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FirstSpear Friday Focus: Wind Cheater

Friday, January 27th, 2023

Filling the mid-weight niche of our technical apparel line, the Wind Cheater has a Durable Water Repellant (DWR) finish and excellent wind shedding characteristics. It is quiet, flexible, extremely versatile and made in the USA.

The Wind Cheater features a large hood that can fit over helmets with no problem and is cut generously to aid in movement.

Low profile hook and loop in strategic locations provide ample attachment points for FirstSpear Cell Tags and IFF.

This jacket breathes like a T-Shirt and is designed to dry quickly. Standard cuff tabs and extra-large bicep pockets are found on each sleeve.

Large pit zips and spacious mesh front pockets allow for massive airflow to regulate heat when desired.

The Wind Cheater features bungee/barrel lock adjustments for the hood, collar and lengthened tail.

With a “true to fit” cut, your t-shirt size is your jacket size. If you wear a large shirt and don’t plan to layer heavily, go with a large Wind Cheater and you won’t be disappointed.

Visit FirstSpear to find the Wind Cheater and the rest of America’s premier tactical gear and equipment.

Silver Star Awarded to Naval Special Warfare Legend

Friday, January 27th, 2023

CORONADO, Calif. –

A half-century ago, Lt. j.g. Thomas Richards, fighting through injury and exhaustion in the rice paddies of Vietnam, made repeated trips through enemy gunfire to rescue three injured SEAL Team One Zulu Platoon teammates. Nicknamed “The Hulk” for his size and strength, Richards demonstrated uncommon valor by hauling the wounded men across a dike and then lifting each into a friendly helicopter for evacuation. Without his courageous runs into the “kill zone,” the other men on patrol would not have survived the day.

On Jan. 17, over 50 years later, Rear Adm. Keith Davids, commander, Naval Special Warfare (NSW) Command, presented the Silver Star to retired Rear Adm. Richards for his actions that day as the assistant patrol leader of Zulu Platoon. Secretary of the Navy Carlos Del Toro upgraded the original Bronze Star, recognizing the meritorious nature of Richards’ actions.

“Today we were fortunate to attend a very long overdue ceremony to recognize one of Naval Special Warfare’s truest warriors, tribal elders and fantastic teammates,” said Naval Special Warfare Force Master Chief (SEAL) Walter S. Dittmar. “His humility was absolutely evident in the fact that he still recognizes and defers to all the brothers who were around him for why he is alive today.”

Despite originally being recommended for the Silver Star and demonstrating courage under fire typical of higher awards, the staff for Commander, U.S. Naval Forces Vietnam initially recommended Richards for a Bronze Star. The decision by Del Toro to upgrade the award is a reminder that the courage, grit, and integrity of past NSW teammates forms the standard upheld in the community today.

“The upgrade to the Silver Star provides recognition of the fact that things went terribly wrong that day in South Vietnam,” said Richards.

“More importantly, it brings attention to the fact that the SEALs and other special operations forces are put in those situations to support our country’s foreign policy in the most dangerous manner. This Silver Star reminds our country that we have people risking their lives for the democracy we enjoy daily.”

A native of Bay Shore, New York, Richards’ background in lifeguarding, wrestling, and experience with small boats led him to believe that the Navy Underwater Demolition Teams would be a natural fit. Moreover, as someone who could squat and deadlift more than 500 pounds, he was well prepared for the arduous physical evolutions of BUD/S except for the runs. His heavier frame was punished by the soft sand, and the runs left him “puking in front of the Hotel Del (Coronado) more times than you want to know.”

Richards credits his parents for instilling in him the values of integrity, bravery, and self-sacrifice — ideals further refined during his military training. Reflecting on his actions, the retired SEAL matter-of-factly mentioned that he was laser focused on managing the situation and getting his teammates to safety.

“Thinking back on that day, I never gave any thought to my own personal exposure to enemy fire,” Richards said. “ I wanted to get my friends out of danger and to safety.”

