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Reserve Command Announces $10K Bonus for Prior-Service Enlisted Airmen

Wednesday, April 12th, 2023

ROBINS AIR FORCE BASE, Ga. (AFNS) —  

To remain competitive in a tight labor market and retain valuable talent, Air Force Reserve Command is offering a $10,000 incentive bonus to fully-qualified, prior-service enlisted Airmen who sign up to fill open positions and agree to a three-year service commitment.

One of several incentives available to those who join the Air Force Reserve, this particular program opens a wider aperture for recruiters to capture qualified Airmen separating from the active-duty Air Force.

“The Air Force Reserve affiliation incentive is a clear demonstration of how we value those who continue to serve and are ‘ready for more,’” said Brig. Gen. Lisa M. Craig, Air Force Recruiting Service deputy commander. “Ready for more time with family, work-life balance, community involvement, educational goals and connections. At the same time, we get to retain the knowledge and experience of that prior-service Airman.”

Historically, the Air Force Reserve has targeted a recruiting mix of 70% prior-service and 30% non-prior-service members. This incentive bonus aligns with helping to achieve this balance and helping the Reserve meet its annual recruiting goal and overall end-strength.

“This bonus is one of many policies and incentive adjustments to help the Air Force Reserve ensure we can recruit the quality Airmen we need to safeguard our combat readiness,” said Maj. Gen. Ed Thomas, AFRS commander. “The move is also important to encourage our Airmen separating from active service to ‘stay blue’ and continue to use their skills and training for the nation as part of the Reserve.”

As recruiting continues to be a challenge across all services, the Air Force Reserve missed last year’s goal of 8,200 by nearly 2,000 accessions. Providing an incentivized opportunity for fully-qualified enlisted prior-service members or Inactive Ready Reserve members to transition to the Reserve Component is one tool to help close the gap in reaching this year’s goal of 9,300 accessions.

“In order to compete with the private sector and other military services in appealing to and retaining qualified talent, we need to have all available resources at our disposal,” said Col. Ephod Shang, 367th Recruiting Group commander and director of AFRC Recruiting. “The Air Force Reserve is such an attractive option to continue to fulfill one’s desire to serve and maintain some very tangible benefits, all while performing on a part-time basis. I highly encourage individuals separating from the active duty to engage with a recruiter to learn more about what additional benefits and incentives they may qualify for.”

Active-duty and IRR Airmen interested in joining the Reserve should contact a recruiter using the Aim High app, visit AFReserve.com or call 800-257-1212 to learn more about this and many other opportunities to serve in the Air Force Reserve.

By Master Sergeant Bobby Pilch, 367th Recruiting Group, Air Force Reserve Command

The Baldwin Files – Iraq War Requiem

Tuesday, April 11th, 2023

“No one starts a war–or rather, no one in his sense ought to do so–without first being clear in his mind what he intends to achieve by the war and how he intends to conduct it.”

Carl Von Clausewitz

“Don’t ever take a fence down until you know the reason it was put up.” 

Gilbert. K. Chesterton

“In war, the moral is to the physical as ten to one.”

Napoléon Bonaparte

“War is not violence and killing, pure and simple; war is controlled violence, for a purpose. The purpose of war is to support your government’s decisions by force. The purpose is never to kill the enemy just to be killing him . . . but to make him do what you want him to do. Not killing . . . but controlled and purposeful violence.”

Robert A. Heinlein

“Basic truths cannot change and once a man of insight expresses one of them it is never necessary, no matter how much the world changes, to reformulate them. This is immutable; true everywhere, throughout all time, for all men and all nations.”

Robert A. Heinlein

Everyone who has read my articles knows that I am a big military history geek. Which explains why I spent a few days recently at Fort Benning, Georgia. Specifically, I was there to attend a History Symposium (March 10-11), the theme was “A 20-Year Retrospective on the Iraq War.” The event was sponsored by The National Infantry Museum and Columbus State University. Many of the people involved in setting it up were associated with USASOC and subordinate elements including SWCS. Several I had crossed paths with in Iraq. Generally, Military Historians dominated the first day’s discussion panels. All were retired career officers (most, but not all, were Iraq vets) who were now PhDs in academia. All had two or more books already published. The second day was a mix of other veterans of the war and published Anthropologists (someone who scientifically studies humans and their customs, beliefs, and relationships). Several were Iraqi Americans who had lived in Iraq before and during the war and as academics are still doing current research in Iraq. One was a veteran herself and Gold Star Spouse. She was deployed to Afghanistan when her husband was killed in Iraq. Her research was focused on surviving families of those service members killed and seriously injured in the war. Another was studying the long-term effects of Coalition Burn Pits and other toxic environmental impacts of the war on Iraqi civilians

