff of the Captain's Warfare Course within the Director Land Warfare's domain for the British Army. Having had a download from Major Vicky Fraser, I was then handed over to Mark Hawthorne, the Learning Development Advisor for the HQ Junior Division under the Land Command and Staff College. Mark and I talked about training and education – the differences and the natural overlap between them. If you listened to the first series of the show, you will know about some of my own views on how militaries tend to separate training and education. To blend training and education successfully requires a different mindset and a focus that isn't present in many other courses. When it is, there tends to be a heavy acadamic presence - alongside military instructors, to achieve the outputs you want. Yet at CWC in Warminster, there isn't an academic presence at all. Instead, the team achieves a blend (of training and education) by using a variety of facets that we heard about in the first series: but we havent covered how you deliver that in reality until now. First, is the need to exploit the students desire for self improvement: Here is a generation that seems more willing to accept responsibility for their own development in professional military education. Second: really using peers across the British Army and those from foreign militaries who are also on the course to broaden and expand the horizons of study. Third: the way you teach, instruct, mentor, and train – a different methodology from traditional military courses. And finally, how the Directing staff behave. If these themes seem familiar, its probably because we talked a lot about these in the first series. Those conversations were about the theory not the practice though. So what was really interesting was to hear Mark talk about the reality of doing this stuff for a military organisation today – including how you address training and education for a war rather than the war.

In recent weeks, Israel has found itself in an unprecedented situation following the October 7th attack. The nation is now facing simultaneous conflicts on three fronts, with a major campaign in Gaza, a mini-war in the north, and another campaign in the West Bank. The strain on both the military and public patience has reached critical levels as Israel navigates through this multifront challenge. Zooming out to the bigger picture, the orchestration by Iran is becoming increasingly evident. The global stage is set for a potential war as Iran pulls the strings of various players like Hamas, Hezbollah, and the Houthi rebels in Yemen. Their actions threaten not only the stability of the region but also the global economy, pushing Israel and the West to confront difficult decisions. As tensions rise, the question becomes: What steps should Israel and the Western world take in response to this intricate web of geopolitical challenges? To unravel these complex questions, we turn to our most trusted expert, the man with the insights, Dr. Dan Schueftan. Dr. Dan is the head of the International Graduate Program of National Security at the University of Haifa, with a wealth of experience as a teacher at the IDF National Security College and Command and Staff College. His advisory roles for Israel's National Security Council and former Prime Ministers Yitzhak Rabin and Ariel Sharon, coupled with his prolific writings on Israel's National Security, make him the go-to expert for understanding the intricacies of the current geopolitical landscape. Join us as we explore the analysis and recommendations of Dr. Dan on the unfolding events that have captivated the world's attention. (Main photo: Hagai Fried)

The Formula for Knowing God's Will Mike Snyder Everyone comes to a moment in life where they are at a cross roads. They know they need to do “something.” They are just not sure what that something is. It could be a career choice. It could be to leave one job and take another. It could be about who to marry or not to marry. It could be a life changing decision that will impact you for the rest of your life! At times like that, we often here believers talk about, “knowing God's Will.”  You will hear things like, “I'm seeking God's will in this matter…” or “I'm waiting to hear from God on what I should do…” Wouldn't it be great to know… and yes, I'm going to say this word… a “FORMULA” to help you determine and to KNOW God's Will for your life?  Of course it would! But, did you know it's not very hard to discover the “formula” to “know God's Will?”  Amen! Our guest today has released a new book that will help us to do just that! Glory to God! Mike Snyder is our guest today. He is a retired Marine Corps Lt. Colonel, a graduate of the Marine Corps Command and Staff College, a graduate of the U.S. Space Command in Space Operations. He is currently with Raptor USA, a strategic marketing and consulting firm that works with middle-market principles and their teams nationwide. He is also a managing partner at RSM Marketing, a leader in providing outsourced marketing department resources to entrepreneurial, middle market growth companies nationally. He is also the author of two books, ‘The Great Marketing Lie” which he coauthored with Bruce Rowley and “The Formula for Knowing God's Will for Christians, Agnostics and Atheists,” which has just been released. Amen! Today, we will be discussing, of course – “The Formula for Knowing God's Will.” Help me welcome to the program, Mike Snyder! Mike, thank you for taking the time out of your busy schedule to join us today. I do appreciate it. The first question I always start with is this. Other than that brief information I just shared, can you tell us in your own words, “Who is Mike Snyder?” I want to cover something in your background.  I know you were working in the Public Affairs Office for the Pentagon, the Marine Corps, etc., during the time of 9-11.  I worked as a Public Affairs officer for the state police department I was in. My major incidents were usually traffic fatalities, police involved shootings, things like that – and that was hectic enough!  I knew I could not provide information to the public until I had verified the sources and the information I had and then had to get that cleared from above for release. How chaotic was it to try and provide verifiable information amidst all of that was happening on 9-11?  Because you had to deal with information that the Joint Chiefs were needing and feeding that information to the President?  Just give us a glimpse of what true chaos is like in that environment… Why do people struggle to know God's Will in the first place? You share there are some “common threads” that support your conclusion that a “formula for life” works. You say it is “by design.” So if we implement these formulas, we will get standardized results? Is that what you are saying? And this works for any person?