When questioned about the nature of his courage and whether it’s innate or imbued through rigorous military training, Richards sees it as a combination of the two. In his view, the candidates that begin SEAL training already have the tools built into their persona; it’s the job of the SEAL instructors to bring those values to the surface. Moreover, the bonds formed during training and pre-deployment workups made it so that he would risk his life rather than leave a teammate behind. His bravery speaks to the fact that Naval Special Warfare’s selectivity is built on the rock-solid foundation of earned respect and an unbreakable commitment to the mission.

Saving his teammates in Vietnam was just the beginning of the frogman’s long and colorful career. Over the next 30 years, Richards would “follow the conflicts,” leading special operations missions in the Arabian Gulf during Operation Praying Mantis and Operation Prime Chance. He would also serve in numerous staff and command positions, including as executive officer of Underwater Demolition Team 12 and as commanding officer of Special Boat Unit 13,  SEAL Team One, and Naval Special Warfare Center. His final post would be as commander of Naval Special Warfare Command from 1996-1999, after which he retired from active duty.

Thanks to his extensive experience at the tip of the spear in various conflicts, Richards is uniquely qualified to comment on how NSW can advance capabilities that directly contribute to integrated deterrence and campaigning for influence.

“What most people do not understand about NSW is that we are the best problem solvers around. Bar none,” Richards said. “Special operations and NSW exist because there is that set of missions that take a different approach to successfully execute.”

As the NSW community shifts its focus to developing the force for strategic competition, Richards points out that NSW must be willing to adapt and innovate to execute its role of gaining, maintaining, and extending access for theater warfare commanders and the Fleet.

“We must be flexible in response to change,” Richards said. “More importantly, we must place ourselves ahead of change coming from our adversaries or potential adversaries.”

Effusive in his praise of others, Richards is a stellar example of the servant leadership requisite of any naval officer. When discussing how the incident in Vietnam impacted his career and leadership style, Richards made it clear that he viewed his role as the commander of Naval Special Warfare as one in which he “worked for 6,000 people, not that there were 6,000 people under my command.” Moreover, he learned early the importance of taking care of his people first “drag the injured men out of the rice paddy, stay up as late as you need to get the Fitreps and awards done right for those within your command,” he said.

Evident when speaking with the retired admiral is the importance of family and personal relationships. His father, who had a successful law enforcement career, provided discipline that served Richards during his own career. According to the Richards, the BUD/S instructors never struck as much fear in him as his father did during a high school wrestling competition. The innovative young athlete had previously invented a new move which was quickly banned. After witnessing his son’s blatant use of the now illegal move, the elder Richards’ stood up from the bleachers and called out to his son in a tone more chilling than any future instructor.

In addition to the numerous commanding officers and executive officers he served under, his wife of 52 years, Jackie, is a source of strength and inspiration. Jackie, whom he describes as one of the most brilliant individuals he ever met, provided wisdom and counsel over Richards’ career. His advice for those pursuing careers in special operations and trying to make a relationship work is to understand the tremendous burden you’re asking of your partner. Just as a good teammate puts their fellow SEALs first, similarly, one must be considerate and accommodating in family life.

Throughout their history, U.S. naval commandos have pioneered special operations from the sea and waterways. These were irregular warfare missions from the maritime flanks of the enemy. Our forefather’s resolute example inspires how Naval Special Warfare today is evolving to fight under, on, and above the sea to gain and maintain access for the Fleet and joint force. For Richards, receiving the Silver Star is long-deserved recognition of his meritorious actions. A warrior, husband, leader, and teammate, his influence is felt by our special operators today, as they continue to adapt and change to meet the challenges of tomorrow.

By Lt. Zachary Anderson, Naval Special Warfare Command Public Affairs

Mustang Survival – 55 Years Beyond Land

Thursday, January 26th, 2023

More than five decades ago, Mustang Survival began engineering lifesaving solutions that push the boundaries of performance and what is possible in marine safety. Fifty-five years later, we continue evolving and innovating, never losing sight of our goal to bring people home safe.

We remain committed to improving our customers’ experience on the water by expanding our recreational portfolio and strengthening our professional, military and government innovations.

Our mission remains unchanged – to protect and enrich life on the water by delivering confidence to those who live beyond land.

