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  • AI for ETL test automation
    AI is transforming ETL testing by automating test cases, validating large datasets, detecting errors, and monitoring processes in real-time. It improves scalability, reduces manual effort, and ensures accurate, high-quality data. With AI-powered ETL testing, organizations can process complex data efficiently, minimize risks, and make faster, more reliable business decisions.
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    AI for ETL test automation AI is transforming ETL testing by automating test cases, validating large datasets, detecting errors, and monitoring processes in real-time. It improves scalability, reduces manual effort, and ensures accurate, high-quality data. With AI-powered ETL testing, organizations can process complex data efficiently, minimize risks, and make faster, more reliable business decisions. Learn More: https://www.webomates.com/blog/ai-in-etl-testing/ #AIinETL #ETLTesting #DataAutomation #DataValidation #ScalableTesting #ErrorDetection #DataQuality #Webomates
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  • Continuous Integration In Agile
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    Continuous Integration In Agile In today’s Agile landscape, Continuous Integration is essential. Webomates’ AI-powered test automation platform seamlessly integrates with CI/CD pipelines, ensuring continuous testing, validation, and defect-free deployments. With auto-retesting, real-time triage, and self-healing tests, teams achieve faster feedback, higher coverage, and reduced time-to-market. Experience Agile-ready CI/CD automation with Webomates. Learn more: https://www.webomates.com/blog/ci-cd/devopsci-cd-and-agile/ #agile #cicd #testautomation #devops #webomates
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    Agile vs DevOps (CI/CD) - Introduction & Comparison – Webomates
    As a part of DevOps, we try to achieve CI/CD (Continuous Integration and Continuous Deployment), which means to continuously Integrate (Build-Review-Test) and deploy (/install) the builds so that the time to market is reduced with a Continuous Testing method validating the efficacy of the latest software build.
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  • Traditional Testing Methods
    Traditional Testing Methods often struggle with inefficiencies, high maintenance, and delayed feedback. Webomates revolutionizes this space by replacing outdated, manual approaches with its AI-powered Testing as a Service (TaaS) platform. Unlike traditional testing methods, Webomates automates test case generation, execution, and maintenance, drastically reducing test cycle times and human error. With features like AiHealing, intelligent defect triaging, and a centralized smart dashboard, Webomates ensures faster releases, higher quality, and seamless scalability. Say goodbye to the limitations of traditional testing methods—embrace the future with Webomates.
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    Traditional Testing Methods Traditional Testing Methods often struggle with inefficiencies, high maintenance, and delayed feedback. Webomates revolutionizes this space by replacing outdated, manual approaches with its AI-powered Testing as a Service (TaaS) platform. Unlike traditional testing methods, Webomates automates test case generation, execution, and maintenance, drastically reducing test cycle times and human error. With features like AiHealing, intelligent defect triaging, and a centralized smart dashboard, Webomates ensures faster releases, higher quality, and seamless scalability. Say goodbye to the limitations of traditional testing methods—embrace the future with Webomates. For more info:- https://www.webomates.com/blog/how-ai-can-help-overcome-traditional-testing-challenges/ #AITesting, #SoftwareTesting, #TestAutomation, #TraditionalTesting, #MachineLearning, #DefectPrediction, #AiHealing, #TestingAsAService, #QualityAssurance, #CICDIntegration, #TestCoverage, #RegressionTesting, #SmartTesting, #DevOps, #ScalableTesting, #Webomates, #DigitalTransformation
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    Know how AI can help overcome traditional testing challenges
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  • AI-Powered Test Automation
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    AI-Powered Test Automation AI-powered test automation is reshaping QA in 2025. Tools like Webo.ai, Mabl, Functionize, and Tricentis use self-healing, predictive analytics, and AI-driven test generation to cut maintenance, speed releases, and boost quality. By automating beyond scripts, they help teams catch defects early, reduce costs, and deliver reliable software faster. Learn more: https://www.webomates.com/blog/top-5-ai-testing-tools-to-accelerate-testing-in-2025/ #AITesting #TestAutomation #QualityEngineering #DevOps #ContinuousTesting #SelfHealingTests #Webomates #SoftwareQuality #TestingTools2025
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    Top 5 AI testing Tools to accelerate testing in 2025
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  • AI Digital Marketing Course in Jaipur