Dr. Brent D. Ziarnick serves as an assistant professor at the Air Command and Staff College at Maxwell Air Force Base. He is also author of ‘To Rule the Skies: General Thomas S. Power and the Rise of Strategic Air Command in the Cold War'. In this episode, he discusses the birth of the U.S. Space Force along with the military and economic implications of future space exploration and expansion. "Slow Burn" Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 License http://creativecommons.org/licenses/by/3.0/

After serving in the Marine Corps, this week's "Run The Race" guest may not be active duty but he's extremely active, aiming to run 50 marathons this year alone. How does he do it at almost 70 years old? Listen to find out, and make sure to subscribe to this pod for inspiring stories about fitness and faith! (4:38) Colonel (Ret) Hank Donigan - who joined me from Honlulu after his latest 26.2 mile marathon there - first talked about continuing to run even amidst brain surgery this past summer. He talks the benefits of running for our overall health and stress, helping people like him face depression and anciety. (9:25) He opens up about PTSD, after his numerous deployments overseas, and how the scars can be unseen. (13:48) COL Donigan has been running around a marathon per week, on average, for the last 7 years. First, what was his motivation to run as a Marine then beyond the military? He talks about setting an example as a leader, being physically fit. Now, at 68 years old, the extreme volume of long distance running is a litmus test for his health plus a way to motivate others of any age. He gives us a quick recap of the latest one in Hawaii. We dive into (21:45) his three decade career as a Marine full of adventure, with prayers getting him through peril. (29:45) Fast forward to his 60s, how is he able to still be in good enough shape to run so much? There's inflammation, arthritis...but "Hammerin Hank" (as he's known) explains how a big change in his diet helped him overcome that pain and run as long as he wants. Hint: it involves meat and a certain kind of smoothie. He also has a message for people as they get older, that it's never too late to get started...with small steps. (37:56) Donigan talks about the emotions of running the Marine Corps Marathon, which he's finished 24 in a row now. He's also run the Boston Marathon 3 times, in the city where he grew up. (43:58) Most importantly, his running allows him to fundraise for The Semper Fi Funds, benefiting wounded warriors and their families. In our chat, he talks about what they endure and visiting Marines in the hospital. Here's more on the cause and how you can give: https://runsignup.com/Race/47358/Donate/rpy06X1vBee5NBTB?fbclid=IwAR2y8WSL-Z4HzZQK-EVUX7gOug3FyVzFUJibQBdztWtDqXk_6scwpUREn14. (51:38) As a young marine, after running his first full ironman triathlon, this star athlete almost left the military to pursue the Olympics. But a deployment to Beirut changed him. On the heels of hundreds of marines killed, his unit landed on Grenada to liberate the island. Despite facing that trauma, he stayed in the Marines. Decades later, he dedicates miles in those marathons to wounded warriors and heroes who gave their lives for us. He still teaches at the Marine Corps Command and Staff College on Camp Pendleton. Thanks for listening to the #RunTheRace podcast! Also, write a quick review about it, on Apple podcasts. For more info and all past episodes, go to www.wtvm.com/podcast/.