We invite you to look back on this nostalgic journey. Thanks for sharing it with us. Here’s to the next 55 years of partnership and collaboration!

11th Abn Div Testing Cold Temperature and Arctic Protection System in Alaska

Thursday, January 26th, 2023

Soldiers of D Company, 70th Brigade Engineering Battalion, supporting the 11th Airborne Division, test out the new Cold Temperature and Arctic Protection System, or CTAPS, at the Cold Regions Test Center, Fort Greely, AK.

CTAPS is an innovative multi-layer system that aims to keep Soldiers warmer in cold weather environments, spanning from 45 degrees Fahrenheit to -65 degrees Fahrenheit.

Photo from PEO Soldier

Det 1, 24th SOW Trains In Alaska

Wednesday, January 25th, 2023

24th Special Operations Wing D-Cell, Pioneers of the ACE Concept, Hone Arctic Skills in Alaska

Air Force Special Tactics Airmen with the 24SOW, Detachment 1, aka “D-Cell”, provided security while an Alaska Army National Guard HH-60M Black Hawk landed at Camp Mad Bull during CASEVAC training.

JOINT BASE ELMENDORF-RICHARDSON, Alaska – Agile Combat Employment is one of the most talked-about concepts in the Air Force. The ability to rapidly deploy and establish forward operating locations, manned by multi-capable Airmen, is the way the Air Force is crafting the future of warfare.

The Airmen of the 24th Special Operations Wing, Detachment 1, also known as Deployment Cell or “D-Cell,” have been doing just this for over 60 years.

The unit, based out of MacDill Air Force Base, Florida, consists of 54 members across 15 career fields, forming four agile teams. These teams of multi-capable Airmen are trained in 49 cross-functional tasks including Survival Evasion Resistance and Escape training, advanced shooting, and advanced combat casualty care.

The primary role of D-Cell is to “bare base,” which is to rapidly turn undeveloped locations into fully functional bases.

“The unique thing about us is that we have small teams that can go anywhere,” said Master Sgt. Nathan Johnson, a logistics superintendent and D-Cell Bravo Flight lead. “And because we can do other jobs, we can set up a bare base extremely fast, extremely efficiently.”

Due to working in such light and agile teams, being multi-capable Airmen is essential for mission success.

“Most of our Airmen are at – and I can say this comfortably – at probably a three-level in each other’s career fields, and some even a five-level,” said Master Sgt. Sammy Bridges, security forces superintendent and D-Cell Delta Flight lead.

“If I fall out, the next guy on my team, even though he might be a power [production] guy working on a generator, or he might be a services guy, guess what? He can still upload an aircraft,” added Staff Sgt. Jonathan Webb, an air transportation craftsman. “That [multi-capable Airman] concept is more than what you think it is.”

With their visibilities shifting towards future areas of operation, the unit visited Joint Base Elmendorf-Richardson (JBER), Alaska, Jan. 6 through 10, 2023, to test their operating capabilities in extreme-cold weather environments.

“We’re out here to see if we can validate the Arctic side of what we have to do,” explained Johnson. “We’ve been in a certain part of the world for a long time, and mindsets are changing over where we could go. This is so we can test what we’ve been doing since the ’60s in a cold environment.”

The team spent their time in Alaska operating out of Camp Mad Bull, a training area on JBER designed to provide realistic austere operating conditions to test unit capabilities.

“You’re used to building and being at different locations for the past 20 years, where the whole [Department of Defense] has been, right?” said Johnson. “So now you come up here in a different environment, and you have to test yourself in that sense it’s zero degrees here versus where you’re used to building in 90 degrees [weather].”

Over the week, D-Cell worked on troop movement in extreme cold and deep snow, tent construction, and night operations, all of which culminated into a simulated combat scenario.

The Airmen also spent two days working with the Alaska National Guard’s 2nd Battalion, 211th Aviation Regiment. One day was spent in a classroom with the regiment’s medevac unit, where they learned cold-weather specific tactical combat casualty care. The aviators also supported the training’s final combat scenario, providing medevacs to the simulated combat’s casualties.