As one would reasonably expect, the Anthropologists were generally “anti-war” and brought an impressive and convincing amount of data to support their position(s). A non-veteran might be surprised, but none of the veterans involved – with the full benefit of hindsight – had much positive to say about our county’s involvement in Iraq either. Various potentially provocative questions were presented by moderators for discussion and the panel(s) of experts provided their research, insights, and perspectives in response. For example, “Was the war a success or failure?” It was a spirited exchange and well worth my time. I was especially happy that in the audience were a good number of Army Officers and NCO students and cadre. I got to engage a lot of them, including several Marines going to school there. They were all sharp and surprisingly well informed on the history of Iraq (several had BAs in History). A couple had even been in Iraq, Syria, or Kuwait, recently in support of SOF operations

For those that might not have heard the term before, here is a definition of historiography for context. “The historiography of a specific topic covers how historians [of varying credibility] have studied that topic using particular sources, techniques, and theoretical approaches.” Legitimate historians use analytical skills like, “data analysis, research, critical thinking, communication, [and] problem-solving…” to get as accurate a picture of events as possible. Historians are part storytellers, but mostly operate like detectives. A historian sifts through the available evidence and develops a coherent theory of the crime (event) that can be supported by that evidence. Likewise, the historian also has to judge the reliability of the information provided by all the witnesses (sources). If new credible evidence is discovered then the original theory may be modified or discarded accordingly.

A historical event that is recent or ongoing, like the War in Iraq, has yet to have much truly analytic history written about it. Therefore, our understanding is still relatively shallow and dominated by less reliable and likely biased sources. Political or Military figures intent on justifying or rationalizing their decisions and actions, for example. In terms of storytelling, Historians work by first picking a reasonably objective “lens to look through.” Think of the device that optometrists use when they have you look at an eye chart and tell them which lens gives you the clearest view. In this case, a historian is both the patient and then the optometrist in the scenario. First getting the picture as clear as he can in his mind based on vetted sources and then through his or her writings helping an audience see that picture with the same clarity.

It was good to observe and participate in an event that involved professionals willing to go right up to uncomfortable facts about the war and look them in the eye without blinking or flinching away. It was also good for me to hear so many other perspectives on the subject. While I did not necessarily agree with every argument of every panelist at the Symposium, I thought they all made valid points worth considering. In that spirit, I am going to share some of my own observations about the war – for what they might be worth to the reader. No one need agree with me. In terms of my bona fides, I spent considerable time in the region and the countries bordering Iraq between 1991 and 2003 in 5th and then 3rd SFGs. I was no novice to local players, threats, and civil dynamics. I was there for the final planning and the run-up to the invasion phase of Operation Iraqi Freedom (OIF). Altogether, I spent four years of my life in Iraq itself. And another three and a half in Afghanistan in between. Moreover, my jobs in SOF units required me to travel throughout the country; and, because I was “mid-management” I got to be close to the senior decision makers in every phase as well. I think, it is fair to say, that access probably gave me a broader perspective on the conflict than most.

Admittedly, given my intimate personal involvement, I may not always be an entirely detached or objective observer of those events myself. But, for personal and professional reasons, I try. I will start at the beginning of our invasion in March of 2003. The pre-invasion information (psychological operations) campaign was probably the most effective in history. We dropped leaflets and beamed radio and even television signals into Iraq intensely in the weeks leading up to the invasion. We told the Iraqi Army not to fight; the Coalition was only coming to remove the dictator Saddam; once that was accomplished then all Iraqis would be part of a better future. They believed us. For the most part, Iraqi soldiers and their officers abandoned their heavy weapons, shed their uniforms, and went home to await our instructions. In the weeks after the invasion Iraqi (Sunni) Generals and Colonels would visit US Forces and offer their services to re-muster their men at their former bases and immediately “go back to work” rebuilding their country – but they were always told to wait. We were going to renege on our promise.