Mike Snyder is a partner with RaptorUSA, a marketing consulting firm whose principals have worked with hundreds of middle-market companies nationally. He previously co-founded RSM Marketing, a firm providing an Outsourced Marketing Department to companies across all industries nationwide. Mike was CEO of a Kansas ad agency serving larger clients such as Cargill and Cox Communications. Mike founded and sold a technology company. He is a retired Marine Corps lieutenant colonel who served as a public affairs officer in New York City, the Pentagon and NORAD where he led media relations in the aftermath of 9/11. Mike is a graduate of Marine Corps Command and Staff College. He has worked in the accounting and nonprofit industries. Mike has a master's degree in marketing communication from the University of Kansas and taught strategic marketing for years in an MBA program where his unorthodox approach to marketing and instruction earned him the highest student scores within the program. In his work Mike helps business owners escape fruitless efforts in endless tactics and marketing spends that produce little to no ROI. Instead, he helps owners and their teams focus on making big strategic leaps that unify marketing efforts as well as management teams, all to produce long-term, unfair competitive advantages. The goal, as he says, is to build a moat around your business filled with sharks with laser beams.

A revered leader with 25 years of command experience, DeDe has been described by Dr. Brené Brown as one of her “leadership heroes and a total badass.” She has held several pivotal roles, including as an advisor to the Department of Defense's top leader, commander of Air Force bases in Barksdale and Iraq, a national security fellow at Georgetown University's Institute for the Study of Diplomacy, congressional fellow advising an Indiana senator, senior advisor to the Air Force chief of staff, and chief public affairs officer for the Thunderbirds.No stranger to high-stress environments: As a senior advisor to the U.S. Secretary of Defense and the Chairman of the Joint Chiefs of Staff, DeDe was a trusted influence in developing solutions to the military's most pressing issues. She also served as the military's lead spokesperson responsible for implementing plans supporting the Department of Defense's global communications strategy.A Certified Dare to Lead™ Facilitator, DeDe is an executive coach certified through Georgetown University's Executive Leadership Coaching Program. DeDe holds a master's degree in leadership from American Military University and a B.A. in Communications from the University of Iowa. She is also a graduate of Air War College, Air Command and Staff College, Squadron Officer School, and Defense Information School.

Commander Arthur Chi-Wing Fong was commissioned an Ensign in the United States Navy Reserve through the Direct Commissioning Officer program in 1997. He graduated form the Navy Supply Corps School Basic Qualification Course Navel Reserve (BQC-NR) Company 47th with the class Leadership Award in the year of 2000.CDR Fong has a MA in Strategic Studies form the U.S. Army War College, an MBA in Finance and a B.S. in Information Systems, both from California State University, Los Angeles. He is JPME Phase II qualified through the U.S. Army War College. He completed his JPME Phase I through the U.S. Air Force Staff and Command School. Making history in 2006, he was the first to represent the U.S. Navy Reserve to attend the Royal Australian Navy Staff Acquaint Course in Australian Command  and Staff College. He is qualified both as  a Naval Aviation Supply Officer and Naval Expeditionary Supply Office. CDR Fong  has been awarded the Navy Commendation Medal  and the Navy Achievement Medal. He is certified by the Defense Language Institute with top scores on both Chinese Mandarin and Chinese Cantonese in the Defense Language Proficiency Test. He wrote various academic  papers in the US/China relationship and island disputes in the US Army War College. In 2017, he was competitively selected and converted to a Foreign Area Officer (FAO). In 2009, CDR Fong was selected as the First and Second Family Military Assistant Coordinator during the first Obama Presential Inauguration serving the president and vice-president families. CDR Fong served two years as the commanding officer in Naval Station Activity Bahrain DET G Las Vegas in 2010-2012.CDR Fong has two daughters, Andrea and Tracy. CDR Fong completed eleven marathon races in his running career. In his civilian career, CDR Fong retired as a senior system analyst for LAPD IT Division after 30 years of dedicated service. He is an active licensed California real estate salesperson. He has served in the City of Monterey Park Planning Commission, Traffic Commission, and the Business Improvement & Development Commission. CDR Fong is the President of the Chinese-American Miliary Support, a no-profit organization that serves all armed forces member in his community. He was awarded the 2016 veteran service award by California State Senate district 22nd and was selected the 2011 veteran of the year in California Assembly 49th district. CDR Fong  is also recognized by 27th Congressional district honorable congresswoman Judy Chu for his dedication and contribution to the San Gabriel Valley California community.____________________Music CreditsIntroLike it Loud, Dyalla, YouTube Audio LibraryOutroIndecision, Dyalla, YouTube Audio Library__________________SGV Master Key Podcast:www.sgvmasterkey.cominfo@sgvmasterkey.com

