Podcasts about west point

Subscribe for $5.99 a month to get bonus content most Mondays, bonus episodes every month, ad-free listening, access to the entire 850-episode archive, Discord access, and more: https://axismundi.supercast.com/ This week on Straight White American Jesus, Brad and Dan unpack a heavy news cycle that spans tragedy, politics, and cultural shifts. They begin with the Minnesota mass shooting, examining the familiar “thoughts and prayers” narrative and how political leaders like Jacob Frey, Jen Psaki, and JD Vance framed the conversation. From there, the hosts turn to the shakeup at the CDC, where the removal of its director and the installation of a biotech investor with ties to Peter Thiel signals the increasing replacement of experts with ideologues. They also trace the troubling reemergence of eugenics in public discourse, especially in rhetoric from figures like Robert F. Kennedy Jr. The conversation then shifts to higher education and the military, highlighting the purge of civilian faculty at West Point and the broader attack on the humanities as part of a push toward compliance over critical thought. Despite the grim topics, Brad and Dan close with reflections on resilience, community, and reasons to hold on to hope. Linktree: https://linktr.ee/StraightWhiteJC Order Brad's book: https://bookshop.org/a/95982/9781506482163 Check out BetterHelp and use my code SWA for a great deal: www.betterhelp.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Chris Miorin's path to the CFO office began in a crucible of leadership. At West Point, and later at Ranger School, he was forged in environments designed to test resolve. Commissioned shortly after 9/11, he knew combat was certain. Leading an infantry platoon in Iraq, he found himself working side-by-side with a colonel “30 years my senior.” The challenge, he tells us, was learning how to add value humbly yet confidently in an environment where everything was fluid. Those early lessons in partnership and adaptability became cornerstones of his leadership style.When Miorin left the Army, he reset with an MBA at Kellogg, which he calls “two years to really immerse in how businesses run.” Investment banking followed, where he advised some of the world's largest oil and gas companies. In capital-intensive, cyclical industries, he saw firsthand how major decisions on raising capital, acquisitions, and divestitures shaped enterprise value. “It helped me understand how finance could have that strategic impact,” he recalls.From there, corporate development and M&A roles deepened his conviction that the CFO's crucial role is capital allocation—directing resources to projects that generate the highest return on invested capital. At Ingersoll Rand, he added investor relations to his toolkit, learning how to tell a “story with numbers” that connected business strategy to investor interest.Looking back, Miorin points to four experiences—Army, investment banking, corporate development, and investor relations—as the foundation for his CFO journey. That foundation ultimately led to his first CFO appointment at SpendHQ, an opportunity introduced through his Kellogg network.

What inspires a young boy to dream about a career in the US Army and then, after graduating from West Point, manage to prepare for—and survive—combat? In a “solo” installment of GoodFellows, Lt. Gen. H.R. McMaster, Hoover's Fouad and Michelle Ajami Senior Fellow, a former national security advisor to the president, and a highly honored combat veteran, discusses his childhood in Philadelphia, the inspiring figures he encountered during his Army years, his roundabout journey to becoming an armor officer, lessons from tank battles in the Middle East, and the importance of faith. He also describes a post-service life in California, where, ironically, an Army man makes sense of world affairs while chillaxing on a paddleboard. Also joining the show: Katie McMaster, who recounts how she and her husband met (it was love at first sight), the challenges of being a military spouse, the day H.R. said goodbye to his head of hair (he shaved his head at her insistence), plus her ongoing campaign to spare her Orange County neighbors from the blare of H.R.'s favorite tunes.  Subscribe to GoodFellows for clarity on today's biggest social, economic, and geostrategic shifts — only on GoodFellows.

For our 100th episode—and our first ever live recording—former Acting Secretary of Defense Chris Miller flips the script and interviews host Tyler Sweatt.What follows is equal parts roast, reflection, and rallying cry. Tyler opens up about choosing West Point, serving after 9/11, life as a combat engineer in Afghanistan, and the winding path that led him to build and lead Second Front Systems. Chris pushes him on leadership, culture, organizational debt, and what it feels like to become “the guy you used to make fun of.”Together they get candid about:The origins (and authenticity) of All QuietMilitary lessons that don't translate to businessWhy organizational debt is the hardest part of being CEOWhy Tyler believes DoD innovation spending is broken—and what needs to change nowIt's unfiltered, funny, and bluntly honest—the perfect way to mark 100 episodes of mission-obsessed conversation.Connect with Chris: Twitter: Chris MillerConnect with Tyler: LinkedIn: Tyler Sweatt

Max Trescott talks with Ken Solosky, the NYPD's Chief Pilot on 9/11, about his experiences managing helicopter operations on one of the most catastrophic days in American history. Though Ken wasn't flying at the moment of the attacks, he was on the ground coordinating the NYPD's aviation response. He recounts how what began as a seemingly routine aircraft accident quickly escalated into a full-blown national emergency. The aviation unit scrambled a standard rescue package—Bell 412s with divers and crew chiefs, and patrol helicopters—only to face total communication breakdowns. Cell service and landlines failed, radio channels were overloaded, and misinformation, including reports of enemy fighter jets, created unprecedented confusion. Ken recalls the surreal moment of watching the second plane hit the South Tower live on TV and initially being unable to process the reality. He explains why rooftop rescues weren't feasible—smoke obscured visibility, doors were locked or inaccessible, and the risk of engine flameout in the intense heat made the mission too dangerous. Still, he and his team documented the scene extensively and continued daily aerial photography for nearly a year afterward. Ken describes how foreign and domestic aviation units offered immediate support, with helicopters arriving from other cities—even LAPD offering to send their fleet. Yet due to lack of coordination, many of these aircraft were unknown to NYPD at the time and went unused in the response. He speaks candidly about the emotional toll, having lost 10 close friends among the 23 NYPD officers killed, and how that pain continues with the rise in 9/11-related cancer deaths among first responders. Post-9/11, Ken was instrumental in implementing a “96-hour standalone” plan for the NYPD, designed to maintain operations without headquarters support. Staffing schedules were restructured to ensure long-term response capacity. He shares how the aviation unit has evolved over the years—growing from six helicopters to a modern fleet including Bell 429s, a Bell 407 trainer, and a fixed-wing Caravan used for radiation scanning of incoming ships to New York Harbor. Ken also offers a detailed look at what a typical day is like for an NYPD pilot—flying patrol missions, conducting surveillance, responding to foot and vehicle pursuits, and supporting SWAT teams. He explains how the aircraft are equipped with cutting-edge tools like high-def thermal imagers, tactical radios, moving maps, and address-targeting cameras that can zoom in on a license plate from miles away. These tools enable precise coordination with ground teams and real-time intelligence, greatly improving safety and effectiveness. The conversation also delves into pilot recruitment and training, safety management system (SMS) implementation, and Ken's personal advice for those interested in joining a law enforcement aviation unit. He emphasizes that character and work ethic matter just as much as flight hours. In lighter moments, Ken shares stories of flying Barbara Bush to West Point when Marine One had mechanical issues, and being told by Yankees legend Derek Jeter that flying for the NYPD was cooler than being the Yankees' shortstop. He also describes dramatic rescues, like locating a man stranded on a sandbar after his friend swam off—and later finding that friend safe on another island. Ken currently flies both a Bell 407 and an Augusta 109 for corporate clients and continues to teach and speak for the FAA and EAA. His legacy and continued contribution to aviation safety and training are evident throughout the episode. The interview is both a sobering reflection on 9/11 and a celebration of how aviation supports public safety in today's complex world. If you're getting value from this show, please support the show via PayPal, Venmo, Zelle or Patreon. Support the Show by buying a Lightspeed ANR Headsets Max has been using only Lightspeed headsets for nearly 25 years! I love their tradeup program that let's you trade in an older Lightspeed headset for a newer model. Start with one of the links below, and Lightspeed will pay a referral fee to support Aviation News Talk. Lightspeed Delta Zulu Headset $1299 NEW – Lightspeed Zulu 4 Headset $1099 Lightspeed Zulu 3 Headset $949Lightspeed Sierra Headset $749 My Review on the Lightspeed Delta Zulu Send us your feedback or comments via email If you have a question you'd like answered on the show, let listeners hear you ask the question, by recording your listener question using your phone. 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Work with Jimmy & the Vreeland Capital Team to build a 20-Unit Portfolio that will get you the equivalent of a retirement account 3X faster with a third of the capital. Visit https://tinyurl.com/mainstreetpatriot-getstarted - - - - - - - In this episode of The Real Estate Fast Pass Podcast, we sit down with Vreeland Capital Client Harold Powell, a 38-year real estate veteran from Ventura, California, who's quietly built an 18-property rental portfolio—most of which he's never even seen in person. Harold shares how he leveraged 1031 exchanges, Section 8 rent bumps, and the little-known “real estate professional” tax designation to unlock over $200K in tax savings—and how he's recycled his capital for infinite returns. From tired landlord deals to cost segregation, he walks us through the exact playbook that's helped him thrive in landlord-friendly markets while living in one of the most landlord-unfriendly states. If you're a real estate agent, investor, or just someone looking to build lasting wealth without flipping or fixing homes, this episode is a must-listen.

#226: General Stanley McChrystal, a retired four-star general, is best known for his leadership as commander of U.S. and NATO forces in Afghanistan and as head of the Joint Special Operations Command (JSOC), where he reshaped counterterrorism efforts and interagency collaboration. Over his decorated military career, he commanded elite units such as the 75th Ranger Regiment and spent more than six years deployed to combat following 9/11. In 2009, he was appointed Commander of U.S. Forces Afghanistan and NATO ISAF, leading over 150,000 troops from 45 allied nations until his retirement from the Army in 2010.After retiring from military service, McChrystal founded the McChrystal Group in 2011, a leadership advisory firm that works with global businesses to help them navigate complexity and build stronger, more adaptive teams. He has also served as a senior fellow at Yale University's Jackson Institute for Global Affairs, where he taught courses on leadership. In addition, he sits on the boards of several major companies, including JetBlue Airways, Siemens Government Technology, and Navistar International, and is a highly sought-after public speaker on leadership, organizational culture, and team dynamics.McChrystal is also a New York Times and Wall Street Journal bestselling author, with works including My Share of the Task, Team of Teams, and Leaders: Myth and Reality, Risk, & On Character. A strong advocate for service and veteran affairs, he chairs the Board of Service Year Alliance, promoting national service opportunities for young Americans. A graduate of West Point and the Naval War College, McChrystal has also completed fellowships at Harvard's Kennedy School of Government and the Council on Foreign Relations, further shaping his perspective on leadership, strategy, and civic responsibility.His newest book On Character: Choices that Define a Life can be found in the link below as well as www.mcchrystalgroup.com, Amazon, and where all books are sold. For more on General McChrystal check out www.mcchrystalgroup.com Enjoy the show! 

Blayne Smith is a West Point graduate and former Army Special Forces officer who has transitioned into a highly effective business and social impact leader. He is a cofounder and principal at Applied Leadership Partners and the director for health and well-being at the George W. Bush Institute.Blayne also serves on the board of the Armed Services Arts Partnership and as an advisory board member of GORUCK. Previously, Blayne was the first executive director of Team Red, White, and Blue, a veterans' nonprofit that has grown into one of the most trusted and effective organizations in the space. During his time in the military, Blayne led combat units in both Iraq and Afghanistan. He is a Draper Leadership Award recipient, the Distinguished Honor Graduate of the Army's Ranger School, and was awarded three Bronze Stars, including one for valor. Blayne holds an MBA from the University of Florida and currently lives in Maine with his wife and three children. For more information:www.appliedleadershippartners.comwww.perseverancebook.comhttps://www.linkedin.com/in/blayne-smith/

Hour 3 of The Plank Show with Chris Plank and Blake Gamble kicks-off with the second segment of The Stoops Review with BOB STOOPS, before Plank fills us all in on how his weekend trip to West Point went.

Send us a textDedication and camaraderie continue to define the Golfweek Amateur Tour, and this week's episode brings those values front and center.Tim Newman and Chris Rocha spotlight July Player of the Month, Dan Hubbard, whose commitment to the Louisiana North Tour goes far beyond his own game. Driving 4–7 hours from Texas to compete, Dan not only plays but also pours into the community, knowing every member by name, hosting pre-tournament “Pick 'Em” podcasts with his partner Trey, and creating a family-like atmosphere that elevates the entire tour.We also dive into the story of 1st Lieutenant Marshall Daniel of the El Paso/Las Cruces Tour. A West Point graduate and active Army officer, Marshall's balance of military service and golf excellence is nothing short of inspiring. Fresh off rounds of 66–68, he shares how discipline, course management, and passion fuel his competitive edge.As the regular season nears its close, tour directors nationwide are nominating players whose commitment extends beyond the scorecard; driving hours to events, uplifting fellow competitors, and embodying what makes this golf community so unique. With the National Championship in Hilton Head fast approaching this October, the countdown is officially on!What you'll hear in this episode:The incredible dedication of Dan Hubbard and how his efforts shaped the Louisiana North TourWhy camaraderie often matters more than course qualityMarshall Daniel's military discipline and championship-level golf performancesStories from across the country of members going above and beyond for their local toursHow players are making their final pushes for points heading into Hilton HeadTake action:Register for your final events, lock in your points standings, and don't forget to submit your August Player of the Month nominations before the season wraps up.Where Amateurs Play Like Pros – The Golfweek Amateur Tour! Support the showPodcast HomepageGolfweek Amateur TourSenior Amateur TourFacebookYouTubeSrixonJondo Sunglasses

On this episode of Deans Counsel, Jim Ellis and Dave Ikenberry speak with Bernard "Bernie" Banks, Director of Rice University's Doerr Institute for New Leaders (and a Clinical Professor of Management within the University's Jesse H. Jones Graduate School of Business). The mission of the Doerr Institute “…is to elevate the leadership capacity of Rice students and to improve the practice of leader development in higher education.”  Most recently, Bernie served on the faculty and senior leadership team at Northwestern University's Kellogg School of Management from 2016-2024 prior to arriving at Rice.Bernie retired from the U.S. Army in 2016 as a Brigadier General after having successfully led West Point's Department of Behavioral Sciences & Leadership in his final assignment. In addition to having studied leadership extensively, he has led multiple military units ranging in size from 10 to over 3000 people.  In this instructive conversation, Bernie relates to our hosts some of the experiences he's gleaned through his decades as an inspiring leader, touching on topics such as:- his objectives as Director of the Doerr Institute- how he measures effectiveness- acquainting students with the leadership mindset- creative approaches to leadership developmentLearn more about Bernie BanksComments/criticism/suggestions/feedback? We'd love to hear it. Drop us a note.Thanks for listening.-Produced by Joel Davis at Analog Digital Arts--DEANS COUNSEL: A podcast for deans and academic leadership.James Ellis | Moderator | Dean of the Marshall School of Business at the University of Southern California (2007-2019)David Ikenberry | Moderator | Dean of the Leeds School of Business at the University of Colorado-Boulder (2011-2016)Ken Kring | Moderator | Co-Managing Director, Global Education Practice and Senior Client Partner at Korn FerryDeansCounsel.com