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  • Discover Webomates’ Complete Guide to Test Automation—your roadmap to faster, smarter, and more reliable QA. Learn test selection, frameworks, and best practices powered by AI and CI/CD integration. Transform testing into a competitive edge with Webomates CQ. Elevate speed, quality, and ROI today. https://www.webomates.com/blog/automation-testing/automate-to-elevate-the-complete-guide-to-test-automation/
    Discover Webomates’ Complete Guide to Test Automation—your roadmap to faster, smarter, and more reliable QA. Learn test selection, frameworks, and best practices powered by AI and CI/CD integration. Transform testing into a competitive edge with Webomates CQ. Elevate speed, quality, and ROI today. https://www.webomates.com/blog/automation-testing/automate-to-elevate-the-complete-guide-to-test-automation/
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    Automate to Elevate: The Complete Guide to Test Automation
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    The AI-Powered Diagnostic Radiogenomics Devices market was valued at USD 990.00 Million in 2024 and is expected to reach USD 4,089.49 Million by 2032, growing at a CAGR of 19.4% (2025-2032). Get insights on trends, segmentation, and key players with Data Bridge Market Research Reports.
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  • Self-Healing Test Automation

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    Accelerate your software releases with AiHealing
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  • Smart Construction Sites: The Role of Next-Gen Heavy Vehicles 2031

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    Smart Construction Sites: The Role of Next-Gen Heavy Vehicles 2031 Get Full Report: https://www.businessmarketinsights.com/reports/heavy-construction-vehicles-market The heavy construction vehicles market size is expected to reach US$ 76.3 billion by 2031 from US$ 51.3 billion in 2024. The market is estimated to record a CAGR of 6.0% from 2025 to 2031. Get a sample PDF of the report – https://www.businessmarketinsights.com/sample/BMIPUB00031691?utm_source=Blog&utm_medium=10640 Executive Summary and Global Market Analysis: The heavy construction vehicles market, encompassing equipment like dump trucks, concrete mixers, pavers, and trenchers, is experiencing robust global growth, driven by rapid urbanization, infrastructure development, and technological advancements. Valued at billions annually, the market is projected to expand steadily through 2030, fueled by rising demand for modern infrastructure in both developed and emerging economies. Key global drivers include government-led infrastructure investments, such as China's Belt and Road Initiative and India's smart city projects, alongside the adoption of sustainable technologies like electric and hydrogen-powered vehicles. Automation and smart systems, including AI-driven cranes and telematics-enabled trucks, are enhancing efficiency, further propelling market growth. #HeavyConstructionVehicles #ConstructionEquipment #HeavyMachinery #InfrastructureDevelopment #FleetManagement #SmartConstruction #EquipmentInnovation #ElectricMachinery #AutonomousVehicles #ConstructionIndustry #Excavators #Bulldozers #RoadBuilding #SustainableConstruction #ConstructionFleet #GlobalInfrastructure #MarketForecast #EquipmentRental #Telematics #2031Outlook
    WWW.BUSINESSMARKETINSIGHTS.COM
    Heavy Construction Vehicle Market Outlook (2021-2031) by Vehicle Type, Fuel Type, End-user
    Heavy Construction Vehicle Market was valued at US$ 51.3 Billion in 2024 and is projected to reach US$ 76.3 Billion by 2031 with a CAGR of 6.0% from 2025 to 2031 segmented into Vehicle Type, Fuel Type, End-user.
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  • AFI Rentals offers a wide range of powered access hire equipment in the London, It is used in many applications where a straight vertical lift is required. Electric scissor lifts and diesel scissor lift models are available with various features. Visit our website to get more info.
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    AFI Rentals offers a wide range of powered access hire equipment in the London, It is used in many applications where a straight vertical lift is required. Electric scissor lifts and diesel scissor lift models are available with various features. Visit our website to get more info. https://www.afi-rentals.co.uk/
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  • Revolutionizing Quality Control with Digital Inspection