Moreover, since we had already refused to assume “Occupying Force” status (as required by International Law) or established strict (Coalition imposed) martial law, the U.S. all but guaranteed that their repressed internal political and cultural demons would be unleashed against us and each other. I remember being in the parking lot of a multi-story shopping center in Baghdad in early April watching as Iraqis carried off merchandise as the Mall burned behind them. They waved and smiled at us as they passed by. We could have stopped it easily with a word. But we were under strict orders from Washington not to interfere. After all, they were “repressed people” just “letting off steam.” Bullshit! They were looters pure and simple. With our inaction, we squandered any claim to moral authority we might otherwise have had the chance to exercise. Instead of letting the Iraqi people know that there was a “new Sheriff in town” we sent the clear message that there was NO Sheriff in town, NO laws, and that anything goes.

In the case of Iraq, the Kurds and the Shia had been the classic ‘latent insurgents’ during the decades of Saddam’s Baathist Regime. Of course, Saddam took action to suppress those people by gassing the Kurds in the north and brutally putting down Shia uprisings in the south, particularly after Desert Storm. Our invasion in 2003 turned that repressive but stable arrangement on its head. Now the Sunni minority who had held uncontested power were the targets of immediate reprisal repression by the Shia – and the Sunni were very afraid. At the insistence of our Iraqi Shia “allies,” the US Government foolishly supported the implementation of the draconian “De-Baathification” laws which prevented any former Baathist from holding public office – permanently! That meant that every Sunni of even minor political stature was blacklisted. The Sunnis who could run for office were political lightweights and had no credibility even within the Sunni community. So, the Sunni largely boycotted the first round of national elections in protest. That was a mistake they recognized only too late. The Shia, therefore, consolidated their political control through the ballot box and at that point, the US, for all practical purposes, had done nothing more than replace a Sunni dictator with a de-facto Shia dictatorship.

One must understand something about the culture to recognize why this was so vindictive on the part of the Shia and so devastating to the Sunni pride. Wearing a uniform as a soldier or police officer gave those men a position of respect in their society. De-Baathification did not just take a job away from these men but rather served to effectively emasculate them. Publicly castrating them in the eyes of their families, clans, and tribes. It was an unforgivable insult to the Sunni and the Shia knew it – and the US allowed it. That is when the IEDs started appearing. At first, those devices were not particularly effective because they were mostly designed to send a message rather than inflict damage. But since no political accommodations were made – or even attempted – as the Summer turned into Fall, the situation continued to deteriorate. This was not an unintended consequence that was only recognized in hindsight. Many of us knew it was a major strategic mistake at the time and Military Leaders in country tried – desperately – to get Senior Leaders in Washington to reconsider. But, in their unbridled hubris, those in Washington were certain they knew best.

Therefore, it would be accurate to say that political inaction and cultural ignorance on the part of the US to restrain the blatant Shia moves to oppress the Sunni created the insurgency in Iraq. And we could have stopped it relatively easily and bloodlessly in that earlier stage. The key takeaway is that none of this required resolution through a counterinsurgency campaign – or a traditional military strategy of any kind. This quite probably could have and should have been negotiated politically and equitably but it would have required the US to ‘force’ the parties –especially the Shia – to some compromise. We deliberately chose not to explore that course of action and instead proceeded to conduct combat operations to eliminate the “handful of dead-enders” supposedly responsible. For all the fighting and destruction involved, the war has – to this day – still not resolved the underlying issues between those actors. It is worth noting for the historical record, the vast majority of the civilian casualties in the conflict were inflicted by the various native sects, paramilitaries, and insurgents on each other – not by Coalition Forces. Bottom line is, had we not helped set the fire in the first place we would never have been struggling to find the right way to put it out after it becomes a blazing inferno in the following many years.

That also illustrates one of the almost insurmountable challenges of COIN. We call it “counterinsurgency” and that name implies that the primary focus is on stopping the insurgent. But the insurgent is just the visible – and in many ways the smallest and least dangerous – manifestation of the massive subsurface “iceberg’ of societal issues that need to be addressed. The fundamental problem is one of Host Nation (HN) government legitimacy with their people. Your “partners” in the HN government are usually less than trustworthy or virtuous. Their own people know that. They are likely just the most ambitious and often ruthless rather than the best or brightest from that society. It is the harder, more complicated, and sometimes dirtier business to deal with the people who are supposed to be on “your side” in the conflict than it is to overcome the insurgents. That is also why it is HARD to convince the population in the affected area that their future is brighter with a government they do not trust and not with the insurgent.