In this special presentation, Lt. Gen. Tony Bauernfeind '91, USAFA's 22nd superintendent, shares an inside look into cadet development and answers graduate questions. Hosted by Lt. Col. (Ret.) Naviere Walkewicz '99, this episode dives into the Academy's mission and how it is preparing our nation's future warfighters.   FULL TRANSCRIPT SPEAKERS Guest:  Lt. Gen. Tony Bauernfeind '91  |  Host:  Lt. Col. (Ret.)Navire Walkewicz '99   Naviere Walkewicz This special edition of the Air Force Gradcast is a production of the Long Blue Line Podcast Network, presented by the U.S. Air Force Academy Association & Foundation. I'm your host, Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. We're honored to feature the superintendent of the United States Air Force Academy, Lt. Gen. Tony Bauernfeind, Class of '91. In this presentation, Gen. Bauernfeind will share important updates on current initiatives and developments at our Air Force Academy. Following his remarks, he and I will sit down for a conversation, during which he'll respond to questions submitted by graduates in our alumni community. So now, without further ado, Gen. Bauernfeind. Thank you for being here, sir.   Gen. Bauernfeind Well, Naviere, thank you so much for allowing us to come and share our story of our wonderful Air Force Academy. And thank you as well to the Association of Graduates and the Foundation for all of the incredible support that we receive to develop our future leaders into the warrior leaders that we need on Day 1 in our Air Force and Space Force.   Naviere Walkewicz Yes, sir, we are grateful you're here, and we can't wait to hear what you're able to share with us today, sir, so we can jump ahead if you're ready.   Gen. Bauernfeind Wonderful. So I would like to share with you an updated mission brief of where we are going at the United States Air Force Academy. And during this time, I'd like to share not only our leadership team that's taking on the transformation that has been mandated, but also to update our alumni on our mission, our vision, our priorities and our mission sets, as well as talk about how we are creating warfighters, leaders of character and quality, and critical thinkers, and provide an update of how we are transforming this amazing institution to develop those warrior leaders that we need to keep our adversaries at bay. So as always, I'd like to start all briefings with a little video that highlights what our cadets are doing and our incredible public affairs team and video team put together the following video that shows what our cadets have been doing over the last six months... ...So you can see that our cadets have been absolutely busy over the last few months, and I can attest that this summer is they brought the problems up even more and are bringing even more energy to their training, their education, their development. But let me first talk about the amazing team at the senior leadership levels at the United States Air Force Academy, because we cannot do what we're doing without this incredible team. So first, we're welcoming reader Gen. Nicholas Evans as our new vice superintendent, coming out as the 18th Wing commander at Kadena Air Base, bringing a wonderful operational experience to bear, as well as academic bona fides to be our vice superintendent. Our command chief remains Command Chief John Alsvig and our commandant remains to be Brig. Gen. Marks and Col. Steve Hasstedt is our acting dean as we work to bring a new dean into bear. Ms. Gail Colvin is our stalwart chief of staff, with her wisdom from the Class of '80 that keeps us moving forward. Ms. Jen Block is our executive athletic director. Mr. Nate Pine is our director of athletics, and our brand new wing commander, the 10th Air Base Wing, Col. Ahave Brown. And we all know that nothing happens at USAFA without the 10th Air Base wing providing the foundational support. But also Col. Taylor from the 306 Flying Training Wing, and Col. Silva is our space detachment commander, and it's important that we have all those leaders that are helping us transform USAFA. And to that transformation, we talk about our updated mission statement that was approved last fall. And that updated mission statement is that “USAFA's mission is to forge leaders of character motivated to a lifetime of service and developed to lead our Air Force and Space Force as we fight and win our nation's wars.” And for the alumni, as we went through this mission statement development, we realized that there are many activities we take on at the United States Air Force Academy. There's education, there's training, there's motivation, inspiration, development. And we realized that we are taking the most amazing women and men from all four corners of this United States, and we're bringing them here as raw materials, and we are taking them through high-stress military, academic and athletic programs to forge them into something stronger than what they were when they showed up. And those are the leaders of character. We also wanted to make sure that we highlighted that it's about delivering a lifetime of service to our nation. It doesn't mean that every graduate needs to do 34-plus years in active duty like I'm currently doing, but continue to give back, whether that's in active duty, the Guard the Reserve, to your community in the defense industry, as an elected official or as a key supporter in our alumni networks — keep serving our nation. And then finally, an acknowledgement that we, alongside our teammates at West Point and Annapolis, have a very special mandate that we are developing those warrior leaders that will fight and win our nation's wars. While we hope that we will achieve peace through strength and deter our adversaries, we must always be ready when the nation calls and we will go forward and deliver victory for our nation. So it's important in our mission, but a mission will only take us so far. And the next step is acknowledging that we must have a vision. What is our North Star? And our North Star is we will remain and continue to be the nation's premier service academy. That we're bringing in rigorous, adversary-focused military training, military training that achieves a standard, that achieves a requirement, and not just training for training sake. But also maintain our level as a nationally recognized academic program with highly competitive athletics, and acknowledging that for us to deliver on those four, we must continue to sustain a world-class installation. But more importantly, continue to bring in professional and dedicated permanent party into our faculty. Our coaches, our headquarters, our installation support requires our outstanding permanent party. And so our vision moves us forward. And from our mission and our vision, we have established three key priorities, and those priorities will guide our decision making. But let me take your attention to the bottom first. The bottom is our foundational aspect, that we build all of our aspects upon our service core values of our Air Force and our Space Force of integrity first, service before self, excellence in all we do, courage, character, connection and commitment. And those we build upon further foundationally to acknowledge that we are in the military and all aspects of military operations activities require a strict adherence to standard. What is the task that we are executing? What are the conditions on which we will execute those tasks? And what standards do we expect, especially in high end warfare, where our standards are so tight. We also acknowledge that what is special about us is our Honor Code. It is foundational to our character, and we'll talk more about that as we build upon this. But realizing that the Class of '59 that established our Honor Code. It has been foundational to the development of our leaders of character and quality as a board, and then adding into the fact that leaders who built lethal warfighting teams — they do it from a position of respect and teamwork, that they take their team and they support them, they hold them accountable, but they push them to rise above what they could think they could personally achieve. And how do we build those future leaders that are going to take teammates from all four corners of this United States and make sure every single teammate is seen, heard and valued and can give everything possible to the mission at hand? And that leads us to our priorities. That our priorities are we are here to forge warfighters to win, to inspire leaders of character and quality, and finally, to motivate critical thinkers to adapt, because all three are important. And that takes us to our mission sets, because those three priorities span across everything we do in a cadet's journey at the United States Air Force Academy. And the first is acknowledging the military training aspect. That military training goes beyond just learning how to put a uniform on, just how to march correctly, but also understanding how to operate inside of Air Force and Space Force norms and take on those military training activities that our Air Force and Space Force are taking on right now with Ready Airmen Training and the ability to execute agile combat deployment. And that's activities like being able to shoot, move, communicate, medicate and automate, but also acknowledging that we also must have that world-class academic program that challenges our future leaders not what to think, but how to think, and to do that from a warfighting-focused curriculum that is very STEM focused, but also leans in hard to how we can leverage the incredible intellect that these cadets are bringing in today and unleash them on some of the hardest Air Force and Space Force problems through our research programs as we lean into it. And then finally, as we talk about our competitive athletics, that athletics is a key aspect of the cadet's journey, whether it be through our 30 incredible intercollegiate sports teams, our intramural programs, our physical education programs, or finally our physical fitness tests that demonstrate the warrior ethos that is being expected of a military service academy, and it's important that we look across those. But let me talk about a little further of our priorities from those three lenses. The first is the aspect of warfighters win, of how we're bringing in training such as shoot, move, communicate, medicate and automate. And I've heard some teammates are going, “Why are we doing this ground focused training?” And at the end of the day, it's not ground focused training, it's joint force training. This is where our Air Force is going. That we still need to be able to succeed in the air, space, cyber domains, but we must also deliver excellence in these domains. With shoot, I requested that all of our cadets now become qualified in their long gun, the M4, and their sidearm, the M18, every single year. So now they'll have the confidence of their weapons when they have to go forward into harm's way. The same with move and communicate. Can they understand the aspects of mission command, especially in future fights where we may not have the best connectivity with our highest headquarters? Will they understand commander's intent and still be able to generate the combat power we need to keep our adversaries on their heels? Finally, to medicate. Over the last few decades, we have benefited from the golden hour, where we had such dominance that when we had a teammate isolated or injured, we would have medical care a rescue capability to them inside the hour. Future battlefields will likely not give us that luxury. So we must teach our future leaders those advanced medical capabilities to take care of their injured teammates while they're continuing to generate combat power. And finally, as we have seen from the Iranian wars and the Ukrainian wars, automation is here and part of modern warfare. And so how are we going to bring automation capabilities to our future leaders so they can develop the new TTPs that we are working through. And again, thank you to the Association of Graduates and Foundation, because you all provided the seed funding for our first automation efforts this summer. So thank you so much. And let me dig in a little further on why warfighters win. And from our president and our secretary of defense, it has been very clear that they want us to establish peace through strength, that we must develop our ways in three areas: to restore the warrior ethos, to rebuild our military and to reestablish deterrence. And we have gotten that guidance very clear from our leadership, and we will prepare our future leaders in that mind. And we have added that over the last year by bringing in year round warfighting training. So not only during the summer periods, but also through the academic year, are we asking our future warrior leaders to take on the military mission, the academic mission and the athletic mission as we move forward. And as discussed, it is directly aligned to our Air Force with Ready Airman Training and our agile combat employment. And over the last year, we took our baby steps. We're not where we need to be, but I can tell you I'm proud of how far we've come, because we moved forward with energy and violence through the fall and spring culminating exercises. I'm proud of how far we've come, but now for this year, we're gonna enter into the walk phase, because we have more to go. And with that in mind, there's been conversations of recognition and promotion, and that is tied not only to our leadership development, but also to our warfighting training. And it's an acknowledgement that for every year you at the Air Force Academy, we are purposely developing you and increasing your capabilities. And so we are going to provide the expectations for your year, whether you're four-degree, three-degree, two-degree or first-degree — a firstie — and you must meet those training standards, and if you do not meet the training standards, then we are not going to recognize you for your past work, but if you meet our standards, then we are going to recognize you for the good work and promote you to the next grade. But the ultimate promotion being a Second Lieutenant in our Air Force and Space Force as it goes forward. Over the last year, there are teeth of this. We did have 153 cadets that were not recognized due to not meeting the standards, but we are now providing them the options over the summer and this fall to now meet the standards as we move forward. Also this year, focusing on warfighting, is acknowledging that we must arm the cadets to be the instructors. Last year, we did it very quickly. Now we're going to take advantage of our incredible cadets, just like our cadets do exceptional things — teaching each other how to fly, teaching other each other how to jump during our freefall program — but now we are working through the cadet warfighter instructor course, a beta course, where we will teach cadets to be those instructors inside of our squadrons in the academic year, to take on how to teach, how to shoot, to move, to communicate, automate and medicate. And we are one more week left in our inaugural cadet warfighter instructor course. I know we will learn much from this beta iteration, but I'm excited to see what we learned from this as we go into the academic year and unleash these cadets and train ourselves. We're also very appreciative from the Foundation for the establishment of the Institute for Future Conflict. And the Institute for Future Conflict has been around for a couple of years and has already forced us to focus and think differently. And I would offer to you the reason behind that is because they are focused on our adversaries. So I like to call them our adversary focused disruptors. They are going to bring ideas to bear that force us to change the way we develop our cadets for the future, because they're looking at what our adversaries are doing. And as such, we made the decision to elevate them into Headquarters USAFA, so they can have a wider impact, not only within the dean of faculty, but also within the Cadet Wing and the Athletic Department, so we can ensure that we are bringing those disruptive thoughts and putting them into in place so we prepare our leaders for a very uncertain world, to include bringing realism into the training that our cadets are taking on. We're also acknowledging academically, there's more that we have to do with our intellect. And over the last year, we have added three additional warfighting minors, one on quantum, one on aerospace materials, and we're in the final stages of establishing a warfighting minor on future conflict. Hopefully that we will be able to start providing that to our cadets over the next year, as we went into that so very excited to the growth in our academic options. And then finally, athletically, we're updating our PT standards, and we're adding additional PE courses for our future leaders. Our future leaders — we will increase water survival, especially when we look to the future and the regions where we expect to potentially have conflict, increased water survival is important — as well as increased combatives, and we're still in the final stages of planning of how we can bring a team focused final warfighting capstone physical education course that brings all of that physical education together for a team-focused event for our firsties, but still in the planning stages of that. And as discussed, updating our PT standards to align with our Air Force and our Space Force, with an acknowledgement that simply what we were doing is adding minimums to each of the caveats to ensure that you must pass each individual event while also meeting a score-based event as we move forward. Again, aligning with our Air Force and Space Force. Now, as we transform, it's not just about warfighters to win. It's also about leaders of character and quality. As I like to say, it's developing leaders who do the right thing the right way, even if it's unpopular, because we must have leaders that are willing to stand up and do the right thing for the formation. And we focused on that. We have focused on reinforcing standards and accountability. While initially it was permanent party coming in fairly strong to establish the standards and accountability, what we quickly saw from our amazing future generation was cadets going, “We've got this. We will establish it. We will uphold our standards. We will uphold our accountability.” And to me, that's very important to see that our next generation is taking ownership of that key leadership aspect, to even include honor. As many know, we had a pretty significant honor violation last year. The bad news is that occurred. The good news is it was the cadets themselves who came forward and said, “This happened, and this is our way forward.” As in all situations, though, anytime you point a finger at somebody, three fingers pointing back at yourself, we realized that institutionally, we had probably lowered the standards too far. We didn't expect enough, and we had parsed the Honor Code. And we made the decision to return to our roots and say, “No, the Honor Code is holistic. It will not be parsed.” But we do acknowledge that these amazing men and women that come from all four corners are coming to us in different stages of their character development, and so the sanctions that come from an honor violation for somebody with us for a few weeks or a couple months may be far different than the sanctions of somebody that are weeks or months out from commissioning and graduation. So ensuring that we have a tiered sanction system to deal with our honor violations. I'm very proud of the ownership that our cadets took with our honor system, and we are reinforcing their efforts as we move forward. We've also pivoted strongly to a four-class system. My observation was is through time at the Air Force Academy, we've ebbed and flowed from a four-class leadership development system to a fourth-class leadership development system. I would offer that we had gone to the point where the majority of training and focus was on the four-degrees, when we are blessed to have these our future leaders for 47 months, and we should be developing them the entire 47 months. And so we have developed the fourth-class leadership system, where for their four-degree year, we will focus them on being good teammates and followers. For the three-degree year, we will focus on them being good frontline engaged supervisors, two-degrees as team leaders and firsties as unit leaders, representing those roles in our Air Force from cadet squadron commander to DO, to executive officer, to A1 through A6 staff positions and flight commander and taking on those responsibilities. And again, just like we talked about work by training, there's assessment mechanisms for each of these that they must meet leadership assessments that will go into whether or not they are recognized and promoted to the next grade, as it moves forward. We executed the first year. Last year, I would offer that it was successful, but we've learned much from the process, and as we go into the second year, I think we're going to be able to go even further with our four-class leadership and development. We've also doubled down on discipline, that standards and accountability are important, and if you fail to meet our standards, then you must be held accountable, not only with punitive aspects, but also with rehabilitative aspects. It's a two-edged pincer movement as we went forward, and from my time at the Academy, I will offer to you, while I may not have enjoyed it at the time, I benefited greatly from both, because it forced me to reflect upon what got me in that situation and how I can take ownership of my own development as we move forward. So that is one of the aspects we return to. And then finally, for our National Character and Leadership Symposium: Let's focus on those character elements that we find through warfighting. And so last fall's was focused on, how are we going to develop warfighters to win? And then for next year, we're going to focus on the courage required to overcome adversity in a warfighting environment. And so I'm very excited as we get the speakers identified for both the fall, a shorter fall iteration, and the normal spring iteration, sharing those speakers with the wider alumni environment. And then finally, talking about those critical thinkers to adapt. I jokingly tell our cadets that, since I was in the '90s, we got to solve all the easy problems, and all that is left are all the wicked hard problems, but we need those critical thinkers to adapt, because they are going to bring the ingenuity, they're going to bring the innovation, and what I've challenged them is they also have to bring the courage to challenge the status quo. Too many times in our military, when we ask why we do something, if the answer is, “We've always done it that way,” then maybe we need to rethink and understand, are there better ways to do it? And I can tell you, our cadets bring that to bear. And so for this year, we're really focused on cadet empowerment and responsibility. Last year with the mandate, we moved very quickly, and we were more directive in nature. And what we heard loud and clear is that cadets hurdled over our expectations. What we heard loud and clear from them was, “We want to control the way forward.” And so how do we empower them more? And how do we make it clear that they are responsible not only for their mission, but their people? And adding to that of spending more time with them with these changes of why are we doing this change, and making sure that they understand the rest of the story. You may not always like the why, but if you have an appreciation of the why, its foundation will be able to execute mission command, because you now understand commander's intent, and you now can go, “I know the why. We can keep moving forward, because we can move forward with that.” We're also focusing on operationalizing all of the United States Air Force Academy, bringing that operational mindset to bear, from whether it would be establishing an A2 directorate in the headquarters and the cadet wing and in all cadet squadrons, and the DA2 director being our intelligence directorate, so that we can start to bring in classified intelligence briefings and give them not only to a permanent party, but to our future leaders. And we started that last January to great success, so that our future leaders can start to understand not only our and our allies capabilities, but our adversary capabilities and how we will conduct our joint warfighting aspects as we move forward. And it's important that we continue to bring in those operational matters so we prepare the cadets of today for the second lieutenants of tomorrow that can seamlessly nest in to how our Air Force and our Space Force operates. And that's a nicer way of saying is some of the USAFA unique things we've done— we probably need to think about how we're doing that in our Air Force and Space Force. We're also doubling down that cadet squadrons are the unit of action, just like it is in our Air Force, that the squadron is the unit of action. And it's tough at USAFA where you may prioritize your IC team, or your major, or your club, but at the end of the day, it's going to be the squadron that succeeds together as a team. And so we are focusing on making sure that we are reinforcing what the cadet squadrons are doing. They are going to go through their military training together. They're going to go through their culminating exercises together, same as recognition and promotion. And that's important as we focus on the four-class system of those teammates, followers, frontline engaged supervisors, team leaders, unit leaders, but also acknowledging that we must empower cadet leaders to own the responsibility of their units. And I recently sat down with cadet squadron commanders and their special staffs and said, “Congratulations, you're the cadet commanders. You are responsible for two things: your mission and your people. It's not just about marching at the front of a formation. It's about executing the mission you've been given, whether that mission be military, academics or athletics, and taking care of your people.” And as such, we have established special staffs inside of each cadet squadron, every wing in the Air Force, most groups and many squadrons have special staff to both support the unit, but more importantly, advise the commander, because the commander is the one who's ultimately responsible for their people. And so we are bringing cadet special staff — which they may not be the subject matter experts in equal opportunity, integrated prevention response, spiritual matters or medical matters. They are there to support the squadron, advise the commander and have that connectivity to our subject matter experts, whether it be our chaplaincy, whether that be our amazing medical group and cadet clinic, our amazing SAPR team and all the helping agencies across USAFA to make sure that we can support all of our cadets going through a high-demand developmental program at the United States Air Force Academy. And the twist on that is again, saying, “Commanders, you are the ones who are responsible.” And now let's give you the tools to be successful as the permanent party are there to advise and oversight, empower our cadets even more. And then the final one is a return to decorum training. We conducted a beta test last year to success, and now we're looking to see how we can bring forward that decorum training for the entirety of the Cadet Wing. I am not this is not a return to the days of wine pairings, you know, but it is an acknowledgement that as an officer in our Air Force and Space Force, when you go to events, you're not only representing yourself, you're representing your team, you're representing your unit. And what are those decorum skills you need to have at events so that you can develop networks with teammates that might be outside your normal operational circle, or how do you ensure how you engage with other teammates so you can learn more about the world you're in? And so it's important that we establish that decorum focus and looking forward to how we can squeeze that in into the complicated lives of all of our cadets as we move forward. And then, just to reinforce on the critical thinking, I've already talked about the three minors we added, but I'm proud to say that we're in close coordination right now with Gen. Tullos at Air University and about to sign the memorandum of understanding where we will start a beta test for offering master's degree classes at the United States Air Force Academy, with the long-term intent of offering master's degrees at United States Air Force Academy under the Air Force Institute of Technology certification. So we have much to learn, but the doorway is open, and I can tell you from looking at so many of our cadets that come in with 20, 30, 40 college credit hours already, I think we have cadets that are ready to take on that journey, and I look forward to giving an update on that after we get through some of our initial how does this work process. So just to summarize: Our mission, our vision, our priorities are delivering what we need. And it's those warrior leaders that are ready on Day 1 in our Air Force and Space Force. And thanks to our amazing team, whether it be in the senior leader team, but more importantly, those incredible permanent party that are working long hours, whether it's in Fairchild Hall, Sijan Hall, Vandenberg Hall, in the tunnels, in the heat plant, in the Child Development Center, down at Clune Arena, out in Jacks Valley — our permanent party are crushing it, and it's important because our nation deserves the best leaders that we can give the 330,000 airmen and guardians that are standing watch for our nation. Thank you.   