    Digital inspection is transforming quality control across various industries by leveraging advanced technologies such as artificial intelligence (AI), the Internet of Things (IoT), and automated imaging systems. This innovative approach enhances accuracy, speeds up the inspection process, and reduces human error, making it an essential tool in manufacturing, aerospace, healthcare, automotive, and other industries. Unlike traditional manual inspections, digital inspection utilizes high-resolution imaging, AI-driven analysis, and real-time monitoring to detect defects, inconsistencies, and irregularities with unparalleled precision. Businesses adopting digital inspection solutions experience increased efficiency, cost savings, and improved compliance with industry standards.

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    Revolutionizing Quality Control with Digital Inspection Digital inspection is transforming quality control across various industries by leveraging advanced technologies such as artificial intelligence (AI), the Internet of Things (IoT), and automated imaging systems. This innovative approach enhances accuracy, speeds up the inspection process, and reduces human error, making it an essential tool in manufacturing, aerospace, healthcare, automotive, and other industries. Unlike traditional manual inspections, digital inspection utilizes high-resolution imaging, AI-driven analysis, and real-time monitoring to detect defects, inconsistencies, and irregularities with unparalleled precision. Businesses adopting digital inspection solutions experience increased efficiency, cost savings, and improved compliance with industry standards. Read More - https://www.marketresearchfuture.com/reports/digital-inspection-market-6141 The implementation of digital inspection involves integrating smart sensors, cameras, and AI-powered software into the production line or inspection stations. These systems analyze images and data in real-time, ensuring that even minute defects are identified and addressed before products reach the market. In industries like automotive and aerospace, where precision is critical, digital inspection ensures safety, reliability, and compliance with stringent regulations. Furthermore, IoT-enabled inspection tools provide remote access and predictive maintenance capabilities, allowing businesses to identify potential issues before they escalate into costly failures. The benefits of digital inspection extend beyond quality assurance, offering a proactive approach to maintenance and process optimization. AI-based inspection tools continuously learn from past data, improving their accuracy and effectiveness over time. This automation minimizes downtime, enhances productivity, and reduces waste, contributing to sustainable manufacturing practices. Moreover, digital inspection solutions are highly adaptable, making them suitable for diverse industries such as food and beverage, pharmaceuticals, and electronics, where high precision and compliance with safety standards are paramount. In addition to defect detection, digital inspection also streamlines regulatory compliance by providing digital records and audit trails. Automated documentation ensures traceability, making it easier for businesses to adhere to industry regulations and respond to quality control challenges. As technology advances, innovations such as 3D imaging, machine learning algorithms, and cloud-based inspection platforms continue to enhance digital inspection capabilities. These advancements make quality control more accessible, efficient, and reliable than ever before.
    WWW.MARKETRESEARCHFUTURE.COM
    Digital Inspection Market Size, Industry Share - 2032
    Digital Inspection Market size is projected to grow USD 10.2 Billion by 2032, exhibiting a CAGR of 7.47% during the forecast period 2024 - 2032.
    0 التعليقات 0 المشاركات 33729 مشاهدة
  • via: Ghosts of the Battlefield
    ·
    JUST WHAT "JOE" SOLDIER NEEDS!

    The HZ-1 Aerocycle, also known as the De Lackner HZ-1 Aerocycle, was an experimental single-man helicopter developed by the De Lackner Helicopters company for the United States Army in the 1950s. It was designed as a potential reconnaissance and personal transport vehicle that could be operated by a soldier with minimal training.

    Key Features and Design:
    Configuration: The HZ-1 Aerocycle had a unique design featuring two contra-rotating rotors mounted on a small platform. The pilot stood on the platform and used handlebars for control.