One of the enduring misconceptions of the war is that FM3-24 Counterinsurgency (COIN), finally gave US Forces a “winning” doctrine. The popular mythos of that manual is that GEN Petraeus brought it down from a mountain on a stone tablet. It is supposed to be doctrinal lightning in a bottle, holds all the answers, and was not to be questioned. I am exaggerating only slightly. Unfortunately, FM3-24 relies a great deal on the US experience in Vietnam. The fact is that most of our COIN initiatives in Vietnam failed miserably. Obviously, we should want to avoid the well-studied pitfalls of that not-so-distant historical debacle. Yet, instead, we have made a point of reapplying the exact same flawed methodologies in Iraq and Afghanistan these last two decades. It does little good to study history if you do not learn the right lessons. Remember: in Vietnam, we won all the battles, and we won all the gunfights in Iraq and Afghanistan. So what? As a North Vietnamese General famously said “That is true but it is irrelevant.”

That is why the COIN fighting forces can have high morale and unbroken will and achieve those tactical successes…and still not be winning at the strategic level. No matter how hard or fast we “whack the moles,” if the insurgent can absorb those losses and maintain their collective will it is almost impossible to eliminate them by direct combat. That is where it gets complicated. In order to defeat the insurgents, you have to “attack” and resolve or at least mitigate the political, economic, or social issues that created the insurgent in the first place. He is the weed; you can cut him down endlessly with no lasting effect. It is vital to go after the roots. An unbroken string of tactical victories not only does not guarantee success, but it may also actually contribute in a counterintuitive way to ultimate failure. I would argue that FM3-24 was not the doctrinal miracle cure it was sold as but rather at best a placebo, at worse snake oil. Real innovation is needed in how we as a nation (and Allies) approach this kind of conflict. If we do it, we have to accept that it is harder and more complicated than we would like; and to be successful requires a longer –rather than shorter – commitment on our part.

I would suggest something on par with US involvement in rebuilding and shaping post-WWII Germany and Japan. Granted, in those cases, there was not an inherently unstable trifurcated society like Iraq. But, those are important valid historical examples where US Military guided nation-building or re-building worked well. I have often argued that we had no issue with potentially violent insurgencies in occupied Germany or Japan after WWII precisely because we established military “Law and Order” immediately, committed ourselves to remain in place as long as necessary to achieve our goals, and task organized ourselves as a “Constabulary” to maintain the civil peace. I had an Uncle, who served as a paratrooper in the Pacific in WWII. He airlanded in Japan a few days after the surrender. Surprisingly, he and his compatriots were not met with hostility. In fact, after a few weeks, off-duty American soldiers would walk the local streets unarmed. The situation was much the same in Germany. That hard won peace allowed new – truly functional and legitimate – governments to be established in relatively short order – without additional violence. I am convinced that we had the real opportunity in those early days in Iraq to do just that. But we squandered the chance and we and the Iraqi people paid a terrible and unnecessary price for our lack of imagination and vision.

I was in country before, during, and after the so-called “Surge Strategy” period. The initiative that became known as the ‘Sunni Awakening’ began in earnest in early 2006 before FM 3-24 was even published. So, the new doctrine was not a factor. Nor had any of the promised US “Surge Forces” arrived in country at that time. The Sunni Awakening did not ‘stabilize’ Iraq either. The Sunni tribes cut a deal directly with U.S. Forces rather than actually reconciling with the Shia dominated government in Baghdad. The Shia government was never on board and, in fact, resented this ‘sidebar’ bilateral arrangement. The Shia were also opposed to the ‘accommodation’ for semi-autonomy we had pushed with the Kurds in the north. Perhaps if U.S. Forces had stayed, we might have mitigated the collapse of the Iraqi Army in front of the ISIL advances in 2014. But the Shia began to reassert themselves – refused a Status of Forces Agreement – and moved to re-disenfranchise the Sunni and re-marginalize the Kurds even before U.S. Forces withdrew at the end of 2011. Our continued presence was not stopping or even slowing that process. Nor is it likely it would have if we had stayed even longer.