Cesar "Rico" Rodriguez's first operational assignment was flying the Fairchild Republic A-10 Thunderbolt II at Suwon Air Base, South Korea; in 1985 he was selected to attend the Instructor Pilot Course at Randolph Air Force Base, Texas then spent the following three years as an AT-38 Instructor Pilot at Holloman AFB, New Mexico; in 1988 he transitioned to the McDonnell Douglas F-15 Eagle and was assigned to the 33d Tactical Fighter Wing at Eglin AFB, Florida. Rodriguez flew missions in support of the U.S. invasion of Panama in 1989 and following service in Operation Desert Storm served on the staff of 9th Air Force at Shaw AFB, South Carolina then attended Air Command and Staff College at Maxwell AFB in Montgomery, Alabama. Beginning in 1995 he was Chief of Force Requirements and Executive Officer to the Commander of U.S. Air Forces Europe at Ramstein Air Base, Germany then returned to operational flying as a pilot and Chief of Safety with the 48th Fighter Wing at RAF Lakenheath, UK; he next served as Assistant Chief of Safety at Air Combat Command Headquarters at Langley AFB, Virginia and then attended the Naval War College in Newport, Rhode Island. In 2002 he was assigned as Deputy Commander of the 366th Operations Group at Mountain Home AFB, Idaho and also deployed to Kuwait in support of Operation Iraqi Freedom serving as Operations Group Commander for the 332d Air Expeditionary Wing, the largest flying unit in Central Command. His final assignment was as Commander of the 355th Mission Support Group at Davis-Monthan AFB, Arizona; he retired in November, 2006. His numerous awards include the Legion of Merit, three Distinguished Flying Crosses and the Air Medal with 11 oak leaf clusters.

From Roman Britain to the streets of Paris, from there to Stalingrad in WWII, the Vietnam War's Tet Offensive, the Yugoslav Wars of the 1990s, and then to Gaza. In this episode, I ask the following questions from my guest, Dr. Mary Elizabeth Walters: When did this term, urban warfare, enter our lexicon? Does urban warfare give one side a boost, an advantage that they might not have otherwise had in open terrain warfare? Are there special urban warfare military tactics? Does the U.S. military have special units specially trained for urban warfare? You've conquered a city - what next? How do you get out? What are some salient examples of modern warfare? Are there rules of engagement when it comes to urban warfare? How do hostages complicate urban warfare? In history, do we have examples of urban warfare in which the dominant party refrained from bombarding cities? What lessons can we glean from the history of urban warfare for the potential urban war in Gaza? If you wanted our audience to remember just one point about “urban warfare”, what would it be? Dr. Walters is an Assistant Professor of Military and Security Studies in the Department of International Security at the Air Command and Staff College. She received both her MA and PhD in military history from the University of North Carolina at Chapel Hill. Dr. Walters is currently working on an oral history project exploring Operation Allies Welcome, the U.S. military support for the evacuation and resettlement of Afghans spanning 2021-2022. Her second book project, Hospitality is the Law of the Mountains: The 1999 Kosovo War, examines how Albanians – motivated by the Albanian concept of hospitality – took strangers into their homes and communities and changed the course of the refugee crisis. Before joining ACSC, Walters was an assistant professor in the History Department at Kansas State University. You can follow Dr. Walters here: https://twitter.com/mewalters101 Click here for videos & images of this podcast. Attrition Warfare: Earlier this year, when Russia's invasion of Ukraine turned into its 2nd year, I questioned whether or not that war was essentially becoming a war of attrition. And if so, then what's the history of attrition warfare? And which party may benefit from it? The weaker defending party? Or the stronger invading party? Dr. Sebastian Lukasik was my guest for that episode. He is a Professor in the Department of Leadership and Research Development at Air Command and Staff College. Listen here: https://bit.ly/HbN-S3E8s Adel ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠History Behind News⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ podcast & ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠on YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠SUPPORT⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Click here⁠ and join⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ our other supporters in the news peeler community. Thank you.