Naviere Walkewicz Thank you for sharing the mission brief. I think many of us as graduates think we know what happens at the Academy, but you actually sharing what you accomplished in just a year is a bit mind blowing, sir.   Gen. Bauernfeind Thank you. And I, at times, am concerned at how fast we are moving, but I also know that we must move this fast. The adversaries are watching us, and they are choosing when is the right time to test our nation. And so in order to achieve peace through strength, we must display that deterrence, that warfighting ethos, that warfighting capability. So we keep our adversaries waking up every single morning going, “Today is not today to test the United States.”   Naviere Walkewicz Yes, sir, that is right on point. Yes, sir. Well, I would like to thank you in advance for taking on additional questions from our alumni and our graduate community. So if we might start, general, with some of the information across various channels that cuts about to our academics and the Department of Faculty, what would you be willing to share about the civilian workforce reductions and any next to the Academy's academic faculty?   Gen. Bauernfeind First and foremost, the reduction of civilians is not just civilian faculty. It's through all civilians at the United States Air Force Academy, and as we're tracking, throughout the entire Department of Defense. What makes it a little more challenging at the United States Air Force Academy is we have so many different civilian teammates, from firefighters to childcare workers to coaches to headquarters staff, personnel and faculty. And as we lean into the aspect, the conversations about all of our civilian teammates. The first challenge that we faced is historically, the United States Air Force Academy has been over our civilian paid budget, and we've received great support from the Department of Air Force to address our over execution. This year is a little different, and so that has to be a baseline consideration as we understand that— that we have to hire and maintain civilian teammates within the budget that the American public has given us as a lean forward. And to that point, thank you to the Association of Graduates and the Foundation, as well as other Academy-focused foundations that have provided volunteer and funded volunteer support to give us that additional margin of excellence that helps us mitigate this matter. With respect to fiscal year '25, our Air Force is going through a reduction of civilian personnel to the tune of 5,000 billets. Of those 5,000 billets, the portion of the United States Air Force Academy was a part of was a 140 billets. And as we have moved through that reduction of 140 billets, we identified 104 billets as we went through our prioritization that were unencumbered or empty, but lower priority. Unfortunately, there are 36 billets that were encumbered, so someone inside of that billet as we move forward. And the goal with that is to continually work over the coming months of how we can move teammates laterally into open billets, either at the United States Air Force Academy or other locations. So we keep their expertise inside of the greater Air Force, Space Force enterprise, and our A1 team continues to work that aspect. But it's also making sure that we're being very clear with our teammates that when those billets become unfunded, at some point without funding, we're having to pay for that billet via other means. And so it's important for us to have frank conversations with our teammates, to say, “Update your resume. Start looking. At some point this will move forward.” With respect to our faculty members, 16 took advantage of the government's deferred resignation program, which was a well-funded early retirement program which allowed them to leave in the spring under and basically on admin leave and retain their pay to later in the fall/winter timeframe as that moves forward. We also had three that already had planned retirements, so they were moving forward. Unfortunately, we see a hiring freeze so no backfill. But also three whose terms are many of our senior faculty, our term employees, at the end of their term came. And so we have backfilled them with active-duty and Reserve military faculty to keep our academic progress going forward. And thanks to our dean and their team, they are, you know, quickly adjusting, but they are making the changes they need to ensure that we continue to offer the majors that we promised through the Class of '26 and continue to offer the courses as we move forward. For the fall semester, in addition to the three minors we've added, we've also added four additional classes, and there are 10 classes of the 753 in our course of instruction, there are 10 that we will not offer in the fall semester, but we will continue to still move forward.   Naviere Walkewicz Yes, sir, thank you for that. You talked about backfills. Can you talk about some of the most important competencies for those instructors, as they were backfilling these positions right?   Gen. Bauernfeind As I testified to the Senate earlier this spring, the two most important things to me inside of our classroom is: One is subject matter expertise, and we value the subject matter expertise brought to us by our professors, associate professors, our assistant professors, our permanent professors, our senior military faculty, and the depth they provide, initially with a master's degree, but more importantly, those Ph.D.s that were an extreme depth of that subject matter expertise. But also as a military service academy— that operationally relevant experience, how do they apply what they're learning in the classroom into their futures in the Air Force and Space Force, whether that be in labs on operational units and future battlefields, and how they can connect that to the future. And we have many of our civilian faculty are also veterans, who are able to bring that strong connection to bear as it moves forward.   Naviere Walkewicz Yes, sir. Well, you mentioned you were adding a couple a few minors. Have there been any majors that have been removed from the program, and has this affected our accreditation in any way?   Gen. Bauernfeind No, ma'am, no majors have been impacted during this time. Every single year, we go through a curriculum review, and we have a curriculum review committee where we will adjust as we move forward based upon guidance we receive from the Air Force and Space Force, but also what demand signals we're seeing from our cadets. You know what they're signing up for. But that is just an annual aspect to make sure that we have the right instructor core to support the curriculum we need to develop and educate our future leaders what the Air Force and Space Force is expecting. But zero majors have been eliminated from the United States Air Force Academy.   Naviere Walkewicz Thank you, sir for clearing that up.   Gen. Bauernfeind Oh, and accreditation. We're in a good spot with accreditation. We maintain continual conversation with our accrediting bodies, whether it be the Higher Learning Commission or several of the engineering- or STEM-focused accrediting bodies such as ABET, we're still in a good spot. In fact, this year, we just approved our quality initiative, which is a key aspect to sustaining not only our accreditation, but showing that we're continuing to improve ourselves, and that quality initiative will focus strongly on data science, throughout all of our curriculum.   Naviere Walkewicz Yes, sir. I think that's wonderful. I know a lot of graduates were, you know, maybe didn't have all the information, so I think that's wonderful that you just shared that. Something interesting you talked about your brief was some master's, a beta testing for a master's program, working with AFIT. Can you expand a bit more about that? And then do you see the Academy becoming a five-year institution, or we will stay four years, 47 months?   Gen. Bauernfeind Right now, I believe that we will still stay a 47-month program because our academic program is 47 months; our athletic program is 47 months, and most importantly, our leadership development and military program is 47 months. For the AFIT program, the vision is — these amazing young Americans come in with so much academic credit. Many of them now are part of the Martinson Scholar Program. And thanks to Mr. Martinson's great support, we have a program that can focus on them going even further. What we can offer them now, the majority are taking multiple majors and multiple minors. What if, in the future, you didn't want to do multiple majors or minors, but you want to go and start on your master's degree, which many other institutes of higher learning are offering in a parallel aspect? And so in conversation with Gen. Tullos, how can we start allowing cadets as early as their junior year start taking master's programs and achieve what would be required? Initial assessment is we will have some that can probably achieve it in 47 months, but probably the greater group will need to stay the Academy for maybe six or 12 more months as a second lieutenant to finish up their AFIT courseware. So they would stop their 47-month USAFA program, but continue with their master's program in the classroom in Fairchild and finish out their master's here. Is the vision— and we're working through this. I want to be very clear that this is beta. We have a lot to learn in this. And from my perspective, as I work with the Air Force to get greater support for this, this is going to be a strong cost saver for the Air Force. When our Air Force officers go to get master's degree, as a general rule, they are out of their operational career field for two years as they go to execute their 18-month AFIT program, plus two associated PCSs. Now we show not only a time saving, but a cost savings. And now these second lieutenants are entering, a portion of them, are entering their air force or Space Force with a master's degree. And it is not uncommon for many of our second lieutenants right now to even start their initial training, depending on what training is available until the spring of the next year after they graduate. So I see a strong promise, but we've got a lot of work to do to make it a reality.   Naviere Walkewicz Yes, sir. Well, that's creative and innovative thinking right there. I think that we're very excited to hear more about that, especially as the beta testing moves forward. Sir, maybe we can move into the warfighting realm. Graduates have been very interested in the renewed focus on warfighting that you've taken over the past year. What recent programs or military training taking place at USAFA right now are really supporting this development of the warfighter. Ready to lead on Day 1?   Gen. Bauernfeind So I believe we've always had a strong foundation of warfighting training, whether it be our airmanship programs, our powered flight programs, our jump programs, our special warfare programs and basic cadet training and cadet survival. But we're building upon that, and we're adding to those as great examples. As discussed earlier, if we can fight for the ammunition, we will have every single cadet qualify on both weapons every single year. The Class of '29 for the M18, the pistol, they qualified at a rate at about 65%. For the M4, the long gun, at a rate of 93%. I'm very proud of those numbers, because many of those young men and women— that was the first time they touched a weapon in their lives. And now, if they do it three more times before they graduate, those qualification rates are going to skyrocket, and they're going to have the confidence, when they deploy into harm's way, of their weapons. Additionally, thanks to the great work by the Cadet Wing, we have received 4,000 sets of chemical gear. And so not only in basic training, are they learning how to establish a forward operating base, defend it, but we're going past the days of where we walked into a tent, took our mask off and then dealt with the wonderful fluids that came out of our bodies. But now, going forward, to how are you going to conduct ATSO operations, or the ability to survive and operate in deployed locations with chemical gear on? And we're very proud to partake in some of that training with the basic cadets, and they are really taking to understanding what is required. And then the final aspect is, as discussed, the cadet warfighter instructor course, is acknowledging that to be really good at those items, we need some subject matter expertise. But the subject matter expertise required to lead, train and certify 4,000 cadets every year, we have to rely on cadet leaders, and as discussed, they're in the field as we speak in the inaugural cadet warfighter instructor course. And I look forward to seeing the feedback of how they will come back and do the squadrons. And tying that back to the cadets wanting more ownership of their training — the intent is 12 cadets inside of each cadet squadron that will now take on the responsibility through the academic year of that warfighter training that we will assess in the fall CULEX, and the ultimate assessment in the spring CULEX.   Naviere Walkewicz Sir, it really shows how you're building that expertise within the squadron to support the squadron commander so they really are taking care of their people. I think that's outstanding.   Gen. Bauernfeind And very excited about it.  And I just want to say thank you again, because it was due to the generosity of the Foundation that got us the seed to start the automation, with 29 Group 2, the smaller UAVs, as we see automation and all monitor warfighting, unleashing the cadets on how they're going to use those UAVs to defend their forward operating bases, to understand what's across the ridgeline as they move forward. And very excited to see where the cadets will take us in this, because I'm sure they're gonna be far more innovative than my generation.   Naviere Walkewicz Our generation, sir, yes, sir. Well, you talked about the four-class system and I think that was really relevant for our graduates to hear. How are cadets feeling motivated through this process? And have you seen them evolve over the past year since you started implementing that?   Gen. Bauernfeind I think the first aspect was— it took them time to truly understand what we were laying out as it went forward. And every year we do this, we will get a little more advanced at the end of the day. I think our four-degrees understood it. That was good. It was that they understood what it meant to be a teammate. What it meant to be a teammate, follower, and that was an easier aspect to develop them through. The team leaders at the senior NCO level for the two-degrees and the firsties as unit leaders, they started understanding that. The biggest challenge we saw was with the three-degrees. What does it mean to be a frontline, engaged supervisor? And we have to troop lead them through, “This is what it means to be a frontline, engaged supervisor.” That they are your subordinate. But to take best care of your people, you should know where they're from. You should know about their parents. You should know their dog's name. You should know where their birthday is. You should know when their next chemistry test is, when their next PT test is. And while you may not be able to tutor them on chemistry, you can gather and motivate them for, “Hey, if the PT test is three weeks out, let's go run together. Let's go get on the pull up bar together. Let's, you know, be engaged.” And the more you know your teammates, what I offer to you, whether it be in morning formation, noon meal formation, at the tables at Mitchell Hall, in the halls of your squadron, inside of 30 seconds you're gonna see your teammates, your subordinate, and you're gonna know if they're gonna have a good day or bad day, because you're close enough to know, just quickly, OK, they're gonna have a great day or something's going on. “Let's go take a walk. Let's figure out what's driving you down. And how can I, as a frontline engaged supervisor, start taking barriers out of your way?”   Naviere Walkewicz I mean, I can only imagine that giving them more pride, even now that they understand, “This is how I can be a frontline supervisor,” when you give us very specific examples. Well, if we might shift gears a little bit to admissions and graduation. Since we just had a class join us, and we had a class recently graduate, maybe you can tell us how the Class of '29 how they're faring so far.   Gen. Bauernfeind The Class of '29 are doing great. I am impressed by their professionalism. I'm impressed by their energy. And as you saw, as we just did the recent march back, they were loud and proud. That was really good as it went forward. And for the Class of '29, I'm proud to report that they are faring very well. Just so everybody knows, we had over 9,000 completed applications. We offered 1,411 offers of admission, and 1,112 took the oath on I-Day as it moved forward. We had cadets from every single state and territories of Guam and Puerto Rico, as well as 12 international cadets that joined us. Of those, 117 from Prep School came up the Hill. And then 76 are, you know, part of a prior Long Blue Line as it's coming forward as it goes. Of the Class of '29, 55% were in the top 10% of their class, and 96 were all invited on varsity sports. Right now we are, as coming out of basic training, of 1,095 and during that time, they're still going strong. We did have some teammates that didn't have a full appreciation of what military life was, or may not have been as impassioned about the Academy as their parents, and so we've parted ways with a few small numbers. But during basic training, I can proudly say— we talked about the qualifications on the weapons, but also say they took their very first PFT test, and looking back over the last five years, they, on average, scored 15 points higher than the last five years. And that's a testament to two teams, I would offer to you, well, not only the cadets themselves, who had to do it, but all of our admissions team that's out there saying, “Hey, congratulations, you've been admitted. Start preparing now.” But also our athletic director, athletic department team that was out there giving them good, focused training to prepare them for those physical fitness tests. And they just took PFT No. 2 a couple days ago, and we're accessing the data but all indications are it's trending up.   Naviere Walkewicz No, yes, sir. Those are outstanding numbers. As a country, we're seeing admission rates and the challenge of getting the best of the best into the door, the fact that we had such wonderful numbers coming in, and we're attriting very low, I think it's something we should be proud of.   Gen. Bauernfeind I'm very proud of it, but acknowledge it's a tough— it's a knife fight to get the best of the brightest, and so thanks to Air Education and Training Command and Accessions Command, we are going to try a new marketing contract this year to further make sure that the amazing young Americans throughout all four corners truly understand the opportunity in front of them with the Air Force Academy, and make sure they're aware of it. So I'm excited to see how that marketing campaign goes to even up our numbers, even a little bit more.   Naviere Walkewicz Awesome. Yes, sir. Well, sir, in the realm of athletics, last year, you shared an emphasis for cadet support and participation at more of our athletic events. What have you seen come from that? And what can you share about athletics, intramurals most currently?   Gen. Bauernfeind It's one of our three mission sets: athletics. And it's not just for our IC athletes. I jokingly tell some of the teammates to say, “Tell me about a cadets life.” It's like, well, they have three full time jobs, a military job, an academic job and an athletic job, and they really get a bachelor of science in time management. And that's as we go forward. But I've asked the athletic department, you know, during COVID, our intramural program atrophied, and now we have to see, how can we really enhance our intramurals as it goes forward. But I'm especially also proud of our intercollegiate athletes, 30 intercollegiate programs. When we talk about the blood, sweat, tears, the hard work that our IC athletes representing 25% of the Cadet Wing — they are really jumping in hard. And my expectations as the superintendent is all 30 of those programs earn home field advantage. And so we've recently published an operation order to the team as we look into the fall sports. And the basic synthesis of it is, protect this house. We will come strong to all home events, and we're working through that aspect. And so as a whole, not only will we figure out how to be strong at all of our home events, whether it be, you know, this fall with women's soccer, men's soccer, cross country, water polo, volleyball and, importantly, football. And proud to report here at our AOG that the entire Cadet Wing will be marching onto the football field and protecting this house and our amazing stadium at home games.   Naviere Walkewicz Yes, sir, thank you for that. That's fantastic. Sir, you know, you can't come out of this Air Force Academy, this 18,000 acres of amazing Academy, without seeing some of the changes, whether it's facilities or capabilities. You know, of course, there are two questions we hear often about the chapel in the box. When will the chapel be done? And then also, you know, what about the visitor center? When can we actually get into it?   Gen. Bauernfeind No, those are two great questions, Naviere. First of all, I think that the box has become so routine there that we received a formal request from cadet. So how can we have a — no kidding — drive in movie theater screen? And the request came in at $300,000 so we thought the prudent action was, let's get the chapel done so we can take the box down instead of putting up a new theater. But right now, for our chapel, again, it is an amazing piece of architecture, and to maintain the historical relevance and the hard work that went behind it, it's going to take time. Right now, we're on schedule for 2028 and we are focused on making sure all the involved teams take every single day out and we can find out as soon as possible when we have any sort of deviation, so we can swarm it. And so as such, we hold monthly meetings with IMSC — the Installation Management Sustainment Command — Air Force Civil Engineering Command, the Corps of Engineers, to go through all of our military construction projects so that if something comes up, we are aware of it within days of the issue, and we swarm it together instead of letting issues boil for a long period of time. And so excited to get the chapel back open as such a spiritual icon of the United States Air Force Academy. And spirituality is so important to the holistic leader's readiness— not just physical, mental, social, family, but also spiritual. And I think it will be important for that development. And then to the visitor center. We're on track to open up in May of '26 before the graduation, and excited to finally open that visitor center and share with a much wider audience what all of our alumni and we know of the amazing story behind the Air Force Academy, all the amazing exemplars who have come from our Academy. And I will share with you, I'm excited to get a whole ton of young Americans inside the visitor center so they can start getting excited about being part of the Class of 2032, 2038 and beyond.   Naviere Walkewicz Yes, sir. Well, they say things are worth the wait, good things are worth the wait, and I think the interactive displays that are gonna come with this are really gonna help people understand truly what our cadets go through.     Gen. Bauernfeind Absolutely. And thank you again to the AOG and Foundation. As money got tight, the Foundation came forward and we now have that beautiful glider, you know, in position that shows what all of our cadets are working through.   Naviere Walkewicz Yes, sir. Well, our sole existence is to support the Academy, serve our grads and prserve the heritage. Well, sir, I'm cognizant of your time. We're so grateful you're here today. Mind if I ask you one final question?   Gen. Bauernfeind Please do.   Naviere Walkewicz What's on your mind that you want to leave with our graduates to be thinking about when you think about our Academy and your vision and mission. What can you leave us with?   Gen. Bauernfeind I just want to thank the Long Blue Line. We are 55,000-plus strong. There have been so many of our alumni, every single one of us that have gone through this journey. And we're proud of this institution. And I just say, continue to support this amazing institution. Spread the good word of what our Air Force Academy is, because we want amazing young women, amazing young men that are in your communities, in your churches, at your work centers, to say, “Hey, have you heard about the Air Force Academy? That's the place for you, because our nation deserves the best.” And just a final thanks to the alumni, and as a superintendent, I'm proud to be in this position with my amazing teammates. And any alumni that wants to ask me, “What's the rest of the story?” I am always available. Please hit me up in the hallways, on the Terrazzo, on the field, and I look forward to your conversations.   Naviere Walkewicz This has been a special edition of the Air Force Gradcast. On behalf of the Long Blue Line Podcast Network and the U.S. Air Force Academy Association & Foundation, thank you for joining us. It's been a privilege to hear directly from Lt. Gen. Bauernfeind and to share updates and perspectives relevant to graduates across our Academy community. Thank you for your continued connection, commitment and support of our United States Air Force Academy. I'm Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. Until next time.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation  