“We’ve done medical training, [tactical combat casualty care] and things of that nature… now we’re getting knowledge from the Soldiers up here, who do things in the mountains and Arctic environment,” said Webb. “Pulling that knowledge of how you treat hypothermia, how you treat frostbite …. versus what we dealt with the past 20 years in a different [area of responsibility].”

“It wasn’t even necessarily the Arctic cold weather training, but it was the questions, the back-and-forth of it,” he continued. “You can read a book on it all day long, but if you’re talking to the author, you’ll get those little details. It’s good to have that insight.”

After the training wrapped up, the team prepared to leave the sub-zero temperatures of Alaska and return to the warm beaches of Florida – bringing back a new set of skills and validated capabilities.

“As leads, not only were we thinking about the actual build and the project,” said Johnson. “From my perspective, it’s about the personalities and the camaraderie. When you put people in an austere location in a stressful situation, whether it be from external weather or threats, how can those people come together and work as a team and react? It’s been an awesome experience together.”

By Senior Airman Patrick Sullivan, 673d ABW/PA

Squad Leaders Gain New Insight Through Army Course

Tuesday, January 24th, 2023

As Soldiers progress through the ranks in the Army, their level of responsibility increases to include leadership roles. Part of the process involves learning how to be an effective leader and mentor while balancing ongoing demands.

To better prepare for their role as a squad leader, four Soldiers with the “This is My Squad” Leader Panel attended the Squad Leader Development Course and the Counseling Enhancement Workshop at Fort Eustis, Virginia, to learn the necessary skills to enhance the performance of their squads.

Sgt. Maj. Of the Army Michael A. Grinston worked with the Army Resilience Directorate to advance this initiative as part of the SLDC course to allow squad leaders to reflect critically on their leadership style and to learn to employ evidence-based leadership skills.

“Sergeants and staff sergeants are entering the phase right now where they are either emulating a leader or trying to figure out how they can develop their own leadership style,” said Sgt. 1st Class Michael Barin, Ready and Resilient Training Division, Army Resilience Directorate. “This course provides junior NCOs the ability to understand what their leadership style looks like and how to leverage their values to realize it.”

Based on Army doctrine, the two-day course for sergeants and staff sergeants is designed to equip squad leaders with evidence-based skills and strategies for effective leadership to use in a range of situations.

“We started the course by identifying our leadership styles and how we can improve them,” said Staff Sgt. Jova Silva, plans and operations noncommissioned officer with Joint Task Force- National Capitol Region, U.S. Army Military District of Washington, Provost Marshal Protection Directorate. “We had several scenarios throughout the course where we’d have to identify certain aspects like thinking traps, different ways to approach the situation and how to address them.”

The course of instruction is provided by performance experts who are civilian contractors with graduate degrees in sports psychology, industrial/organizational psychology, social psychology or related fields. Instructors are also certified through the American Association of Sports Psychologists and start teaching once they have been integrated into their local Army communities.

“We want to make sure the instructors can meet squad leaders where they are and communicate with them in their own language,” Barin said.

During the course, squad leaders examined Army Doctrine Publication 6-22 and research from the fields of human performance, organizational psychology, and positive psychology to highlight the impact and importance of squad-level leadership behaviors. In addition, students assessed their abilities to lead and evaluated their characters as defined in ADP 6-22 to determine whether they aligned with the leadership philosophy they wanted to create.

In addition to SLDC, Soldiers participated in the Counseling Enhancement Workshop, which took place over three days, to teach squad leaders how to effectively conduct a counseling session using communication techniques in Army Technical Publication 6-22.1. The class was peer-to-peer led, and instructor-facilitated with built-in scenarios where students acted out the roles of counselor and counselee.

“The workshop breaks the institutionalized way of counseling and gets out of the ‘template, copy and paste’ way of doing things,” said Barin. “It teaches students how to properly communicate, have those hard and rewarding conversations, and record them properly.”

For Staff Sgt. Winifred Collette, supply noncommissioned officer with the 5th Security Force Assistance Brigade, the workshop was essential to help her look at counseling more humanely versus just following the regulation and policy.

“This class helped me realize that although we have a mission, we need to think about the humane aspect of the Soldiers standing to our left and right,” Collette said. “The mission will always be there, but the way we treat the people who accomplish it might determine how long we have them to rely on.”