I left Iraq for the last time in March, 2011. It was already crystal clear that the Iraqi Government intended to undo much of what we had done toward the end to bring the factions marginally closer together. And we knew that process would begin in earnest immediately after we got out of their way. The Sunni Awakening itself was very helpful in reducing the immediate sectarian violence – but it solved nothing. It served only to defer the pressing need to resolve the intractable internal political issues of the Iraqi government. In fact, because the reduction in violence was so encouraging, the American people were led to believe that the war was won. And that public misperception precipitated the withdrawal plan first negotiated toward the end of the Bush Administration. In short, the alleged ‘success’ of the surge strategy gave us the adequate military pretext and the convenient political excuse to declare victory and leave.

We consistently made the fatal mistake of confusing enthusiasm with capability. The War in Iraq is not something I can be completely dispassionate about. I lost people there. My generation will carry scars from the war for the rest of our lives – as Vietnam veterans did before us. I have said this before, but I will repeat it now. We paid in blood to buy the politicians of all the countries involved, especially the Iraqi and American governments, precious time to resolve those underlying challenges we talked about in the Symposium and I elaborated on in my comments. I am certainly not satisfied with the clearly suboptimum outcome we ended up with, but Iraq is stable for the moment. The professionals I served with – including every Service of the US Military, Inter-Agency Partners, Allies, and Iraqi Security Forces – did their duty. I do take satisfaction in the fact that we did everything that was asked of us – and then some. We kept the faith! I can live with that.

De Oppresso Liber!

LTC Terry Baldwin, US Army (Ret) served on active duty from 1975-2011 in various Infantry and Special Forces assignments. SSD is blessed to have him as both reader and contributor.

SecAF Visits Goodfellow Air Force Base

Tuesday, April 11th, 2023

GOODFELLOW AIR FORCE BASE, Texas (AFNS) —  

Secretary of the Air Force Frank Kendall visited Goodfellow Air Force Base to observe base operations and meet with joint service members assigned to the 17th Training Wing, April 4.

During his visit, Kendall got a firsthand look at the Joint All Domain Exercise known as JADE FORGE.

This exercise features a simulated joint deployment area to provide a training environment for intelligence, surveillance and reconnaissance capabilities. JADE FORGE serves as an extension of Forward Operating Base Sentinel, empowering joint forces to enhance their skills and capabilities to operate in austere and contested environments.

“As our security challenges continue to evolve, so has our training curriculum and exercise venues,” Kendall said. “I was impressed by the professionalism and skill of the service members immersed in this emerging system—and I am confident our ISR professionals are prepared for their future service on behalf of the nation.”

Kendall also toured the Louis F. Garland Department of Defense Fire Academy. The DoD Fire Academy is home to the Fire Protection Apprentice Course and hosts numerous advanced fire protection courses. It provides training to all components of the DoD, including uniformed and civilian members, and trains students from allied and partner nations. The academy prepares firefighters to handle a wide range of emergencies including aircraft crashes, hazardous materials incidents and structural fires.

“Goodfellow [AFB] has the distinct honor of training all of the firefighters in the Department of Defense,” Kendall said. “The graduates of the Fire Academy are our own first responders, who rush when teammates are in peril or when disaster strikes. The skills developed here and honed in the field are critical to the Joint Force.”

Kendall met with service members from multiple branches, as well as DoD civilians, and conducted a question-and-answer session.

“The most important action a leader can take is to listen,” Kendall said. “Being able to hear the concerns of Airmen, Guardians, Marines and joint teammates is invaluable. These two-way conversations help me to understand where we’ve made progress in supporting our force and where there is still work to be done.”

By Airman 1st Class Zachary Heimbuch, 17th Training Wing Public Affairs

Breaking Barriers: Sailor Becomes First Female Jungle Warfare Leaders Course Graduate

Monday, April 10th, 2023

OKINAWA, Japan — Deep in the jungle where venomous snakes outnumber people, survival is not for the faint of heart — it’s a matter of strength, skill, and mental fortitude. For decades, American service members across the globe have attended the Jungle Warfare Training Center (JWTC) in Okinawa, Japan, to hone their survival skills and learn the craft of jungle warfare. But until recently, no woman had ever completed the grueling Leaders Course — until a U.S. Navy Sailor broke the mold.

JWTC’s Leaders Course is a rigorous five-week program that tests service members’ physical and mental endurance to the limit. Teams are given minimal supplies and must rely on their training and resiliency to survive. Navigating 8,000 acres of dense, treacherous terrain is just one requirement for participants to demonstrate they can survive in the harsh conditions of the jungle.