When do presidential sexual relations become scandals?

Building a successful business often means solving problems nobody else sees coming. In this episode of Building Texas Business, I sit down with Merrilee Kick, founder of BuzzBallz, to talk about how she transformed a poolside idea into a ready-to-drink cocktail empire she sold to Sazerac in 2024. Merrilee shares her journey from high school teacher to manufacturing pioneer who bootstrapped through engineering challenges and suppliers who refused to sell her essential components. Her approach demonstrates that when traditional paths close, entrepreneurs must forge their own. We explore how Merrilee built a family-like culture with minimal turnover through practical benefits like daily cooked meals and extended holiday breaks. She discusses why fairness matters more than equality in building loyal teams. During COVID, she created an on-site school for employees' children and manufactured hand sanitizer for hospitals, showing how adaptability serves both business continuity and community needs. Merrilee reflects on mistakes that shaped her success, from coconut cream that solidified at room temperature to trusting the wrong people. She emphasizes that entrepreneurs must trust their gut instincts and move quickly when something isn't working. Her discussion about selling to Sazerac reveals the cultural shifts that come with acquisition and why selecting the right buyer matters as much as the price. The conversation reveals how a teacher's frustration with glass by the pool became a multi-million dollar business through relentless problem-solving and genuine employee care. Listen to discover why sometimes the best business education comes from cleaning your own warehouse bathrooms. SHOW HIGHLIGHTS "S#@t doesn't smell any better with age" - why firing fast is critical to maintaining culture and performance When suppliers demand hundreds of thousands for R&D, sometimes you have to source from Canada and figure it out yourself A $10 daily lunch investment eliminated production delays and built the family culture that kept turnover near zero Creating an on-site school during COVID kept the production lines running when competitors shut down People quit managers, not companies - know your employees' kids' names and eat lunch with them Trust your gut over resumes - the West Point MIT grad who couldn't deliver taught her that credentials don't guarantee performance LINKSShow Notes Previous Episodes About BoyarMiller About BuzzBallz GUESTS Merrilee KickAbout Merrilee TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Chris: In this episode, you'll meet Merrilee Kick, founder of BuzzBallz. Merrilee shares her story of going from a high school teacher grading papers to a multimillion dollar manufacturer of ready to drink cocktails by trusting her instincts, being honest and fair, and keeping sales concepts funny. Merrilee, I want to welcome you to Building Texas Business. Thank you for taking the time to come on in the podcast. Merrilee: Thanks Chris. Chris: So let's start. You founded a very interesting company called BuzzBallz. Love the name. Tell the listeners what is BuzzBallz, what is the company and what's it known for? Merrilee: So BuzzBallz is a ready to drink cocktail company. It's a manufacturing company based in Texas, and I started it back in 2009. Our first sale was in 2010 and I sold it. I ran it for 15 years and then I sold it last year, may of 2024 to Sazerac, a big company, one of the world's largest manufacturers of bourbon and alcoholic spirits. And they were very interested in us because it was the convenience store channel and it was ready to drink. And so it was a little bit different twist for them. Chris: Very good. So what was the inspiration for you in 2009 to start a alcoholic beverage company? Merrilee: I was going through some hard times with my marriage and I was a high school teacher at the time and I wanted to be more financially independent. And my high school that I was working at said that they would give me a teacher's enrichment program to where I could go get my master's in administration and be a principal. And I was like, oh my God, no, I don't want to be a principal. No, I want to go into my own field, which was business because I taught entrepreneurship, business law, international business marketing, computer science, all those kinds of wonderful subjects to high school kids, and I wanted to get my degree and get my MBA in that. So I convinced them to let me do it. Got my MBA and BuzzBallz was my master's degree thesis project. I was grading papers by the pool thinking of what should my project be for my capstone, my final project for my MBA and I had a little vo of candle with me and drinking a cocktail like a good teacher would, and I should probably not have a glass glass out here by the pool where I'm grading papers. I need to have something plastic. So I came up with the idea and the concept of a little party ball, a little ready to drink cocktail in a ball shape. Then my family and I, we sat down at dinner and we came up with the name Buzzballz. I love it. So catchy. And so that's where it came from and it stuck, you know, and it's one of those names you don't forget. So, that's the genesis of it all. Chris: What a great story. So high school teacher grading papers by the pool comes up with a cocktail and turns it into a wildly successful business. That is a coolest story I think I've ever heard. Merrilee: Yeah, we started out with six different flavors and they were pretty edgy. I'm a pretty edgy person, I guess. So, we came out with names like OJ Screamer because it was right when OJ Simpson was on trial and we had an orange juice and vodka screwdriver and we thought, okay, this will be funny, and funny sells, and it makes people laugh again. It makes it fun. So, We came up with some funny, funny names, strawberry Rum job, you know, like kind of edgy, dirty names, but funny and people loved it. Since then, it's kind of calmed the waves a little bit. We've mellowed it down a little bit, toned it down for the general grocery store shoppers, and more more family focused. But we've been through many renditions, many different flavors and sizes and things over the years. Yeah, Chris: It is really cool. Let's go back to kind of that 2009 or maybe time period. So I guess you had your MBA and you had this idea, but what did you do to get this off the ground and what kind of hurdles were you facing in order to do that? There Merrilee: Was so many hurdles. I didn't know anything manufacturing. I didn't know anything business. I was told by bankers all around Texas that I've applied for loans with that you're just a teacher, you don't have any experience, you don't have any collateral, you don't have any knowledge of manufacturing, how are you going to pull this off? And I just googled everything. Google was a really good friend, but I was looking at how many pounds per square inch does a Coke have on the inner walls of its container and will my container hold that and will this plastic have BPA in it and will it leach into my product? And what is the oxygen scavenging ratio of will oxygen permeate this plastic and degrade the product and what kind of petaloid base do I need on this? So there's a lot of engineering involved to create the container because it is a custom container. And then I was almost to the finish line and then a company, I wanted to put these metal lids on the container and a company came to me and they said, we want you to pay us hundreds of thousands of dollars so that we can r and d and see if your product really can be a good product for the market. And I couldn't afford it, so I just did it myself and I had to launch it myself and they said they wouldn't sell me any lids because of it. So I had to buy 'em from Canada. I had to buy 'em from overseas and then do it myself. So one of the things I learned is you just have to do everything yourself. You have to clean the bathrooms, you have to clean the warehouse, you have to set up the equipment, you have to do all the QuickBooks, you have to do the shipping, you have to do the billing, you have to understand all the details of this business inside now before you can pass it on to anybody. Chris: That's a very common theme amongst entrepreneurs, especially in the startup. You have an inspiration or a passion or something or idea that you believe so much in and are so passionate about that despite all the hurdles you run into, you just figure out ways over the hurdles. Merrilee: That's because if you don't, your failure to do anything and try to get it right means bankruptcy. And most entrepreneurs are going on their last thread, maxed out their credit cards. They can't afford a complete and utter failure. They can afford mistakes, but they quickly pivot and fix it and keep going. They keep swimming Chris: To that point. So you said you have to be able to do everything to get it going. Those are early days. How do you then transition once you've got some legs underneath it to start letting go of some things and bringing people in because it's your baby and you have to learn to trust some people to take care of it, Merrilee: And you make a lot of mistakes trusting people too. So you'll have a lot of duds people that you hire, some family and friends I would steer away from as much as possible unless that family is under your control, like cousins, aunts, uncles, those are more difficult to work with than your own sons because your sons will do whatever you tell 'em to do. Chris: And I know you have your sons in the business, Merrilee: But it was difficult when I hired friends because they were entitled. They thought they would be able to have more. So it's very different when you're having to hire people that are friends, Chris: That's having a strong team around you is so critical to the success of any business. What did you learn along the way? And aside from maybe don't hire friends to really hone in on your process to improve your hit rate on making sure you were hiring people that you could trust and they could do the job Merrilee: Well, sometimes you hire somebody based on their resume or their referrals or whatever, and that's a good first step, but you're going to still make mistakes. I remember I had a guy that had all the accolades in the world. He was a West Point grad, he was MIT, he had all these accolades, but he couldn't seem to get anything done and talk about delegation. I had to have my son because I was out of town. I was like, Hey, you get to fire this guy and here's this guy that's 30 years his senior and my son has never fired anyone before. And he had to have that experience. It was difficult. But one thing I've learned is crap doesn't smell any better with age. So you've got to get rid of people that are toxic or that even if you have a relationship, a friendly relationship with them, sometimes it just isn't going to work for whatever reason. Either something legal that they did or something that was immoral that they did or just basic laziness or in capability to get the job done. So sometimes if you don't feel it, it's almost like a gut feel. If it's not working right, then there's something wrong and you got to make moves. A Chris: Couple of things there, right? First I think the adage of hire slow fire fast is very true. Easier said than done. I Merrilee: Don't hire slow. I don't like that. I don't like that saying because I think sometimes you hire fast and it's okay. I think the important thing is fire fast if you have grounds to do so and try to get somebody to replace them as quickly as possible. You got to do everything fast when you're an entrepreneur. Chris: So on the fire fast side, right? I mean I think it's whether it's performance or cultural fit, if it's not working, the sooner you move, the better your organization's going to be. Merrilee: But on the cultural fit too, that's a big one because they may have the capability to do it, but maybe at their own pace or maybe not at your pace or maybe they just have a different idea of work altogether. Chris: And one of the things we say here, it doesn't necessarily make 'em a bad person. This isn't the right organization for them and they need to go find that organization that will fit them better. But speaking of culture, how would you describe the culture that you built at BuzzBallz? Merrilee: Okay, so my culture at BuzzBallz, we hardly had any turnover because I treated it like family. I think that people quit managers, and I've heard that before, but people do quit, managers and they quit companies that don't believe in them. And I think that is a big cultural learning. You've got to do things together, you got to take them to lunch, you got to talk to them, you got to get involved with their family life, know their kids' names. You need to know something about the people that report to you. Now when you have a thousand people reporting to you can't possibly do all that, but you can have parties and you can have celebrations and you can recognize people at every level of the totem pole. And I think some of the things to do to build culture, we would have a cook on staff that cooked for everybody every day because that $10 a day savings meant more to, and it meant a lot to me because they could start the lines on time. I didn't have to wait for somebody to go get a burrito down the street and come back. They could just go ahead and keep together. And it built culture that way too. They started to trust each other, they started to rely on each other. And the other thing that we did was we all rolled up our sleeves. It didn't matter whether you were the lead accountant or if you were the CEO, if something needed to get done, you go do it. Chris: I think Merrilee: That's great. So it's not that it's above you or it's somebody else's job. Chris: Yeah. Kind of lead by example, right? No task is above anyone. It's all about getting the job done. Merrilee: Correct. Chris: And I think to your point of knowing your people as best you can, when you start to scale the business as you did, I think it breaks into tier. So within your direct reports or a level or two, you have the ability to get to really know them. And then I think it's important to teach them that they take it another level down and really have good connections within their direct reports and then you can layer that through the organization so that people feel connected. And so Merrilee: One thing I learned too, Chris, is I learned that people are better managers than me. I'm more of an inventor. I'm an entrepreneur. I'm not really a good manager of people. I'm a good people person and I'm a good salesperson, but I don't like doing the management of the day to day of my car broke down or I'm sick or I need PTO approved or I need blah, blah, blah, blah. I don't like doing any of that. All the administrative stuff that comes with management I'm terrible at. It's not that I'm terrible, it's just that I don't want to do it. I would rather have somebody that's better at it do it. I think that it's really important that people see your genuine self and that you're honest and fair to them more than equal. Equality is different than fairness. And I think fairness trumps equality, fairness. Somebody who comes to work every day works their butt off every day, takes care of you, always says they're going to get it done. That person is a person I want to hire versus somebody who's complaining and moaning about equality. If you gave them a day off, I want a day off, I need a PTO day just because I just need a de-stress day, it's buzz off. I don't need you to complain about your daily work. Chris: Everybody has stuff. So despite that, we still have to get a job done and that gets lost sometimes. And that just goes back to the hiring process and making sure, and I agree with you, no hiring process is perfect. It's more of an art than a science, but if you really focus on some of the right things, you're going to have better hits. But again, like we said earlier, once you realize you've made a mistake, you got to make a move. Merrilee: And also about the speed of hiring. When you said hire slow, I've been with companies that hire too slow and they drag prospective employees on for so long doing too many rounds and they lose them Chris: For sure. I guess it slows relative, but yes, if you drag it out immersively long, if you have a good process, you know what you're looking for. And within a couple rounds of an interview, you should know whether that person's going to hit fit or not. We talked a little bit about culture and I guess one thing would be interesting is how do you believe that you've been through a transition in the last 12 months? Has that culture been impacted by that Merrilee: Tremendously? Yeah. Culture is completely different with a big company versus a small entrepreneurial company. Entrepreneur companies are more freewheeling, more giving in terms of the things they allow people to do. They help people more. Bigger companies are more rigid. They have more rules because they have to, they're just bound by more legal problems if I could say. So just they've got more issues to have to Chris: Worry, maybe legal hurdles and regulations and such, Merrilee: And they have just a bigger spotlight on them. So people are always looking at them trying to find fault and trying to sue them for anything possible. There's rules and regulations that they have to abide by that I didn't. So culture has changed also with they had to let go a lot of people and that was really hard because these are people that I loved and people that I cared very dearly about that helped me build the business, but they had their own internal structure and people already filling some of those roles so it didn't make financial sense or business sense to string them along and have two people doing the same thing. So there were some business decisions that were made that affected culture. Yes, Chris: It's almost inevitable when that type of combination happens, right? Because there's going to be some overlap and a business has to run efficiently and can't have two people doing the same thing Merrilee: And they just run it differently. It's not that one's better or one's worse. They just are different. And I tried to pick a company to buy us that would be as close as possible to our culture and I tried to pick one that was privately owned and family owned and manufacturing instead of some other kind of company. I didn't want private equity or anything like that. I wanted somebody that held some of the same beliefs I did and I think I did a good job with this company. I really like them and I think they have a lot of great ideas, but it's different than how I would've done it. Chris: Hello friends. This is Chris Hanzlik, your building Texas business host. Did you know that Boyer Miller, the producer of this podcast is a business law firm that works with entrepreneurs, corporations and business leaders. Our team of attorneys serve as strategic partners to businesses by providing legal guidance to organizations of all sizes. Get to know the firm@boermiller.com and thanks for listening to the show. So let's talk a little bit about innovation because what you did there was nothing like it on the market. Obviously the initial concept seems unique and novel As you grew the company over those 15 years, how did you incorporate or encouraged innovation within the company to keep it going? Merrilee: We would have so much fun together. We always had happy hours after work and we would sit and brainstorm with a cocktail in our hand and just anything goes. We would talk about anything and everything and we would do fun marketing things too. Things that were a little edgy maybe too far. Like we had Buzz Ball condoms for spring break and we had crazy stuff for marketing and now the marketing is a little more toned down because it's going to the general populace instead of just craziness. So I think that that's changed for sure. Tell me again what you were asking about Chris: Kind of incorporating innovation into Merrilee: Innovation. Yeah, so it's just Chris: Propelling success. Merrilee: We would try different flavors and this tastes gross or this tastes like medicine or no, I don't like it or I don't like the color of it or whatever. So we had an r and d team and they were fun people and that was really important to me. I wanted the ability to have the science aspect of it, but I also wanted the ability, we had a good formulation going so that we could do that. Now, one thing we decided when it was around, I don't know, four or five years in, we were thinking, oh, sales are starting to slump a little bit, wonder what's going on. We should start our own vodka and our own rum and our own gin and our own bourbon and start making those. We could do that. And so we started doing that. The thing we didn't do well was marketing of those products. So those products felt flat over two or three years. We had distribution, but we didn't know how to sell it because we had been selling in a different channel in a different way. So we went back and focused on our core learning from that mistake, just innovation is something else. Do you want to make things in a different shaped container? So we came out with the biggie, the giant biggie, and I had always wanted to make a big bowling ball sized buzz ball and everywhere I went, they were like, no, the Chris: Party size, we Merrilee: Can't do it party size, we can't do it. That's what they kept saying, you can't do it, you can't make it. It won't work. We found a way to make it work and it's one of the coolest looking things on the market and we've got witches potion coming out pretty soon. We've got biggie, BuzzBallz everywhere. Chris: I think one of the things you mentioned there, just it's okay to try new things and expand, but you've got to stay on top of 'em and I guess you said with the vodka and the bourbon and whatnot, eventually we're not as good at this. So you have to know just higher or firing fast, you have to know when to cut that off and go back to your core to really just focus on what you're good at and be the best at that. Merrilee: And so what we did with all that excess booze that we made is we just drank it in our bar. We had it at our bar at work. We had a nice big bar at work, so we would Chris: Some cost savings. We had to go buy support Merrilee: Our habits. Chris: So I'd be interested to know, you said you were in the Dallas area when you started this company. Do you feel that being in Texas as a entrepreneur and startup business had its advantages that allowed you to achieve the success that you have? Merrilee: I knew that Texas is a little bit cheaper than some of the other big cities out there, la, New York, and it's centrally located, so that helps a lot in terms of shipping, but I don't think that Texas particularly helped me other than this is where I grew my family and it was home Chris: Cheaper real estate. I think typically a legislature at the state level that's business friendly. Merrilee: Yeah, yeah, it is. I think that the other thing I wanted to make a point of is we have a big labor pool, not necessarily good though, it's a big labor pool, but sometimes you have to go through a bunch of people to find the right kind of people. What's that work ethic thing? Chris: Of course. So let's talk a little bit then about leadership and how you would describe your leadership style and how you think that evolved over time. Merrilee: I'm a hugger. I walk down the hall, I smile at everybody, I talk to everybody. I give them a hug, I eat lunch with 'em. It's an open door. So I think that is one thing that's different about me. I care about my employees so much. When COVID hit, one of the things we did that I'm especially proud of was we started our own little school. So I knew I needed employees to show up for a manufacturing plant, but how could they do that if they had to stay home to take care of their kids? Their kids' school was closed, so I was like, I'll start a school. And so I started a school onsite, a buzz ball school, hired a Texas education, the agency teacher and an aide, so a TE, a certified teacher and an aide, and we converted a conference room, big conference room into a kids learning center and we got headphones and we had them get their PCs from all their different schools. We had kids' books, we had play mats, we had tents, we had all kinds of stuff. We cooked breakfast for 'em, we cooked lunch for 'em, we gave them a snack, we helped them with their homework and then their parents could bring 'em to work at 6:00 AM before school starts, but 6:00 AM We had somebody there to greet those kids when their shift started, the people working and we'd help the kids, give them a snack, give them their homework, make sure they got everything done, and then their parents could eat lunch with them if they wanted to during that day and then pick 'em up at two or three o'clock in the afternoon when their shift was over. But that's one of the things I'm really proud of. That's like a different thing that we had to do for COVID. So we did a lot of things like the lunches, the free lunches. We also gave everybody time off between Christmas and New Year's, right around December 22nd to January 2nd, I just said everybody gets that time off because of when I was a teacher. That was really important to have that family time and when you're working your job for your first year when you're out of college, or even if you never went to college, you get two weeks vacation. That's not enough for the whole year. So two weeks vacation plus a week of PTO for sick time, and then you get this extra 10 days off paid and you don't have to come to work. You can make that plan and go to New York for your family. And then we also give them a bonus at Christmas so that they could buy some Christmas presents. Some of them were paycheck to paycheck and so it meant lot. Yeah, just little celebrations, chili cook-offs and dinosaur races and silly stuff, but it was good. It was a good relationship, good culture. Chris: What you just mentioned about the school during COVID is fascinating to me and brilliant by the way, so kudos to you that would fit within my definition of innovation. Thinking outside the box and going, one, you have to keep your business going and so how can I do this given what my workforce is dealing with? And you found that is an amazing solution. Merrilee: We also decided that we would be an essential business, so we made BuzzBallz, hand sanitizer, we took some of our spirit based vodka and rum and gin and put these little toppers on them instead of the 50 ml size that's on the airplane that had a screw cap, put these tops on 'em and then made hand sanitizer, gave it out to all the lab corps, all the hospitals in the Dallas-Fort Worth area, all of the grocery stores, Southwest Airlines, American Airlines, spirit Airlines, we gave it out to so many people and all the hospitals and everything. So that was one way that we could stay in business made us essential. Chris: It's funny, I had some clients do some similar things with hand sanitizers during that time. Of course, looking back, if you remember the spike in alcohol cells during COVID, it seems like it would've been a natural essential business anyway, right? Merrilee: Straight answer from any kind of government saying essential business or not. I was like, we're going to make ourselves essential, and people wanted to buy our hand sanitizer and I'm like, no, we're giving it for free. We're not doing it for money. We're doing it for the betterment of mankind. Chris: At that point, it was so uncertain, right? Merrilee: Yeah, we thought we were going to die, we're going to all Chris: Die. Thank goodness that didn't happen. We've suffered that. I think there's been a slow progression back to normalcy in the business world as a result of COVID. You see it more and more the work remote versus now just this year a lot more about five days a week back in the office, which four or five years ago, you never thought that would happen. Merrilee: That really made me mad too, that everybody was expecting to work from home forever, and I was just like, that's not real life people. You need to collaborate with other people. You need to get things done. And you can't do it in a bubble unless you're like a computer programmer and that's all you do all day is sit in front of your pc. It doesn't make any sense if you're in a people oriented business. Chris: I couldn't agree with you more. And that's what our firm is, people oriented, customer service, customer facing professional services, and we say we're better together and the collaboration is key. It's where learning and training and development come from, and we think where our best client service comes from. So we got to be together. We actually got back in the office in May of 2020 in a smart and safe way, but it was that critical. Merrilee: It's changed time and leveraging technology. I've just noticed such a flowing in customer service and an accountability and when you call somebody to set up an appointment for something, you get some robot on the phone and you push one and you push two and then you push one and then you push three and then you get somebody that's a voicemail or whatever. It's so frustrating. There is such a decline in accountability. It's like somebody's always passing the buck to somebody else or that's not my department. I don't do that. And companies have gotten so big, and I'm talking about the big at ts, the big companies that don't ever answer their phone, they don't have a human that answers their phone. You can't get support. And I think that when it's just so refreshing when you have a company that actually answers their phone, that actually responds to your email that you sent, even if it's a complaint, somebody listened. Somebody responded, oh crap, I'll buy their stuff forever because of that. I was mad, but now I'm happy. Chris: So true. So you mentioned something, it was a while back, but you talked about making mistakes along the way. Can you give us an example of maybe one or two where you're like failure or mistake, but that you learned through persevered through made you better because you had that experience? Merrilee: Yeah, so I had so many mistakes. I think that it's so important to make mistakes because you don't get better unless you make mistakes. Mistakes don't mean failure. Overall. Mistakes mean it's an opportunity to change it for the better, to make your product better, to make it more solid. One of the things early on that I did was I was making a pina colada and I was using real coconut cream. A lot of these entrepreneurs come to me, I'm going to do everything with real stuff. It's healthy, it's this, it's that. It's whatever. I'm not going to use anything artificial. That's great. Okay, go for it. Is it shelf stable? Was it going to rot on the shelf? All those kinds of questions I have that come up when you do a commercial product. But anyway, I was making this pina colada coconut cream. What I didn't know, what I didn't Google was that coconut cream freezes and turns solid at 70 degrees Fahrenheit. So I'm sitting here making this coconut cream. Oh my gosh, taste is so good. The pina coladas were so awesome. And then after that sat there on the shelf for about two or three months, it started to clump up and it looked like cottage cheese in the container. So when people would open it up, they're like, so that was one mistake that I learned from and had to fix, and we did and it's awesome. Another mistake I made was I was using real orange juice in my, instead of triple suck, I was using some orange juice in my tequila, Rita, it was a margarita, and I wanted just a little tad of orange juice in there. That orange juice pulp turned brown over time and you don't notice it when you make it. You don't notice it when you test it, but it looked like fish food floating around in the bottom of my container. You could see through my container Chris: Once it goes on the shelf and sits for a while right then, Merrilee: And people are going, I'm shaking it and there's brown specks going around in here. What is that? So these were all early lessons learned, just things you learned just by running the machinery or by cleaning products or by making the containers. I can't even tell you how many mistakes I've made, but I think most of my mistakes were later on more with people than with product And also just learning who to trust. Trusting your gut instinct I think is one of the most important things entrepreneurs have to do. When you feel something's wrong, it is wrong. Even if you meet somebody that seems to be nice or really important, they might just be weird or they might have a problem. So got to keep your distance. Chris: That's good. On that point, any advice you received along the way from someone that really stuck with you and helped you through the journey? Merrilee: There was lots of times I had advice, but it wasn't really framed in terms of advice. I remember when it was pretty early on, my dad came to see me and it was before we knew any level of success and he sat there and he looked at the buzz ball and he goes, I think you might have something here. And that just felt so good to me to hear that from someone else. And it wasn't because he was my dad, it was just like he was just a normal person looking at a normal product and he was judging it and I thought, wow, okay. He said that. Another one that comes to mind is Blair Casey. He was an original distributor for me, and he was the first guy to bring in my buzz ball product into Texas. He worked for Glazer's at the time, and then I hired him in 2017. He came on board and became my head of sales. Anyway, this guy was always positive. I relate him to Ted Lasso, but he's just so positive. But he always was, glass is always half full with that guy, and I always remember his way of being more than him saying the glass is half full, but the glass was always half full with Blair. And even when you focus on how it's half empty, you got to remember that it's also half full. Chris: Look for the positives in the learning though. That's great. Great stuff. Merrilee really appreciate your insights and sharing your story. A couple of things just to maybe wrap things up more Texas specific. Is there anything, having been in Texas for a long time, any traditions or things that you and your family like to do in the state or in the dallas Fort Worth area? Merrilee: I like to go to Stars games and things like that. My husband loves to play golf. My kids, I've got five grandkids now, so home is special to me. My home is the most important place to me and there isn't really, I can't say I like State Fair of Texas or the PBR Rodeo or anything like that is sticking out in my mind. I like to go occasionally, but I like to stay home a lot and I like to spend time at work a lot and I love Christmas holiday lights. Just the holiday season, seeing all the lights, it just warm my heart. It just makes me feel good. Chris: That's great. Okay. Here's a question for you. Do you prefer TexMex or barbecue? Merrilee: TexMex with lots of cheese. Chris: Lots of cheese. I can relate to that. Merrilee. This has been great. I really appreciate your time. Congratulations on just what a cool story coming from a teacher to a very successful alcoholic beverage manufacturer. Merrilee: Oh, thank you. Thank you. I'm on my new things now and I'm actually making some barbecue sauce and doing some other things with gourmet land that's a completely different new products, new company, and that's where I'm spending a lot of my time now. And RAC is carrying the torch for BuzzBallz and they're doing a great job. Chris: Well, it sounds like you meet the definition of some of my favorite people, which is serial entrepreneur onto the next thing. Merrilee: Can't stop. Chris: I love it. I love it. This has been a pleasure. Thanks again and wishy continued success. Merrilee: Thank you so much. I appreciate it. Chris: And there we have it. Another great episode. Don't forget to check out the show notes at boyer miller.com/podcast and you can find out more about all the ways our firm can help you@boyermiller.com. That's it for this episode. Have a great week and we'll talk to you next time. Special Guest: Merrilee Kick.