In the first episode of our second season, we interview Mick Ryan on how to invade a country. Mick Ryan is a retired major general in the Australian Army. A graduate of the Johns Hopkins University School of Advanced International Studies and the U.S. Marine Corps University Command and Staff College and School of Advanced Warfighting. He has commanded at platoon, squadron, regiment, task force, and brigade level. General Ryan was made a member of the Order of Australia (AM) for his leadership of Australia's first reconstruction task force in Afghanistan. He completed his 35-year career with the Australian Army and transitioned to the Army Reserve in 2022. He is an adjunct fellow at the Centre for Strategic and International Studies in Washington DC and a non-resident fellow at the Lowy Institute. He is also the author of War Transformed, released in 2022, and White Sun War, released in 2023, with a book on Ukraine coming in 2024.Patreon: https://www.patreon.com/EncyclopediaGeopolitica

General Wayne Eyre, the Chief of the Defense Staff for Canada, joins Joe to share over three decades worth of leadership lessons, including how reading, writing, and reflection have shaped his career. They also talk about what it means to be a professional in today's military, the importance of holistic health and fitness for leaders, and why failure is a great teacher.  Gen Eyre joined Army Cadets at age 12 and has been in uniform ever since. Gen Eyre attended Royal Roads Military College Victoria and Royal Military College of Canada Kingston. Upon commissioning in 1988 he joined the 2nd Battalion, Princess Patricia's Canadian Light Infantry (PPCLI), and has had the great privilege of spending the majority of his career in command or deputy command positions, including commanding 3 PPCLI, 2 Canadian Mechanized Brigade Group, 3rd Canadian Division and Joint Task Force West, Deputy Commanding General – Operations for XVIII (U.S.) Airborne Corps, Deputy Commander United Nations Command in Korea, Deputy and for a short time Commander of Military Personnel Command, and Commander Canadian Army. He has been in the Chief of the Defence Staff role since February 24, 2021.Operationally, Gen Eyre has commanded a rifle platoon with the United Nations Force in Cyprus; 2 PPCLI's Reconnaissance Platoon with the UN Protection Force in Croatia (including the Medak Pocket); a rifle company in Bosnia with NATO's Stabilization Force; the Canadian Operational Mentor and Liaison Team in Kandahar, Afghanistan advising 1-205 Afghan National Army Brigade in combat; as the Commanding General of NATO Training Mission – Afghanistan, where he oversaw the force generation, institutional training, and professional development of the Afghan National Security Forces; and as the first non-U.S. Deputy Commander of United Nations Command Korea in its 69 year history, and as such was the most senior Canadian officer ever permanently stationed in the Asia Pacific region. Among various domestic operations, he was the military liaison to the Government of Manitoba for the 1997 floods, commanded a company fighting the 1998 British Columbia wildfires, commanded the Task Force that secured the 2010 G8 Summit, and commanded the military response to both the 2015 Saskatchewan wildfires and the 2016 Fort McMurray, Alberta evacuation.As a staff officer, Gen Eyre has served with the Royal Winnipeg Rifles, Land Force Western Area Headquarters, in the Directorate of Defence Analysis at NDHQ, and as the J3 of Canadian Expeditionary Force Command. He is a graduate of the U.S. Army Special Forces Qualification Course, the U.S. Marine Corps Command and Staff College, the U.S. Marine Corps School of Advanced Warfighting, and the U.S. Army War College. He holds a Bachelor of Science and three master's degrees (Military Studies, Operational Studies and Strategic Studies). His decorations include the Commander of the Order of Military Merit, the Meritorious Service Cross, the Commander-in-Chief Unit Commendation, the Chief of the Defence Staff Commendation, the Order of National Security Merit from South Korea, the French National Order of Merit in the rank of Commander, and was three times awarded the U.S. Legion of Merit, including in the rank of Commander.