The class endured 455 hours of instruction in a fast-paced, compartmentalized jungle environment where they were taught in a multitude of phases on everything from weapons and rope suspension techniques to combat tactics. Participants received intensive instruction on jungle mobility and Marine scouting and patrolling skills. The capstone was a substantial 120 hours of training on how to survive in the jungle.

Information Systems Technician 1st Class Nicole Kazyak (pronounced KAY-ZACK) has always gravitated towards challenging opportunities. A 28-year-old native of Midland, Michigan, she graduated from Michigan State University, majoring in Communication with a minor in Public Relations before joining the military in late 2017. After an initial assignment in Hawaii, she transferred to the Joint Communications Support Element (JCSE) at MacDill Air Force Base, Florida, a joint tactical Airborne communications unit prepared to rapidly deploy at a moment’s notice.

JCSE serves as the “Voice Heard ‘Round the World” and has opened the door to incredible opportunities for Kazyak and others. In 2022, she earned her jump wings from the U.S. Army’s Airborne School, despite a tremendous fear of heights. “Every time I jump, I’m scared. But I feel like that’s not necessarily a bad thing. I feel like once you stop being scared, you should probably stop jumping. Because jumping out of a plane is not a normal thing to do in the first place.”

This experience came in handy at JWTC, which featured a rappelling course with a heart-stopping 75’ drop. “I was scared on that, too. But after a couple days of hooking yourself in and rappelling down, after 10-15 times you get a lot more comfortable with it, and it’s not as scary. It becomes a little more fun.”

Kazyak survived the training, but not without a major challenge from the outset. “For the first time in my life, I rolled my ankle — and it just happened to be on my first day in the jungle.” She pushed through her injury with the help of on-site medics, ibuprofen, and the support of her teammates. Her desire to complete the training overshadowed the pain of rucking a 30-pound pack, day in and day out. And her discovery that she was the first female to attempt the course motivated her even more.

“I didn’t know until after I arrived that I was the first woman to go through the course. There aren’t a lot of females doing infantry, so this was a learning experience for all of us.” Early on, participants embarked on a multi-mile ruck, up and down steep cliffs. “I ended up getting a decent time and keeping up with a lot of the guys. I think after that, we broke the ice. I felt like they could see I really wanted to be there, and I wasn’t going to ask for special treatment,” said Kazyak.

JWTC Commander, Lt. Col. Nathaniel R. Jones, added, “The survival phase these students went through was harder than probably any survival phase I’ve seen in the Leaders Course due to the weather and some of the terrain. The amount of growth that happened with this group was inspiring.”

Describing the team’s time in the jungle as “intense” would be an understatement. For the majority of the course’s survival training, rain and abnormally low temperatures were a constant battle. Okinawan jungles are notoriously hot and humid, so participants were presented with an unexpected hurdle. “I was born in Michigan, but for the past five or six years, I’ve lived in hot climates like Hawaii and Florida. I hate being cold, and I hate being wet. At one point, I was sitting there thinking, ‘I am not going to be able to do this.’ I kept asking myself, ‘Why did you volunteer to be here?’ We were all freezing and absolutely miserable.”

Adding to the unforgiving conditions, the team wasn’t allowed to have light at their campsite for the bulk of their training. It was pitch black at night. “We’d hear the wildest sounds creeping up to our camp. It was so dark you couldn’t see anything. Then you’d hear guys sit up in their bivy sacks, listening. Of course we were all thinking the same thing, ‘What the heck was that?’”

Kazyak was fortunate to avoid the deadly habu snakes, which are more active in the summer, but she encountered the largest spiders of her life. “One guy walked straight into an orb spider’s web. I had heard about the size of spiders on Okinawa, but I didn’t think they would be as big as they were. That spider was massive, the size of my fist.”

That same week, her team’s campsite washed out because of the constant rain. She relied heavily on her teammates. “We realized we had to take it day by day and that we were all in the suck together and had to embrace it. Now that we’re done with it, I realize I can push myself more than I ever thought I could.”

It was thoughts of her mom, dad, and brother that got Kazyak through the tough moments. “Growing up, my mom always told me, ‘Be comfortable being uncomfortable.’ Because once you get comfortable, that means you’re not learning. And you learn the most out of those situations.”