According to assessments completed by the Walter Reed Army Institute of Research’s Research Transition Office, feedback from Soldiers who have gone through the course has been positive, with more than four out of five NCOs reporting the curriculum being well organized, important and beneficial.

“Junior leaders who complete the SLDC training leave with a better understanding of themselves as Army leaders,” said Dr. Ian Gutierrez, research psychologist with the WRAIR Research Transition Office. “Among those who received SLDC, the proportion of NCOs who agreed that they had a leadership philosophy and a mission statement increased by more than 30% from pre-training assessment to the final follow-up assessment, highlighting that the training not only prompted squad leaders to develop their own Army-aligned leadership philosophy during the course, but that they retained the benefits of this exercise two months following the training.”

ARD and WRAIR continue to refine the course curriculum based on iterative evaluations and direct feedback from Soldiers to produce a training experience that has a meaningful impact on junior Army leaders.

“It is important to ensure that Soldiers’ crowded training schedules are being filled with trainings that directly contribute to their ability to lead others, develop themselves and their fellow Soldiers, and achieve Army goals,” Gutierrez said. “We believe that this model of Army curriculum development for training in readiness and resilience will continue to yield successful outcomes in the years ahead.”

The SLDC course is available through ARD R2 Performance Centers at 32 Army installations. Any camp, post or station without an R2PC can submit a request for a mobile training team to come to their location.

The course is recommended for sergeants who have spent more than one year time-in-grade, and staff sergeants within their first year of promotion.

For more information, go to www.armyresilience.army.mil/ard/R2/I-Want-to-Schedule-Training.

By Josephine Pride

WEPTAC 2023: Solving Enterprise-Level Challenges

Monday, January 23rd, 2023

NELLIS AIR FORCE BASE, Nev. (AFNS) —  

U.S. and international combat air forces senior leaders participated in the Weapons and Tactics Conference and C2 Summit at Nellis Air Force Base, Jan. 2-13.

WEPTAC is Air Combat Command’s annual pinnacle of tactics and warfare with a charge to accelerate the modernization and development of solutions for the joint employment of forces across the range of Air Force core warfighting functions.

“There is a common saying of ‘As goes Nellis, so goes the Air Force,” said Maj. Gen. David Lyons, ACC director of operations, in a speech to an audience of nearly 1,400 U.S. and allied service members. “The primary focus of WEPTAC is the National Defense Strategy and therefore the U.S. Indo-Pacific Command. We are here at the nexus of airpower to advise and shape our nation’s warfighting prowess.”

Gen. Ken Wilsbach, Pacific Air Forces commander, gave the keynote address to this year’s summit and WEPTAC attendees, emphasizing a need for constant forward motion with innovation as a requirement for mission success.

“Innovation will be the key to ultimately winning the next fight,” Wilsbach said. “Improvements in innovation talked about at previous years’ WEPTACs can be seen in PACAF today.”

Lyons added that while focus on emerging technologies and processes like the Advanced Battle Management System are critical to the Air Force maintaining competitive advantage in the Indo-Pacific, effective employment of warfighting constants like mobility and logistics capabilities also remain vital to success in conflict in the region.

“Do not wish away logistics. There is no room for error when we look at the tyranny of distance in the Pacific,” Lyons said. “You cannot overlook tanker plans, logistics and sustainment, weapons, communications and mission-type orders. Think about and talk about these things, including swap-out plans, rejoin plans from disparate locations, and comm-out mission planning – there is nothing we can’t tackle when we put our minds to it.”

Along with the tyranny of distance in the Pacific, fiscal and political constraints limit the establishment of new enduring air bases. To address these challenges, the Air Force introduced Agile Combat Employment, or ACE: a proactive and reactive operational scheme of maneuver executed within threat timelines to increase survivability while generating air-combat power.

“ACE will expand the envelope in the next fight; it will be a highly contested environment,” Wilsbach said. “ACE needs to be exercised in every squadron, every day.”

The National Defense Strategy states that to enable our military advantage in the air domain for the long term. We must shift away from legacy platforms and weapons systems that are decreasing in relevance today and will be irrelevant in the future.