Do you ever wonder how we can help students become their best selves, build positive relationships, and help them see that being ‘good' is actually cool? In this episode of Leadership Blueprints, we are joined by Jeff Bryan, co-founder of the Positivity Project, an organization that empowers students to build character, take accountability, and strengthen relationships within school. Tuning in, you'll hear all about Jeff's experience at West Point and on deployment, how he and Mike Erwin started the Positivity Project, their mission, and how they achieve their goals. We delve into how schools partner with them in person and online before discussing how sports coaches and teachers can make positive character traits aspirational. He even tells us how he has turned his experiences as an athlete into memorable moments of self-growth and awareness. Finally, he shares his advice on relationships, character, and making hard work fun. To hear all this and so much more, press play now!  Key Points From This Episode:•   Helping kids cultivate positive relationships and be their best selves. •   How their partner schools engage with them and what they receive. •   Jeff explains their in-person training and digital on-demand training courses. •   Making being a good kid cool, and how coaches can do that on the sports field. •   His biggest piece of advice as an athlete who became a leader.  Quotes:“What we lay out are daily 15-minute lessons – and we help [schools] understand, engage, and connect their character skills over the course of the week.” — Jeff Bryan “Consistency over time is what really makes kids understand what character is.” — Jeff Bryan “Failure isn't final – it's not the end. You've just got to keep going and keep putting in the effort.” — Jeff Bryan Links Mentioned in Today's Episode:Jeff Bryan on LinkedInJeff Bryan on XThe Positivity ProjectDeep WorkWhy Self-Awareness Should Be the First Step in Every Leader's Development Journey with Mike ErwinLeadership Blueprints PodcastMCFAMCFA CareersBJ Kraemer on LinkedIn