Kazyak’s infantry training was definitely far outside her comfort zone. Nevertheless, her expertise managing the Navy’s global satellite telecommunications systems set her up for success during the comms phase of the jungle warfare training. “I was able to teach these Marines the ins and outs of telecommunications after they had just shown me the ropes of their life in infantry. We all speak in different languages based off our ratings in the military, so this was a cool opportunity to coach one another on our specialties.”

Jungle warfare training is now more crucial than ever, and thanks to this opportunity, she has a greater perspective on the value of the region and the importance of training locally. “At the end of the day, if a conflict does kick off, having a baseline knowledge of this terrain is going to be super beneficial. We’re going back and teaching the troops in our home units. There are so many factors out here: the terrain, the cold, the heat, the location. This is definitely the place to train. It’s just a completely different ballgame for sure.”

Despite the physical and mental challenges, Kazyak and her teammates refused to give up. They ate berries, ferns, and lots of ginger — while staying hydrated by filtering drinking water from ravines. They spent time reminiscing on the comforts of home. “We were all so miserable, but kept pushing through together. I remember at one point, we sat there on the jungle floor, talking about foods we were craving. I couldn’t stop thinking about a place back in Florida that serves pepperoni pizza with hot honey on top. I lost about eight pounds while we were in the jungle, but gained it back once we were finally able to visit the chow hall.”

In reflecting on her time in the jungle, Kazyak was reminded of her mom’s wise advice. “She always tells me, ‘The only thing constant in life is change.’” Kazyak garnered wisdom of her own throughout the course. “You don’t have to be at the peak of everything; you just need to have the motivation and the willingness to actually move forward and complete your goal. I’m not the strongest or the fastest, but I know I can push myself enough to get through those crappy times. I think too many people get complacent and get so used to their day to day and they’re scared of change.”

Kazyak made history on March 31, 2023 — the last day of Women’s History Month — when she became the first female Leaders Course graduate of the U.S. military’s premiere training center on jungle warfare. “This wasn’t a comfortable scenario for me at all. But I feel like those are the situations you learn the most about yourself.”

In an era of change, the U.S. military has come a long way in recognizing and appreciating the contributions of women. Kazyak continues, “I just want to keep pushing and proving women can do anything and everything. I feel like we always have to work 10 times harder to prove ourselves. A lot of people don’t get the opportunities I’ve had, like becoming a jungle leader or going to Airborne School. I like to hold on to that. I’m grateful for it. It shows we can do the same things as the men.”

Story by Candice Barber, Commander, Fleet Activities, Okinawa

Photos by Petty Officer 2nd Class Jessica Hattell

Sterling Promise Fundraiser – Sponsors & Silent Auction Items Needed

Friday, April 7th, 2023

Industry Friends:

WANTED: SPONSORS & SILENT AUCTION ITEMS

We are approaching the deadline to confirm sponsorship for the Sterling Promise Foundation fundraiser, taking place on Tuesday, May 9th during SOF Week 2023 at the Westin Channelside Terrace. We are still looking to secure more sponsors and silent auction items.

Sponsorship of this event has incredible benefits:

• Showcase brand to quality, tier 1 industry companies and customers

• Obtain a package of social content for posting

• Engage online with industry partners during a joint-force campaign leading up to and during SOF week

• Complimentary social feature from our media partners, announced below

Of greatest importance:

Honor the life of Staff Sergeant Scott Sterling

Provide funding to support the wellbeing of our nation’s veterans that include initiatives to provide early detection cancer screenings along with access and financial support for higher quality healthcare

We are proud to announce that TacGas and Soldier Systems Daily will once again be our official media partners for the 2023 fundraiser. We are honored to leverage their platforms to promote the event, feature our sponsors, build our silent auction offering, and promote the stars of the auction: Sig Sauer’s vaulted, highly collectible surplus M17 & M18 pistols.

Thank you to those companies who have committed to sponsorship and silent auction donations thus far. We are so grateful for your support and look forward to partnering with you over the next month, and to a memorable evening in Tampa.