Addressing the Air and Space Force senior leaders in the audience, Lyons highlighted the multi-disciplinary specialists conducting WEPTAC’s various working groups.

“We have provided you experts of multiple disciplines to inform your solutions and outputs across multiple programs and resources to provide tangible, feasible decisions to support our conclusions,” he noted.

WEPTAC’s scope and purpose brings the future faster and accelerates change in the United States Air Force. In its 23rd year, WEPTAC continues to provide feedback from warfighters directly to general officers and decision-makers that lead to substantive enhancements and improvements across the Joint Force, both from tactics development and science and technology advancement recommendations.

Wilsbach concluded his speech with a straightforward charge, “It’s not going to be easy, but we must put in the work. No shortcuts.”

Story by Michael J. Hasenauer, Nellis Air Force Base Public Affairs

Photo by Airman 1st Class Josey Blades

Retired U.S. Army Sergeant Major Paved Way for EOD Technicians in Elite Special Forces Unit

Sunday, January 22nd, 2023

SOUTH FORK, Colo. – If you have spent much time on military-related social media platforms, you’ve probably seen some of the memes featuring a seasoned U.S. Army sergeant major with a Master Explosive Ordnance Disposal Badge and Combat Infantry Badge.

The Army EOD technician behind those memes is retired U.S. Army Sgt. Maj. Mike R. Vining, one of the founding members of the 1st Special Forces Operational Detachment-Delta (Airborne) and one of the unit’s first EOD technicians.

The reason his Army career has gained so much attention is because Vining has participated in many of the American military operations that defined the latter part of the 20th century, as an Explosive Ordnance Disposal technician and an elite Special Forces Operator.

Growing up in Howard City, Michigan, Vining was interested in science and mountain climbing. He received chemistry sets for Christmas every year and earned the Grand Prize in a High School Science Fair for a Wilson Cloud Chamber. Vining was also a member of the Science Club and Chess Club and participated in wrestling and track.

Vining then watched a movie that changed the trajectory of his life.

“I saw a World War II movie about a British soldier disarming a large German bomb in an underground chamber in London, England,” said Vining. “I thought, wow, that must take a lot to disarm a large ticking bomb.”

At 17, not long after the Tet Offensive in the Vietnam War, Vining went to an Army recruiting office and signed up to be an Ammunition Renovation Specialist with the plan of volunteering for EOD as soon as possible. After graduating from basic training camp at Fort Knox, Kentucky, he went to Ammunition Renovation School on Redstone Arsenal, Alabama, where he learned how to destroy unserviceable Code H ammunition during a course that was taught by EOD technicians.

He attended EOD training on Fort McClellan, Alabama, and Indian Head, Maryland, and graduated in May 1969.

While serving with the Technical Escort Unit at Edgewood Arsenal, Maryland, he volunteered to serve in Vietnam and he spent 11 months with the 99th Ordnance Detachment (EOD) in Phuoc Vinh, Vietnam, in an area west of Saigon and near the Cambodia border.

Two of the most memorable EOD operations of his career happened in 1970 when he participated in the destruction of the Rock Island East and Warehouse Hill enemy weapons and ammunition caches in Cambodia.

Vining was part of the seven-man Army EOD team that supported the 1st Cavalry Division mission to secure and destroy the largest weapons and ammunition cache discovered during the U.S. military’s involvement in the Vietnam War.

Named “Rock Island East” after the Rock Island Arsenal in Illinois, the enemy weapons cache had 932 individual weapons and 85 crew-served weapons as well as 7,079,694 small arms and machine gun rounds. The enemy cache also contained almost a thousand rounds of 85mm artillery shells that were used for the D-44 howitzer and the T-34 tank.

Vining and the EOD techs had to dodge enemy fire and endure biting red ants while working on the cache. After setting up “scare charges” to keep enemy forces out of the security perimeter, Vining made it on the helicopter in time to watch the explosion and see the mushroom cloud that was visible from 50 miles away. The seven Army EOD technicians at Rock Island East used 300 cases of C4 explosives to destroy 327 tons of enemy munitions.