Work with Jimmy & the Vreeland Capital Team to build a 20-Unit Portfolio that will get you the equivalent of a retirement account 3X faster with a third of the capital. Visit https://tinyurl.com/mainstreetpatriot-getstarted - - - - - - - Most landlords see maintenance as a drain on cash flow. But today's episode challenges you to flip that mindset: what if it's not maintenance at all, but resident reinvestment? In this episode of The Real Estate Fast Pass Podcast, Jimmy breaks down how reframing “maintenance” as an investment in your residents leads to stronger portfolios, happier tenants, and a bigger bottom line. You'll learn the math behind the 10% reinvestment rule, why a $5,000 make-ready can yield a 21% ROI, and how many doors you actually need to join the top 2% of investors. Whether you're stuck at your first rental or scaling toward financial freedom, this conversation will give you the mindset shift—and the numbers—you need to grow. What You'll Learn in This Episode Why “maintenance” is a limiting word, and how to replace it with “resident reinvestment” The 10% rule every investor should follow to stay profitable long-term How a $5k rehab can generate consistent rent bumps and serious ROI Why scaling to 20 doors is the key to wealth and long-term sustainability How to stop treating repairs as sunk costs—and start using them as wealth-building tools About Jimmy Vreeland Jimmy graduated from the United States Military Academy at West Point, spent 5 years as an Army Ranger, and deployed three times twice to Iraq and once to Afghanistan. On his last deployment, he read Rich Dad Poor Dad by Robert Kiyosaki which led him down the path of real estate investing. As his own portfolio grew, eventually he started a real estate investing business.  Since 2018 his team at Vreeland Capital has supplied over 100 houses a year to high performing, passive investors who want to work with his team and his team is now managing over 800 houses. Get in touch with Jimmy and his team at www.jimmyvreeland.com/getstartedinrealestate More about Jimmy Website: www.jimmyvreeland.com Linkedin: www.linkedin.com/in/jimmy-vreeland Instagram: www.instagram.com/jimmyvreeland Facebook: www.facebook.com/JimmyVreeland Youtube: www.youtube.com/@JimmyVreelandC >>>>>>Get free access to the private Ranger Real Estate facebook group

Starting a business is hard enough, but starting one with a mission bigger than turning a profit can feel like navigating a battlefield. The obstacles are real, like cash flow challenges or forces beyond your control, but so are the rewards when your work changes lives. In this episode, we're talking about what it takes to build a business that stands for something. Matt “Griff” Griffin, West Point graduate, Army Ranger, and co-founder of Combat Flip Flops, shares how he transformed lessons from special operations into a global brand manufacturing products in conflict and post-conflict zones. You'll hear the hard truths about bootstrapping, the difference between nonprofit and for-profit mission-driven models, and why “fail cheap, learn fast” might be your best strategy for impact. https://milmo.co/podcast/mission-driven-business For more MILMO, follow at: MILMO.co ItsMILMO on YouTube @itsmilmo on X @itsmilmo Instagram @itsmilmo LinkedIn @itsmilmo Facebook

I could not decide on the right title for this podcast. Here was an alternate now: "Living, Looking, and Feeling Your Best: Nate Scott on Creating Lasting Wealth and Purpose." Nate Scott is a man whose journey from small-town Georgia to combat veteran, West Point graduate, entrepreneur, and executive coach is nothing short of inspiring. Nate's story is one of intentional living, resilience, and a commitment to helping others look, feel, and live the way they truly desire. From the Battlefield to West Point Nate's early dream was to play college basketball, but when that opportunity fell through, he enlisted in the U.S. Army. His life took a dramatic turn during Operation Desert Storm, where at just 19 years old, he made a vow: if he returned home, he would never waste a day of his life. That moment shaped his future, instilling a deep sense of purpose and urgency. While stationed in Germany, Nate was encouraged to apply to West Point — an idea he initially resisted. Yet in 1992, after careful consideration, he decided to attend, graduating with degrees in engineering, computer science, and sociology, and serving as a regimental commander among 4,000 cadets. Discovering the Power of Personal Development Just as pivotal as his West Point education was Nate's introduction to personal growth and entrepreneurship. A chance invitation to a network marketing meeting opened his eyes to the value of continuous learning, surrounding oneself with successful people, and taking control of one's financial destiny. An Entrepreneur's Path Nate's career path was anything but linear. He became a personal trainer, then applied the principles of fitness to business, personal finance, and leadership. He earned his MBA from George Washington University and gained experience as a CFO of a rapidly growing tech company. Along the way, he built a real estate portfolio that led to his first million by age 32. But Nate also faced significant challenges — market downturns, business closures, and personal setbacks. These experiences deepened his understanding of financial vulnerability and the importance of preparation, adaptability, and mindset. Life Is Rich: Addressing the Cash Flow Challenge Today, Nate is the author of Life Is Rich: How to Create Lasting Wealth, a book that serves as both curriculum and coaching foundation. His mission is clear: help people — especially women, who often outlive men and face unique financial pressures — address the very real cash flow dangers that threaten their future security. Nate stresses that finances are 80% behavior and only 20% knowledge. The two largest expenses most people face are taxes and ignorance. By teaching “how to think, not what to think,” he guides clients toward creating sustainable cash flow through entrepreneurship, strategic tax planning, and purposeful living. If you would like to watch our podcast, click here: The Habit Factor Central to Nate's philosophy is the power of habits. As he explains, habits can either drive you toward your goals or pull you away from them — and they work with machine-like precision whether they serve you or not. Changing habits requires intentionality, discipline, and a clear vision of the life you want to live. One of Nate's most powerful coaching questions is: How do you want to look, feel, and live in the last ten years of your life? This future-focused visioning helps clients break free from autopilot living and start making daily choices that align with their desired future. From Individuals to Organizations While Nate works one-on-one with clients, he also coaches teams and organizations. His focus remains on the individual as the asset — helping people align their personal goals with professional success. His “alignment before assignment” mantra ensures that purpose drives action, not the other way around. Final Takeaways Nate leaves listeners with these key points: Alignment before assignment — Know your values and goals before taking on commitments. You are the asset — Invest in yourself first. Focus on how to think, not what to think — Empower yourself to make better decisions. For Nate, life is rich when you have the cash flow, health, purpose, and time freedom to live it fully. His work helps people get there — with a clear plan, disciplined habits, and a vision worth pursuing. You can learn more about Nate Scott and get Life Is Rich directly at lifeisrichbook.com, where purchasing from him includes access to bonus audio content and a complimentary session. Connect with me: Website: www.simonassociates.net Email: info@simonassociates.net Learn more about our books here: Rethink: Smashing the Myths of Women in Business Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success On the Brink: A Fresh Lens to Take Your Business to New Heights Listen + Subscribe: Available wherever you get your podcasts—Apple, Spotify, Stitcher, YouTube, and more. If you enjoyed this episode, leave a review and share with someone navigating their own leadership journey. Reach out and contact us if you want to see how a little anthropology can help your business grow.  Let's Talk!  

Improper, divisive, and degrading ideologies will no longer be allowed in America's museums or national parks! The Air Force Academy and West Point will select students on merit alone, and universities are stopping DEI, civil rights abuses, and anti-Semitic behavior, paying fines, and changing their ways. Good news! 

Follow us on X: @americasrt1776 @ileaderssummit @NatashaSrdoc @JoelAnandUSA @supertalk Join America's Roundtable (https://americasrt.com/) radio co-hosts Natasha Srdoc and Joel Anand Samy with Colonel Tim Hoffman, a brave, courageous and principled leader who served our country in some of the most difficult places in the world including the Middle East. The conversation focuses on lessons learned from the war in Iraq, the future of the Middle East, and President Trump's policies in affirming peace through strength. In focusing on the Department of Defense, reform leader Col. Tim Hoffman presents principled ideas. This is a timely discussions, as ending the war on the European continent led by President Trump and the efforts implemented by Israel to eliminate Hamas terrorists are taking place in real time. What are the lessons learned - as the "day after the war" becomes the real focus? Conservative leader Col. Tim Hoffman shares his insights and also brings to the forefront America's leadership during WWII, and the vital role our nation played after the axis forces surrendered. Colonel Tim Hoffman (Ret.) Tim Hoffman obtained a bachelor's degree in engineering at the U.S. Military Academy, West Point, in 1973, completed his Master's Degree at the University of Massachusetts and studied at Harvard University -- The Weatherhead Center for International Studies Fellowship. After 29 years in uniform, the West Point graduate retired from the Army in 2002 as Army colonel and served as a senior executive in the U.S. Department of Defense. His service took him to Baghdad, Iraq and his insights on America's military intervention in the Middle East are brought to the forefront in a written anthology titled “Effective Legitimate Secure” - “Insights for Defense Institution Building,” in which Colonel Hoffman wrote a chapter titled “Lessons from Iraq.” Follow us on X: @americasrt1776 @ileaderssummit @NatashaSrdoc @JoelAnandUSA @supertalk America's Roundtable is co-hosted by Natasha Srdoc and Joel Anand Samy, co-founders of International Leaders Summit and the Jerusalem Leaders Summit. America's Roundtable (https://americasrt.com/) radio program focuses on America's economy, healthcare reform, rule of law, security and trade, and its strategic partnership with rule of law nations around the world. The radio program features high-ranking US administration officials, cabinet members, members of Congress, state government officials, distinguished diplomats, business and media leaders and influential thinkers from around the world. Tune into America's Roundtable Radio program from Washington, DC via live streaming on Saturday mornings via 68 radio stations at 7:30 A.M. (ET) on Lanser Broadcasting Corporation covering the Michigan and the Midwest market, and at 7:30 A.M. (CT) on SuperTalk Mississippi — SuperTalk.FM reaching listeners in every county within the State of Mississippi, and neighboring states in the South including Alabama, Arkansas, Louisiana and Tennessee. Tune into WTON in Central Virginia on Sunday mornings at 6:00 A.M. (ET). Listen to America's Roundtable on digital platforms including Apple Podcasts, Spotify, Amazon, Google and other key online platforms. Listen live, Saturdays at 7:30 A.M. (CT) on SuperTalk | https://www.supertalk.fm

Recorded November 5, 2022 | We dove straight into Notre Dame football, his time at West Point, the Joe Rogan bump, his showing at the Yak’s Case Race, and whether he would be interested in collabing with Payoff Willy on a future gambling show. This was recorded in a classic college house Airbnb, and the entire episode matched the vibe—so lock in, Boys, and let’s have a day.See omnystudio.com/listener for privacy information.

Award-winning author Ralph R. “Rick” Steinke has built a loyal following with his gripping Jake Fortina series—known for its razor-sharp realism, believable dialogue, and pulse-pounding plots. With three acclaimed novels already out and his fourth, Vital Mission, set to launch this August, Steinke is redefining the military thriller genre for today's world.In this conversation, Rick takes us inside his creative process—how he balances authenticity with drama, crafts morally complex characters, and brings global flashpoints to life with startling realism. We also explore why military thrillers matter now more than ever, and how fiction can illuminate truths in an age of uncertainty. If you're a fan of high-stakes storytelling, unforgettable characters, and thrillers that keep you up at night, this episode is a must-listen.

Family businesses face unique pressures — leadership misalignment, succession uncertainty, and legal blind spots that can undermine decades of hard work. In this episode of The Family Biz Show, host Michael Palumbos sits down with Mike Hayes, CEO of GLC Business Services, to unpack the strategies that have allowed GLC to thrive across generations. Mike's journey from West Point graduate and Army officer to family business CEO is a case study in resilience, vision, and people-first leadership. He shares how his father co-founded GLC in 1992, pivoting away from a declining printing industry into document outsourcing, and how that foundation of service and relationships carried the company through every transition. From navigating an amicable but high-stakes ownership split with the help of a well-drafted buy-sell agreement, to steering the company through COVID by putting people before profits, Mike reveals the decisions that protected both culture and cash flow. He also explains why legacy should be about giving the next generation options — not obligations — and how mentorship and internal promotion have fueled loyalty in a high-turnover industry. Key Timestamps: 00:08:40 — Leadership alignment & avoiding drift 00:10:33 — People-first strategy in crisis 00:17:31 — The buy-sell agreement that saved GLC 00:27:41 — Mentorship and culture as growth engines 00:35:26 — Legacy by invitation, not expectation 00:52:33 — Redefining leadership legacy Tangible Takeaways for Family Businesses: Plan early, review often: Stress test your buy-sell agreement before conflict arises. Protect culture in crisis: Retention comes from trust, not just contracts. Align leadership vision: A unified direction prevents costly stalls. Build legacy through choice: Give future generations the freedom to decide. Mentor for growth: Invest in people who can lead long after you step back.

Here at MinistryWatch we measure a lot of things. We measure financial efficiency. Simply explained, that's the amount of money that goes to ministry vs. the amount of money. We grade ministries based on their transparency. Our Donor Confidence Score takes into account more than a dozen factors before providing an overall score designed to help you decide whether to give to a ministry or not. One of the most vexing problems we face in the work we do is the problem of measuring ministry effectiveness. We can measure how much money goes to an evangelistic effort, but how do you really measure true conversions. You can count decision cards, or hands raised, or baptisms, but how do you measure love, joy, and peace? If you give money to a child sponsorship program, you get a photo of the little boy or girl, but do you really know what happened to him or her? At age 20 or 25 or 30, is that little girl you prayed for and donated money for…is she OK? Is she following Jesus? Most ministries, even very good ones, struggle with these sorts of measurements. My guest today, Nathan Mayo, doesn't have all the answers, but Nathan and the group he helps lead, True Charity, has been asking these tough questions for years, and he has some interesting things to say on the subject. If you've been around MinistryWatch for a while, you know that I'm a big fan of True Charity. It's founder James Whitford, has been a guest on the program, and we've quoted him and others from True Charity in many of our stories. That's why I'm excited to have Nathan Mayo on the program today. Nathan earned his Bachelor of Science in Economics from the U.S. Military Academy at West Point. Upon completion of his military service as a Captain, Nathan and his wife, Abigail, spent two years in Haiti building up a network of Haitian-run churches and schools before moving to Missouri to join True Charity in 2020. Nathan is inspired by solving challenging problems with data and translating the insights of experts into applications for practitioners. The producer for today's program is Jeff McIntosh. Until next time, may God bless you.

Need financing for your next investment property? Visit: https://www.academyfund.com/ Want to join us in San Francisco, CA on October 7th & 8th? Visit: https://www.10xvets.com/events ____ Ajit Purandare is the Chief Revenue Officer at Croptell, a FinTech company revolutionizing agricultural finance through artificial intelligence. He brings a unique perspective to the agricultural space, having grown up in farming communities on the eastern shore of Delaware in the heart of "chicken country".  A West Point graduate, Ajit joined Croptell after consulting with founder Scott Sartor for two years. What started as a relationship built through duck hunting in the Mississippi Delta evolved into a powerful partnership aimed at disrupting the agricultural finance space. Coming from a family that immigrated from India, Ajit understands firsthand the critical importance of agriculture and the thin margins farmers operate on. Through data science and AI powered insights, Ajit is helping to transform how farmers access capital and manage their operations. His mission is to empower farmers to focus on what they do best while providing lenders with better tools to assess creditworthiness beyond traditional FICO scores. In this episode of the SABM podcast, Scott chats with Ajit about: Croptell's Mission: Revolutionizing crop finance through AI and disrupting the traditional agricultural finance space The Problem They're Solving: How only 18% of farmers actually do budgets and the challenges of relationship-based lending Platform Functionality: 5-8 minute onboarding process with AI-powered insights covering 3,000 major crop-producing counties Target Market Strategy: Focusing on 265,000 Gen Z and millennial farmers taking over family operations through succession planning Growth Goals: Raising capital for the next crop finance cycle and building partnerships with private equity and community banks Timestamps: 00:53 Introduction to Croptell 02:21 The Agricultural Finance Landscape 05:09 How Croptell's Platform Works 08:30 Goals and Future Plans for Croptell 13:23 Challenges and Support Needed 16:39 Personal Connection to Agriculture 17:57 Final Thoughts and Contact InformationConnect with Ajit: (202) 361-7674 LinkedIn | Ajit Purandare www.croptell.com If you found value in today's episode, don't keep it to yourself—share it with a colleague or friend who could benefit. And if you're a Service Academy graduate ready to elevate your business, we'd love for you to join our community and get started today. Make sure you never miss an episode subscribe now and help support the show: Apple Podcasts Spotify Leave us a 5-star review! A special thank you to Ajit for joining me this week. Until next time! -Scott Mackes, USNA '01

In 1975, at the age of two years old, Captain France Hoang and his family fled the violence surrounding their home in Vietnam. Years later, he decided to serve his adopted country by attending West Point—against the wishes of his parents—but that decision has led to two impactful commissions as a Special Forces officer, a hugely successful law career and now a life as an entrepreneur and practitioner of Artificial Intelligence in the realm of education. Hosts LTG (Ret.) Leslie C. Smith and SMA (Ret.) Dan Dailey sit down with CPT Hoang to discuss lessons learned in the White House, how his life came full circle with his work saving Afghan refugees, and what's harder to pass: Ranger School, or the bar exam? Guest: Captain France Hoang, U.S. Army Veteran and BoodleBox Co-Founder and CEO Film Credit: American Refugee, directed by Rebecca Murga (2018), https://www.youtube.com/watch?v=maFi7OMfg7A. Clips used in the episode are courtesy of the film's writer, Jack Kennedy. Has a member of the Army positively changed your life? Now is your chance to thank them publicly with a shoutout via our Hooah Hotline and have it possibly appear on an upcoming episode of AUSA's Army Matters podcast! AUSA's Army Matters podcast can also be heard on Wreaths Across America Radio on Monday at 8 pm Eastern. You can find Wreaths Across America Radio on the iHeart Radio app, the Audacy app, and the TuneIn app. Search the word Wreath.  Donate: If you are interested in supporting AUSA's educational programs, such as this podcast, please visit www.ausa.org/donate. Feedback: How are we doing? Email us at podcast@ausa.org. Disclaimer: AUSA's Army Matters podcast primary purpose is to entertain. The podcast does not constitute advice or services. While guests are invited to listen, listeners please note that you are not being provided professional advice from the podcast or the guests. The views and opinions of our guests do not necessarily reflect the views of AUSA.  