Additional Information:

• Sponsorship agreement attached, to be completed and provided to Mary & Gabby, donation receipt provided

? Tier 1 Sponsorship: $2,000 minimum Donation + Silent Auction Item(s)

? Tier 2 Sponsorship: Silent Auction Item(s)

• We will be accepting silent auction items through May 5th

• The fundraiser is open to SOF week attendees, government customers and friends of Scott

• If you are unable to sponsor the event, we hope you will still join us for a special evening – Invitations to follow

Foundation video &amp website

FirstSpear Friday Focus: Wind Cheater

Friday, April 7th, 2023

The Wind Cheater utilizes a 100% Nylon Cordura variant known as Ambush. Unlike standard cordura, Ambush is brushed and allows for breathability. The material provides a soft and quiet experience. This jacket breathes like a T-shirt and sheds wind and light rain thanks to its DWR coating. The Wind Cheater dries quickly and compresses small when packed away. The large hood accommodates combat helmets and climbing helmets alike. These are offered in multiple colors and sizes. Due to the popularity of this incredibly versatile, year-round jacket, new shipments move quickly so don’t wait to pull the trigger.

Visit FirstSpear to find America’s premier tactical gear and equipment.

Infantry Squad Vehicle Program Approved for Full-Rate Production

Friday, April 7th, 2023

Providing a “better boot” for Army units

DETROIT ARSENAL, Mich. — The U.S. Army’s Infantry Squad Vehicle (ISV) program was approved by the Program Executive Officer for Combat Support & Combat Service Support (PEO CS&CSS) on March 30 to transition to Full-Rate Production, or FRP. This green light represents a major Army acquisition programmatic milestone in “motorizing” Infantry Brigade Combat Teams, Security Force Assistance Brigades, as well as Army Ranger units. The Army Acquisition Objective currently stands at 2,593 ISVs.

The Army in June 2020 selected GM Defense LLC to produce the ISV. Based on the Chevrolet Colorado ZR2 architecture, the ISV derives a high percentage of its parts from commercial-off-the-shelf components. The Army’s newest light tactical vehicle is dubbed a “better boot,” and its basic operational capabilities include:

Nine-Soldier squad carrying capability

3,200-lb. payload

External sling load/external lift by UH-60/CH-47 helicopters

Low-velocity air drop by fixed-wing C-130 and C-17 transport

Exceptional mobility over a wide variety of terrain.

John Hufstedler, product director, Ground Mobility Vehicles, PEO CS&CSS, said, “The comprehensive team responsible for bringing the ISV program to a full-rate production decision not only involves Army Acquisition professionals assigned to our PEO, but also relevant stakeholders and collaborative partners representing the Army’s funding community, Army Futures Command, Army Forces Command, Army Materiel Command and the testing community.

“Soldier touchpoints, developmental testing and operational testing have been key elements throughout the ISV program,” Hufstedler continued. “Leveraging a commercial vehicle and the world-class manufacturing capability of GM Defense has helped compress the time it takes to field a modernized capability meeting infantry Soldiers’ needs.”

The ISV has been rigorously tested, including production qualification testing and transportability certification, which included low-velocity air drops and helicopter sling loading. Developmental and operational testing enable units to train while offering feedback to the requirements and acquisition communities. This is aimed at improving a system’s utility and operational effectiveness in Soldier’s hands, as well as suitability for the environments in which Soldiers train and fight.

Reliability testing concluded earlier this year, which completed the ISV production qualification test.

To date, the Army has accepted more than 300 ISVs and has fielded three brigade sets of 59 vehicles, for a total of 177. The program is on track to continue to meet fielding plans, with two Brigade sets fielding this June.

By Rae Higgins, Program Executive Office Combat Support & Combat Service Support

Rotapoint Systems Introducing New Line of Offset Mounts

Thursday, April 6th, 2023

Following an enthusiastic reception at a recent international sniper competition, Rotapoint’s patent-pending new mount, code-named GANCHO, will begin shipping to dealers in May 2023.

A30, the first model in the new line of ambidextrous mounts replaces existing scope caps on Geissele’s Super Precision and Reptilia’s AUS 30mm mounts, with an Aimpoint Micro footprint.  The offset optic is placed at an optimized 34 degree angle like Rotapoint’s existing models, and keeps the offset optic mount off the handguard while offering consistent cheekweld.  To install, the user simply removes the existing scope cap and hooks the offset mount over the scope tube and secures it onto the base with the existing scope ring screws.  Depending on scope dimensions, the offset optic may be installed on the front or rear ring.

Precision machined and anodized in the USA.