During the operation to seize the cache site, 10 American Soldiers died and 20 were injured.

Later at the Warehouse Hill operation in Cambodia, the EOD team had to disarm booby traps and crawl into underground tunnels to place C4 explosives on 14 cache sites. Vining had to contend with large cave crickets, poisonous centipedes, spiders, bats and scorpions in the narrow tunnels. The teams used 120 cases of C4 explosives to destroy hundreds of thousands of enemy rounds.

After completing his tour in Vietnam, Vining left the Army and returned home to Michigan. He got a job at a plant that stamped out automotive body parts for Ford Motor Company and then became the lead employee on the third shift of the largest press in the plant, a 500-ton press.

“Although it was very good pay, I did not see myself doing this for 20 to 30 years,” said Vining. “In October of 1973, I saw my Army recruiter and asked to go back into the Army.”

The U.S. Army recruiter told Vining that he would have to serve as an EOD technician again, which was exactly what he wanted. He was assigned to the 63rd Ordnance Detachment (EOD) on Fort Leonard Wood, Missouri.

Vining was serving on a U.S. Secret Service support mission when his EOD supervisor, Sgt. Maj. Kenneth Ray Foster, Sr., was killed by an improvised explosive device at the Quincy Compressor Division Plant in Illinois, in 1976. Afterward, Vining thought it was time for a change.

“I decided to take Emergency Medical Technician training and following that I decided to volunteer to be a Special Forces medic,” said Vining. “I was getting out of EOD when my control sergeant major told me that they were forming a new Special Forces organization at Fort Bragg, North Carolina, and that they were looking for six EOD techs.”

Vining called the number and flew to Fort Bragg, North Carolina, for an interview with Col. “Chargin’ Charlie” Beckwith, the founder of the 1st Special Forces Operational Detachment-Delta. Beckwith envisioned the concept that the U.S. Army should have a counterterrorism unit like the British Special Air Service.

“Two weeks later, I was one of four Army EOD techs to start the Operator Training Course 1,” said Vining. “Only two of us made it through. The second person was (retired Sgt. Maj.) Dennis E. Wolfe.”

One of the unit’s first operations was the clandestine mission to rescue 53 American hostages at the U.S. Embassy in Tehran, Iran. Known as Operation Eagle Claw, the rescue mission was cancelled after the loss of three helicopters during a sandstorm at the staging site known as Desert One. While the aircraft were leaving the Desert One staging area, a RH-53D helicopter crashed into the transport aircraft that Vining and his team was on.

The helicopter rotor chopped into the top of the fuel-laden aircraft and a fireball shot by Vining and his team. As the EC-130E “Bladder Bird” was engulfed in flames and munitions cooked off around them, Vining and his teammates made it off the aircraft. Vining and his team got on another aircraft with faulty landing gear and just enough fuel to make it across the water to safety.

During the Desert One aircraft collision, eight American troops were killed and both aircraft were destroyed.

Joint Special Operations Command was created as a result of the investigation that followed the ill-fated rescue mission.

In October 1983 during Operation Urgent Fury, when U.S. forces invaded the Caribbean Island of Grenada following the pro-Cuban coup there, Vining was on a rescue team sent to free political prisoners at the Richmond Hill Prison.

His Blackhawk helicopter came under intense enemy anti-aircraft fire on approach to the prison facility and the mission had to be delayed.

The political prisoners were released before a second mission was launched.

After seven years of serving with distinction in Delta Force, Vining accepted an assignment with the 176th Ordnance Detachment (EOD) on Fort Richardson, Alaska. He made the move to be more promotable within the EOD community and to be close to the mountains of the 49th state.

While in Alaska, he maintained his proficiency for EOD missions and later came back to twice climb the 20,310-foot Mount Denali, the highest mountain in North America.

Within one year, he was back at the 1st Special Forces Operational Detachment-Delta, where he would serve in Operation Desert Storm. Although his EOD duties didn’t change, Vining switched to infantry during this time to make himself more promotable within the elite Special Forces unit.

During this second 1st Special Forces Operational Detachment-Delta tour, Vining also participated in Operation Pocket Planner during a Federal Penitentiary prison riot in Atlanta in 1987.