Send us a textPeaches kicks off this drop swinging at everything from the chaos in D.C. to the ridiculous idea that military academies ever needed race-based admissions. National Guard troops are back in the capital because apparently it's become Mad Max with monuments. Cyber interns get a salute for their terrifyingly cool hacking skills, a World War I badass gets long-overdue recognition, and Space Force is about to light off the Vulcan rocket like it's the Fourth of July. There's also some sharp-shooting at West Point, desert fun with the Marines, and a not-so-subtle reminder that your enemy doesn't give a damn about your DEI training—they just want you dead. Strap in.

Subscribers can enjoy exclusive, extended conversations from this podcast. To subscribe, go to BumpInTheRoad.Substack.com Jeff Nelligan is the father of three boys and a well-known commentator in the world of American parenting. His most recent work is the 2nd edition of  in which he outlines how his parenting techniques helped guide his sons through childhood and adolescence to the U.S. Naval Academy, Williams College, and West Point. Jeff, known as "Nellie" has a parenting philosophy that is rooted in four cornerstones: personal courtesy, confidence, resilience in adversity, and ambition. He believes that these qualities are essential for children to navigate the complexities of modern life. As he points out, a staggering 75% of the time spent with children is over by the age of 12, making early engagement crucial for instilling these values. How to do this when teens average nearly nine hours a day on digital devices and are experiencing rising mental health issues? According to Nelly, this electronic addiction that permeates our youth hampers the development of interpersonal skills and contributes to a generation struggling with civic and social virtues. This shows up in our workforce: Fifty eight percent of hiring managers reporting that recent graduates are not ready for the job market. What are the practical and actionable tips for parents looking to steer their children through and around today's digital landscape? How do we integrate technology wisely into the world of our youth for their future success as people and as successful contributors to society?     What they're saying:   “This is a beautiful book about life, its imperfections, its challenges, and its joys. It is a book of hope and wisdom for all of us facing a bump in the road.” –Pragito Dove   “Pat has woven together beautiful stories of life setbacks that have been transformed into spiritual growth. This book is a gift and a must-read for souls experiencing pain and yearning for growth.”   –Gary Hensel   Learn more at   Follow Bump on: ➡️  ➡️  ➡️  ➡️  ➡️ 

What happens when your identity is built on achievement—and it all comes crashing down? In this unforgettable episode, Diana Romero sits down with Rachael Jackson, a West Point graduate, former Army Apache pilot, and now the visionary CEO of REV, a company on a mission to build thriving, connected communities through storytelling and meaningful leadership. Rachael shares her raw, unfiltered journey: ➡️ How a chance encounter led her from basic training to West Point ➡️ Navigating medical discharge and identity loss ➡️ Wrestling with faith after personal tragedy ➡️ Finding healing, purpose, and the courage to build something that could change lives Now, she's helping leaders master meaning over noise in the AI age—and showing how storytelling, connection, and great expectations can lead us all into a better future. If you've ever wondered “What's next?” after life knocks you off course, this conversation will speak to your soul.

Work with Jimmy & the Vreeland Capital Team to build a 20-Unit Portfolio that will get you the equivalent of a retirement account 3X faster with a third of the capital. Visit https://tinyurl.com/mainstreetpatriot-getstarted - - - - - - - Summary When Kirk Gibb started investing in real estate, he went all-in. He hunted deals, swung hammers, managed tenants, and even camped out in his properties during renovations. The hands-on hustle taught him a ton—but it also burned him out. By 2010, Kirk had sold off his portfolio and hit pause on real estate. Fast forward a few years… Kirk discovered Vreeland Capital and turnkey investing. That's when everything changed. Today, as a Vreeland Capital client, Kirk owns 19 rental properties and has turned an initial $451K into $1.2M in returns—a 276% gain—all while focusing on his CPA career and his family. In this episode of The Real Estate Fastpass Podcast, you'll hear: - Kirk's early “do-it-all” investing days—and why they weren't sustainable - How burnout led him to a 5-year plus break from real estate - The mindset shift that allowed him to grow without doing the work himself - How turnkey investing with Vreeland Capital helped him re-scale all the way to 19 doors - Why make-readies and repairs should be seen as investments, not expenses - The four pillars of rental wealth—and how they compound over time If you've ever felt the grind of self-managing or wondered how to scale without sacrificing your career, Kirk's story is proof that you can build a thriving portfolio and keep your sanity. Listen now on Youtube, Apple, Spotify, and everywhere. About Jimmy Vreeland Jimmy graduated from the United States Military Academy at West Point, spent 5 years as an Army Ranger, and deployed three times twice to Iraq and once to Afghanistan. On his last deployment, he read Rich Dad Poor Dad by Robert Kiyosaki which led him down the path of real estate investing. As his own portfolio grew, eventually he started a real estate investing business.  Since 2018 his team at Vreeland Capital has supplied over 100 houses a year to high performing, passive investors who want to work with his team and his team is now managing over 800 houses. Get in touch with Jimmy and his team at www.jimmyvreeland.com/getstartedinrealestate More about Jimmy Website: www.jimmyvreeland.com Linkedin: www.linkedin.com/in/jimmy-vreeland Instagram: www.instagram.com/jimmyvreeland Facebook: www.facebook.com/JimmyVreeland Youtube: www.youtube.com/@JimmyVreelandC >>>>>>Get free access to the private Ranger Real Estate facebook group

This week on the Buck Junkies Podcast, we welcome Vandy Stubbs from Mossy Oak to talk all about his history with Mossy Oak and how it became the company we know and love today!...   Timestamps: 00:00 - Intro 00:09 - Welcome Vandy Stubbs! 01:11 - How did Vandy get affiliated with Mossy Oak 02:17 - Other than camo, what else does Mossy Oak create? 08:07 - Vandy is ALWAYS cookin' over at Mossy Oak... 10:33 - Vandy's FAVORITE things to cook at camp 12:22 - Mossy Oak Deer Camp in West Point 17:14 - FoxHole ShootOut 23:53 - Catch A Dream 29:08 - Mossy Oak's Retail Store 32:00 - Vandy's DREAM wild game dinner 35:01 - The most UNDERRATED wild game 37:47 - Vandy's one pot squirrel and dumplings 39:16 - What is the ONE THING that made Mossy Oak successful? 45:45 - The most underappreciated person at Mossy Oak 48:36 - Vandy's BEST deer camp story

Join host Alex Greenwood for a conversation with Colonel Ralph R. “Rick” Steinke (U.S. Army, Ret.)—West Point graduate, U.S. Army veteran, and author of the award-winning Jake Fortina military thriller series. Steinke draws on 28 years in the Army and 14 with the Department of Defense to bring high-stakes realism to his novels. His latest, Vital Mission—releasing August 26, with pre-orders starting August 12—tackles the harrowing issue of Ukrainian children being abducted.Steinke's distinguished career took him to more than 30 countries, including Afghanistan and Ukraine. His honors include the US Legion of Merit, French National Order of Merit (Commander), and the US Army Ranger Tab. He holds master's degrees in West European studies and diplomacy, along with security affairs certificates from Harvard and Stanford.In this episode, Steinke discusses the inspiration behind his thrillers, the realities of national security work, and the enduring fidelity to the Constitution that guides a soldier's service.More at www.ricksteinke.com | Connect on LinkedIn or Facebook.Order his books from Amazon here.CONNECT with the SHOW:​⁠⁠⁠⁠⁠⁠⁠⁠⁠All the Fits That's News on Substack (Free or Paid)⁠⁠⁠⁠⁠⁠⁠⁠⁠​⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Alex's Author Website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ​⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Mysterious Goings On website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠​⁠⁠⁠⁠⁠⁠⁠⁠Contact Alex about advertising/sponsorship here⁠⁠⁠⁠⁠⁠⁠⁠.⁠⁠⁠⁠⁠Buy a Book!⁠⁠⁠⁠⁠⁠⁠⁠⁠Going to Killing City...Alex's True Crime PodcastEnjoy this episode? Please leave us a review on your podcast platform of choice, and don't forget to subscribe for more literary journeys!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LEAVE A REVIEW ON APPLE PODCASTS⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Announcer: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Mary McKenna⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Original theme music "Mysterious Goings On" by Jamie Green. Want your own cool score for your podcast or website? Contact Jamie at ⁠⁠⁠⁠⁠⁠⁠Greenhouse Consulting.⁠⁠⁠⁠⁠⁠⁠ Check out Jamie's interview on the show ⁠⁠⁠⁠⁠⁠⁠here.⁠⁠⁠⁠⁠⁠⁠ Intro music: "Half Mystery" Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 4.0 License ⁠⁠⁠⁠⁠⁠⁠http://creativecommons.org/licenses/by/4.0/⁠⁠⁠⁠⁠⁠⁠This Mysterious Goings On Podcast episode was recorded and mixed at Green Shebeen Studios in beautiful Kansas City, Missouri. Copyright 2024, all rights reserved. No reproduction, excerpting, or other use without written permission.We are an Amazon Associates seller, and some of our links may earn us a commission. 

Watch the video version here: https://youtu.be/HTVqUI5xoOwOn this episode:

In this episode Stew talks with former Army LTC Brad Miller. After graduating West Point and then serving for over 19 years in the active duty Army Brad was relieved of Battalion Command and kicked out of the Army just prior to earning his retirement. He made this choice based on principals of not wanting to infect his body with the untested COVID shot or be part the what he considers a treasonous action on behalf of DOD. 

From jumping out of planes to jumping into stories, this episode of The MisFitNation brings you a unique voice—Joseph Bolton, a former Army paratrooper and West Point graduate turned author and heritage storyteller. Joseph grew up in Pawtucket, Rhode Island, immersed in the fading echoes of French-Canadian culture. After a distinguished military career—including graduating from Ranger School and serving as a Space Operations Officer in Afghanistan—he returned to his roots through storytelling.

Joined on this episode by the one and only Dave Hageman, and I am excited for the conversation. Our planned topics include his journey through life which has been very unique.  From his recruitment for football to his time at West Point... to his combat tours and time spent on the battlefield and how all of that played into his fireground and firehouse philosophy.  He also holds a PHD, which puts him in elite company as a Scrap guest, and should make for some interesting conversation!  Of course as always the best part of the Scrap is the audience and their amazing questions... and this one was no exception.  Enjoy the episode!

The mental health crisis claiming America's youth has reached epidemic proportions, and it's happening in families from all backgrounds. Our recent podcast delves into this growing tragedy that's claiming lives through addiction, overdoses, and suicide at an alarming rate.We explore how even "good families" with strong support systems are losing young people to these devastating outcomes. The conversation reveals how COVID isolation accelerated the crisis by depriving developing minds of crucial socialization opportunities that build coping mechanisms and resilience.The fentanyl epidemic emerges as a central villain in this story. This synthetic opioid, frequently used to lace other substances, makes drugs exponentially more dangerous – as evidenced by the heartbreaking story of seven West Point cadets who died after taking what they believed was Tylenol. Today's drugs are significantly more potent than previous generations, creating deadly situations even for first-time or casual users.Perhaps most troubling is how we respond as communities. When families lose someone to addiction or suicide, they often face ostracism rather than compassion. Some communities turn away from these families at their time of greatest need, while others simply "put their heads in the sand," unable to confront the reality that such tragedies could happen to anyone.The most powerful takeaway is a call to action: if you see someone struggling, reach out without judgment. The people who appear to be doing well might be fighting the hardest battles behind closed doors. A simple act of kindness could make all the difference. Don't be afraid to tell people you love them, give them a hug, and be there when they need support.Join us as we examine this critical issue affecting communities nationwide and discuss how compassion might be our most powerful tool in addressing America's youth mental health crisis. This episode ends with Industry News, stay informed with Towing News Now

Join us for an explosive podcast episode with Jeremy Jonas, a West Point Military Academy graduate and Army Ranger who served in a secretive Special Operations unit. In this gripping conversation, Jeremy pulls back the curtain on his high-stakes career, including intense espionage missions and covert operations that tested his limits. From the rigorous discipline of West Point to the adrenaline-pumping world of military special ops, Jeremy's stories showcase the toll of serving in high-pressure environments. But that's not all—Jeremy dives into a provocative topic: is the military just a government-funded cult? Explore the parallels between military culture, indoctrination, and the unwavering loyalty demanded by service. What happens when duty blurs the line between honor and control? If you're fascinated by military history, special operations, espionage, or the hidden dynamics of institutional power, this episode is a must-watch. Hit that Like button, Subscribe, and turn on notifications so you never miss an episode! Share your thoughts in the comments—do you agree with Jeremy's take on military culture? Follow on social media: Jeremy Jonas - @thejeremyjonas Joshua Cabaza - @joshcabaza Davey Jackson - @daveyjax Catch a new episode of Friends with Davey every Wednesday at 8:00PM! Podcast audio available on all streaming platforms. #truecrime #mystery #military #specialforces #cults #westpoint #espionage #spies #veteran #specialops #rangers #army

San Diego State football is aiming to surprise the college football world this 2025 season. If they are to do that, Tano Letuli their captain and All-Mountain West Pre-Season 1st team Linebacker will be a big reason why. In this interview Tano in his Junior season discusses his journey coming back home to San Diego after spending a year at West Point with the Army and also gives insights to this years Aztecs football season.