Vining would later serve at the Joint Special Operations Command as an exercise planner and J-3 Special Plans sergeant major. He was the Joint Special Operations Task Force senior enlisted advisor aboard the aircraft carrier USS America (CV 66) during Operation Uphold Democracy in Haiti.

The sergeant major also served as an explosive investigator on the task force that investigated the 1996 Khobar Tower bombing in Dharan, Saudi Arabia, and he used the lessons learned from that attack to help hardened U.S. installations around the world.

During nearly three decades in uniform, Vining earned the Combat Infantry Badge, Master Explosive Ordnance Disposal Badge, Parachutist Badge, Military Free Fall Parachutist Badge and Austrian Police High Alpine “Gendarmerie-Hochalpinist” Badge.

Vining racked up a huge stack of medals and ribbons that include the Legion of Merit Medal, Bronze Star Medal, two Defense Meritorious Service Medals, Army Meritorious Service Medal, Joint Service Commendation Medal, Army Commendation Medal, two Joint Service Achievement Medals and the Army Achievement Medal. He also earned his Bachelor of Science Degree in Sociology from the University of the State of New York.

Vining said he was glad when the U.S. Army established the 28th Ordnance Company (EOD) (Airborne) to support U.S. Army Ranger and Special Forces missions around the world, as well as the two Airborne Platoons of the 722nd Ordnance Company (EOD) and 767th Ordnance Company (EOD) to support the 82nd Airborne Division’s Immediate Response Force mission.

The Fort Bragg, North Carolina-based companies are all part of 192nd EOD Battalion, 52nd EOD Group and 20th Chemical, Biological, Radiological, Nuclear, Explosives (CBRNE) Command, the U.S. military’s premier all hazards command.

Vining said that the Kirtland Air Force Base New Mexico-headquartered 21stOrdnance Company (EOD WMD) was another welcome addition to the U.S. Army EOD units. The highly specialized company is part of the 71st EOD Group and 20th CBRNE Command.

From 19 bases in 16 states, Soldiers and U.S. Army civilians from 20th CBRNE Command take on the world’s most dangerous hazards in support of joint, interagency and allied operations.

“In my time, Army EOD was viewed as Combat Service Support, but in reality, Army EOD is Combat Support and has always been that way and that means supporting Special Operations and Airborne forces,” said Vining.

Vining said the key to success in the EOD profession is noncommissioned officer (NCO) leadership and mentorship.

“Mentorship is one of the duties of a senior NCO,” he said.

The Army EOD community marked its 80th anniversary in 2022 and NCOs have played a critical role in the EOD profession since its inception. Led by noncommissioned officers, EOD teams often serve on their own in austere environments, covering vast operational areas.

Vining also encouraged EOD techs to seek help for both the seen and unseen scars of war that come with the profession.

“I believe if you spend a career in EOD that you will witness severe injuries and death,” he said. “EOD is an inherently dangerous career but it is also a very rewarding career knowing you have eliminated a hazardous situation.

“If you are suffering from events that you were involved in, you are not alone in dealing with this kind of trauma. I encourage you to open up and just talk about it to a fellow EOD tech or an EOD veteran,” said Vining. “From World War II to the present, we have all witnessed the horrors of war and even the dangerous job we do in peacetime.”

In January 1999, Vining retired from the U.S. Army and married his wife Donna Ikenberry, a hiking guidebook author, professional wildlife photographer and freelance photojournalist. They were engaged at the top of Mount Rainer in Washington and exchanged wedding vows on Mauna Kea, the highest mountain in Hawaii.

Today, they live together in South Fork, Colorado, where Vining continues to enjoy spelunking, skiing, rock climbing and mountaineering. He also remains active in the veteran’s community.

Vining was inducted into the U.S. Army Ordnance Corps Hall of Fame in 2018.

When he hung up his highly decorated uniform after nearly three decades of service, Vining said he never knew that his storied career would later launch a tidal wave of memes.

“I do not know how any of the memes got started,” said Vining. “One of my grandchildren saw that someone even did a Pokémon card on me.”

By Walter Ham