General Stanley McChrystal is a retired four-star general and former commander of U.S. and International Forces in Afghanistan and the Joint Special Operations Command (JSOC), where he led the nation's most elite counterterrorism efforts. With 34 years of military service, he's recognized for reshaping modern warfare and pioneering team-based leadership approaches in high-stakes environments. Today, he is the founder and CEO of the McChrystal Group, a leadership advisory firm that helps organizations adapt and thrive in complex, fast-changing environments. He is the author of multiple bestselling books, and his most recent work, On Character: The Choices That Define Us, explores how leaders are remembered—not just for what they achieve, but for who they are.   Summary In this conversation, retired four-star General Stanley McChrystal reflects on the qualities that define meaningful leadership, focusing on character, culture, and personal growth. He shares how he almost got expelled from West Point for disciplinary issues and poor study habits, and how that period of immaturity helped shape his evolution as a leader. He talks about his famously intense morning routine, including waking up at 4 a.m. and working out for 90 minutes, and how these habits are rooted in self-discipline and clarity of purpose. McChrystal defines character as a combination of convictions and the discipline to live by them. He makes the case that it's not enough to believe in the right things if you don't act on them. He also challenges the idea that someone can be one kind of person in private and another in public. To him, character is consistent, and integrity either holds up across all domains or it doesn't hold up at all. He speaks openly about moral ambiguity in leadership, including moments when he disagreed with decisions made by the administration but chose to follow orders because they were legal and within the boundaries of his role. He warns of the dangers of rationalizing small compromises over time, which can slowly erode a person's values. McChrystal also explains why elite military units like the Rangers are not necessarily made up of elite individuals. What sets them apart is a shared commitment to high standards. He believes the same principle applies in business and argues that a strong organizational culture drives performance more than talent or strategy. The conversation touches on charisma, humility, and how leadership style evolves over time. McChrystal admits he wasn't always consistent in his early years and had to learn to lead in a way that built trust and clarity. He also discusses the importance of critical thinking, especially in an era where media narratives often distort reality. Finally, he reflects on the abrupt end to his military career following the Rolling Stone article and how he chose to move forward rather than dwell on the past. He credits his wife and close friends for helping him shift his focus and find new purpose in civilian life, including launching a leadership advisory firm, teaching at Yale, and writing multiple books. His latest, On Character, is a deep exploration of what it means to live by your values and be someone others can count on.   Takeaways ·        Morning routines and physical discipline help create structure and momentum ·        Character comes from having strong convictions and the discipline to live by them ·        Integrity in your personal life matters just as much as in your public role ·        A strong culture built on shared standards can outperform raw talent ·        Good leadership means knowing how to handle moral complexity, not just following orders ·        The best leaders combine confidence with humility and know when to show each ·        Charisma only matters if it's backed by substance, courage, and consistency ·        It's easy to be misled by the media, which makes critical thinking more important than ever ·        Leadership styles change with experience, but consistency builds trust ·        Moving forward after setbacks starts with choosing not to live in the past   Notes Books: On Character: Choices That Define a Life Team of Teams: New Rules of Engagement for a Complex World My Share of the Task: A Memoir    Organizational consulting: McChrystal Group

Need financing for your next investment property? Visit: https://www.academyfund.com/ Want to join us in San Francisco, CA on October 7th & 8th? Visit: https://www.10xvets.com/events ____ Briar Bearss is the Founder and CEO of Bearss Residential, a real estate company that owns and operates subsidized housing for over 100 families and veterans across the Midwest. He is also an active duty armor officer and mission-driven entrepreneur focused on serving vulnerable communities.  A West Point graduate, he built his military career leading scout platoons, with his unit earning recognition as the number one Bradley Scout platoon in the brigade. His entrepreneurial journey began while balancing active duty service, co-founding Bearss Residential with his twin brother and two childhood friends from Michigan. What started as a local investment strategy evolved into a powerful mission to provide quality housing for vulnerable families and veterans through government rental assistance programs.  Through strategic real estate investing and strong public-private partnerships, Briar has successfully deployed Fund One, and is now launching Fund Two with goals of raising $3–4M to serve 300–400 families. His mission is to scale impact-driven real estate investing while maintaining the highest standards of military service and community commitment. In this episode of the SABM podcast, Scott chats with Briar about: Fund Two Launch: Scaling from Fund One's success to a $3-4M fund serving 300-400 families Military-Business Balance: How he manages active duty responsibilities while building a real estate empire, keeping military service as top priority Lessons Learned: Key insights on property evaluation, team communication, and building relationships with public housing agencies Team Culture: Working with his twin brother and childhood friends to create a fun, mission-driven work environment Future Vision: Long-term goals to influence housing policy while expanding veteran housing through VASH vouchers Timestamps: 00:29 Dedication and Achievements 00:58 Launching Fund Two 01:37 Background and Business Model 03:30 Fund One Performance and Strategy 07:19 Lessons Learned and Improvements 10:42 Balancing Military and Entrepreneurship  14:49 Keys to Success and Team Dynamics 22:20 Future Goals and Challenges Connect with Briar: LinkedIn | Briar Bearss Bearss Residential If you found value in today's episode, don't keep it to yourself—share it with a colleague or friend who could benefit. And if you're a Service Academy graduate ready to elevate your business, we'd love for you to join our community and get started today. Make sure you never miss an episode—subscribe now and help support the show: Apple Podcasts Spotify Leave us a 5-star review! A special thank you to Briar for joining me this week. Until next time! -Scott Mackes, USNA '01

West Point graduate and former Army officer Joachim Hagopian joins the program to pull back the curtain on some of the most tightly guarded truths of our time. As the author of “Don't Let the Bastards Getcha Down,” Hagopian exposes a deeply flawed U.S. military leadership system—one where real talent and integrity are pushed out in favor of mediocrity, blind obedience, and politically convenient generals. It's a system designed, not to win wars, but to serve elite interests through endless conflict.We also discuss global blackmail networks and the disturbing reality of pedophile operations used to compromise and control powerful individuals. We explore how these systems are used to manipulate governments, media, and military hierarchies from behind the scenes.You can follow his work at https://thegovernmentrag.com

NATM network breached and attacked through 4G Raspberry Pi Easterly's appointment to West Point rescinded Report links Chinese companies to tools used by state-sponsored hackers Huge thanks to our sponsor, Dropzone AI Security teams everywhere are drowning in alerts. That's why companies like Zapier and CBTS turned to Dropzone AI—the leader in autonomous alert investigation. Their AI investigates everything, giving your analysts time back for real security work. No more 40-minute rabbit holes. If you're at BlackHat, find them in Startup City. Otherwise, check out their self-guided demo at dropzone.ai. This is how modern SOCs are scaling without burning out. Find the stories behind the headlines at CISOseries.com.

Richard W. Harrison's The Soviet Army's High Commands in War and Peace, 1941-1992 (Casemate Academic, 2022) is the first full treatment of the unique phenomenon of High Commands in the Soviet Army during World War II and the Cold War. The war on the Eastern Front during 1941–45 was an immense struggle, running from the Barents Sea to the Caucasus Mountains. The vast distances involved forced the Soviet political-military leadership to resort to new organizational expedients in order to control operations along the extended front. These were the high commands of the directions, which were responsible for two or more fronts (army groups) and, along maritime axes, one or more fleets. In all, five high commands were created along the northwestern, western, southwestern, and North Caucasus strategic directions during 1941–42. However, the highly unfavorable strategic situation during the first year of the war, as well as interference in day-to-day operations by Stalin, severely limited the high commands' effectiveness. As a consequence, the high commands were abolished in mid-1942 and replaced by the more flexible system of supreme command representatives at the front. A High Command of Soviet Forces in the Far East was established in 1945 and oversaw the Red Army's highly effective campaign against Japanese forces in Manchuria. The Far Eastern High Command was briefly resurrected in 1947 as a response to the tense situation along the Korean peninsula and the ongoing civil war in China, but was abolished in 1953, soon after Stalin's death. Growing tensions with China brought about the recreation of the Far Eastern High Command in 1979, followed a few years later by the appearance of new high commands in Europe and South Asia. However, these new high commands did not long survive the collapse of the Soviet Union in 1991 and were abolished a year later. The book relies almost exclusively on Soviet and post-communist archival and other sources and is the first unclassified treatment of this subject in any country, East or West.Richard W. Harrison earned his Undergraduate and Master's degrees from Georgetown University, where he specialized in Russian Area Studies. He later earned his doctorate in War Studies from King's College London. He also was an exchange student in the former Soviet Union and spent several years living and working in post-communist Russia. He has taught Russian History and Military History at the US Military Academy at West Point. Dr. Harrison lives with his family near Carlisle, Pennsylvania.Stephen Satkiewicz is an independent scholar with research areas spanning Civilizational Sciences, Social Complexity, Big History, Historical Sociology, Military History, War Studies, International Relations, Geopolitics, and Russian and East European history. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/military-history

The digital footprint left by DOGE in agency computer systems and IT networks would be thoroughly examined under legislation introduced Wednesday by a trio of Senate Democrats. The Pick Up After Your DOGE Act from Sens. Sheldon Whitehouse of Rhode Island, Ron Wyden of Oregon and Elizabeth Warren of Massachusetts would require the administrator of the Elon Musk-created tech collective to provide a full accounting to the U.S. comptroller general of all the agencies and IT systems that DOGE accessed. Those systems would then be subject to comprehensive performance and security audits. “The DOGE-boys have weaseled their way into Americans' most sensitive data systems, claiming to hunt ‘waste, fraud, and abuse,' while actually creating waste, fraud, and abuse. They're destroying Americans' trust in once-reliable government systems and could be hawking your stolen data to their friends in Big Tech and AI,” Whitehouse said in a press release. He added that the Pick Up After Your DOGE Act protects seniors and all Americans by fixing any bugs or backdoors that DOGE may have purposefully or negligently created in Social Security, Medicare, and other highly sensitive government data systems. The audit would be conducted by the Government Accountability Office, which has been bombarded with congressional requests to probe DOGE's agency IT dives since the beginning of the Trump administration. The United States Military Academy abruptly ended the appointment of Jen Easterly to a high-profile academic position in West Point's Department of Social Sciences, according to a memorandum issued Wednesday by the Secretary of the Army. On Tuesday, the academy announced that Easterly was named as the next Robert F. McDermott Distinguished Chair, a department position created in 1943 to bring a leading scholar, practitioner, or expert in the fields of social sciences — such as economics, political science, or international relations — to West Point. In a since-deleted LinkedIn post, the academy welcomed the former Cybersecurity and Infrastructure Security Agency director and academy alumnus after “an extraordinary career of service in the public and private sectors,” adding that her “unique perspective — combining military experience, advanced academic training, private sector innovation, and senior government service — makes her ideally suited to guide discussions on the critical issues facing our nation and the world.” After the announcement, far-right activist Laura Loomer suggested on X that Easterly should not be named to the position, due to her work under the Biden administration, allegedly with Nina Jankowicz, who served as the executive director of the Disinformation Governance Board of the United States. (Jankowicz later Wednesday posted on BlueSky that she had never worked with Easterly.) On Wednesday, Secretary of the Army Dan Driscoll announced in a post on X that the position would be rescinded, and a full review of the academy's hiring practices would be conducted. The Daily Scoop Podcast is available every Monday-Friday afternoon. If you want to hear more of the latest from Washington, subscribe to The Daily Scoop Podcast  on Apple Podcasts, Soundcloud, Spotify and YouTube.

In 1965 a group of 5 people broke into a secret Naval base to kidnap a key figure as part of a covert operation. That key figure? A goat named Bill. The kidnappers? West Point cadets. For a transcript of this episode: https://bit.ly/campusfiles-transcripts To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

What's the point of reading if it doesn't improve your life and work? In the second installment of the Pages to Projects summer series, BJ Kraemer explores why reading alone isn't enough; true leadership development requires learning. Drawing from personal experience, business coaching insights, and frameworks like the West Point leadership development model, BJ offers a practical breakdown of how to convert ideas from books into action, habit, and growth. If you're ready to transform your reading habit into a leadership accelerator, this episode gives you the tools to make every page you read count. Tune in to learn how to build a learning culture for yourself and your team! Key Points From This Episode:•   Why "leaders are learners" goes beyond passive reading or listening.•   Insight into West Point's leadership development model.•   A 4-step learning method: absorb, apply, reflect, reinforce.•   The power of teaching what you've learned to others.•   Tactical, operational, and strategic ways to embed learning into your life and work. Quotes:“If we don't make the bridge between what we [read] and how we can apply it, we're actually not taking the action to learn or to improve ourselves.” — BJ Kraemer  “When you're looking at the world through the lens of who you're trying to become and you're looking at all of the books that you're reading from that lens, the nuggets will start coming to you: – ‘I can change this. I can get better here.'” — BJ Kraemer  Links Mentioned in Today's Episode: E214: Leaders are ReadersWho Not How10x is Easier Than 2xThe Science of ScalingLeadership Blueprints PodcastMCFAMCFA CareersBJ Kraemer on LinkedIn

During their time at Rice Business, Mike Tatz '14 and Corban Bates '15 saw an opportunity to connect veterans with capital and the network needed to start a business. As veterans themselves, they understood how important it is to have the right connections and platform to pitch an idea. With that, the Veterans Business Battle was born. But Mike and Corban's story starts long before Rice. The two first met as students at West Point and followed similar paths — from Division I athletics to Army service to financial services, and eventually entrepreneurship. After launching the Veterans Business Battle and earning their MBAs at Rice, Mike went on to found a CBD company for athletes, and Corban began overseeing direct investments into private companies — now serving as the chief financial officer for one of those investments. Mike and Corban join co-host Maya Pomroy '22 to chat about how their time at West Point shaped them, what brought them to Rice Business and the impact the Veterans Business Battle has had over the past decade. Episode Guide:00:00 From Battlefield to Boardroom: Meet Mike and Corban03:01 Life at West Point: Challenges and Lessons08:38 Transitioning From Military to Business School12:57 Creating the Veterans Business Battle20:18 The First Prize and Investor Opportunities22:15 The Journey and Impact of the Competition24:01 Career Transitions and Personal Growth25:29 Mike's Venture Into the Sports Industry27:57 Corban's Path to Artisan Bakery33:43 Final Thoughts and Advice for Aspiring EntrepreneursOwl Have You Know is a production of Rice Business and is produced by University FM.Episode Quotes:The conversation that led Corban from Army to business school09:55: [Corban Bates] Mike's been a huge blessing in my life, 'cause business school wasn't really even on my radar. It's just kind of going up and down the aisles of the career conference, and there were probably 20 schools there, but I didn't talk to any of 'em. It wasn't on my radar, and I talked to Mike. I just ran into him and it's like, “Hey, how have you been?” Like, you know, all for Rice. He was there recruiting for Rice — Rice had a booth — and he starts telling me about it. And he was just about to start this internship at Goldman Sachs, and he had this amazing first year at Rice, and it just sets you up…[10:24] Yeah, I just ran towards it and was extremely fortunate to get in, and Mike completely changed the course of my career. If I hadn't run into him, then things would be very different.On unapologetically pursuing what lights you up34:29: [Mike Tatz] I think a lot of people, even at business school, they get very pigeonholed into thinking that they have to be a consultant or an investment banker because they think about the financial support that it is going to give them or the safety net. There is a gazillion ways to make money out there. I think you have got to be happy. You have got to be happy. And you can be, but you have got to take that leap. You have got to have a plan. And then once you figure out what it is, you go, baby. You go as hard as you can, and you make everybody else think that you are crazy for how hard you are working at whatever you are doing. If you do that, I think good things are going to happen.Why veterans and business school are a perfect match17:09: [Corban Bates] Rice came up with this concept of really bringing on more veterans to their business school. I think it's a great match of veterans being very far along in their leadership development and people management development by the time they're in their late twenties, but being behind on the business concepts. And then you pair, you know, the rest of the civilians who are advanced in their business concepts but are probably lacking on the leadership front — probably haven't led that much in their twenties. And so it's this great pairing where both sides can learn from each other.The business network gap veterans face13:35: [Mike Tatz] I don't think veterans need any special treatment, nor should they expect — or do we expect — any special treatment. But what I do think is the case is that, going back to that last example — let's say I do want to start a business. I'm starting a business. There are a lot of steps to it, but one of those steps that is crucial is capital. And so my network, being in the military, is Army sergeants, Army majors, privates — whatever it may be, right? They're not the Goldman Sachs folks. They're not the people looking to make investments into companies. They're not the people with the means to not only provide financial capital, but mentorship capital and experience capital that you would need as somebody being in the military, coming out and trying — and wanting — to start your own business.Show Links: TranscriptGuest Profiles:Mike Tatz | LinkedInCorban Bates | LinkedInVeterans Business Battle

Work with Jimmy & the Vreeland Capital Team to build a 20-Unit Portfolio that will get you the equivalent of a retirement account 3X faster with a third of the capital. Visit https://tinyurl.com/mainstreetpatriot-getstarted - - - - - - - Are you grinding for “financial freedom,” only to feel more trapped than ever? In this special episode, pulled from a mainstage presentation - Jimmy Vreeland flips the script on everything you've been told about passive income, early retirement, and sitting on a beach for the rest of your life. Spoiler alert: That dream might be holding you back. Jimmy shares the raw truth from his journey—from losing $25K in a Ponzi scheme to owning 800+ properties—and reveals why pursuing excellence will build more wealth (and fulfillment) than chasing passive income ever could. You'll learn: Why “freedom” without discipline is a trap The Passive Income Paradox—and how to escape it How to build real momentum through purpose-driven investing The 3 levels of freedom (and how to know which one you're chasing) If you're tired of vague promises and ready for a real path to wealth, this episode will challenge you—in the best way possible.

After hearing this episode, you'll have no excuse not to reach financial freedom in under a decade. Today's guest did it in even less time, scaling up to income-replacing cash flow in just a matter of years, even with a very demanding full-time job and constantly moving around the country. Through pure hustle, Taylor Wing is now financially independent in his late twenties with a sizable rental property portfolio that spits out cash flow to pay for his South Florida lifestyle. He's got so many tricks to reach financial freedom faster, but his best piece of advice? The number of rentals you own doesn't matter. Taylor was a full-time military member, serving in the Army for the first five years of his career, bouncing between North Carolina, South Dakota, and beyond. Wherever he was stationed, he began buying houses as soon as possible. That meant Taylor spent almost every hour of the day working, either at his job or on his rental property portfolio, for years straight. Was it a grind? Yes. Was it worth it? 100%. Now, fast forward seven years after graduating from West Point, and his family is financially free. He has his beautiful house on the water in Florida and is spending more time with his new (and growing!) family. Through “rebalancing” his rental portfolio, strategically using “reverse 1031 exchanges,” and other savvy strategies, Taylor is now in complete control of his time. He's teaching you how to do the same today! In This Episode We Cover Why “unit count” doesn't matter for financial freedom, but cash flow does  Buying rentals in multiple markets and how to maximize your profit with medium-term rentals  Why every real estate investor MUST review and “rebalance” their rental portfolio (or it'll cost them) How to do a “reverse 1031 exchange” and move your headache rentals into better cash-flowing real estate The $140,000 properties Taylor is buying today that make $300-$400/month cash flow! And So Much More! Check out more resources from this show on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BiggerPockets.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.biggerpockets.com/blog/real-estate-1147 Interested in learning more about today's sponsors or becoming a BiggerPockets partner yourself? Email ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠advertise@biggerpockets.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Learn more about your ad choices. Visit megaphone.fm/adchoices