    Controls:
    The controls were simple, allowing the pilot to maneuver the craft by shifting their body weight. The handlebar controls were used for throttle and pitch control.

    Powerplant:
    It was powered by a 40 horsepower piston engine.

    Intended Use:
    The Aerocycle was intended for use by infantry troops to provide quick, flexible reconnaissance and transportation capabilities. It was envisioned that soldiers could learn to fly it with minimal training, much like riding a bicycle.

    Development and Testing:
    The concept was tested in the mid-1950s, with several prototypes built and tested. The aircraft demonstrated the feasibility of the concept but encountered stability issues and was deemed too dangerous for practical military use.

    Performance:
    Speed: The Aerocycle could reach speeds of up to 75 miles per hour (120 km/h).
    Range: It had a limited range, suitable for short reconnaissance missions.
    Altitude: It could achieve an operational ceiling of around 5,000 feet (1,500 meters).

    Challenges and Cancellation:
    The HZ-1 Aerocycle faced several significant challenges that ultimately led to its cancellation:

    Stability and Safety:
    The aircraft was difficult to control, and there were concerns about the safety of untrained pilots operating it. Test flights revealed that even minor pilot errors could lead to crashes.

    Pilot Training:
    Despite initial hopes, the learning curve for safely operating the Aerocycle was steeper than anticipated.

    Technological Limitations:
    The technology of the time was not advanced enough to provide the necessary stability and control systems for such a small and lightweight aircraft.

    Legacy:
    Though the HZ-1 Aerocycle never entered production or operational use, it remains an interesting example of the innovative and experimental approach to solving military transport and reconnaissance challenges in the mid-20th century. The concept of personal VTOL (Vertical Take-Off and Landing) aircraft continues to inspire modern aviation and drone technology developments.

    Some HZ-1 Aerocycle prototypes can be seen in aviation museums, serving as a testament to the bold and imaginative designs explored during that era.

    https://www.facebook.com/photo?fbid=438023952276341&set=a.233576482721090
    via: Ghosts of the Battlefield · JUST WHAT "JOE" SOLDIER NEEDS! The HZ-1 Aerocycle, also known as the De Lackner HZ-1 Aerocycle, was an experimental single-man helicopter developed by the De Lackner Helicopters company for the United States Army in the 1950s. It was designed as a potential reconnaissance and personal transport vehicle that could be operated by a soldier with minimal training. Key Features and Design: Configuration: The HZ-1 Aerocycle had a unique design featuring two contra-rotating rotors mounted on a small platform. The pilot stood on the platform and used handlebars for control. Controls: The controls were simple, allowing the pilot to maneuver the craft by shifting their body weight. The handlebar controls were used for throttle and pitch control. Powerplant: It was powered by a 40 horsepower piston engine. Intended Use: The Aerocycle was intended for use by infantry troops to provide quick, flexible reconnaissance and transportation capabilities. It was envisioned that soldiers could learn to fly it with minimal training, much like riding a bicycle. Development and Testing: The concept was tested in the mid-1950s, with several prototypes built and tested. The aircraft demonstrated the feasibility of the concept but encountered stability issues and was deemed too dangerous for practical military use. Performance: Speed: The Aerocycle could reach speeds of up to 75 miles per hour (120 km/h). Range: It had a limited range, suitable for short reconnaissance missions. Altitude: It could achieve an operational ceiling of around 5,000 feet (1,500 meters). Challenges and Cancellation: The HZ-1 Aerocycle faced several significant challenges that ultimately led to its cancellation: Stability and Safety: The aircraft was difficult to control, and there were concerns about the safety of untrained pilots operating it. Test flights revealed that even minor pilot errors could lead to crashes. Pilot Training: Despite initial hopes, the learning curve for safely operating the Aerocycle was steeper than anticipated. Technological Limitations: The technology of the time was not advanced enough to provide the necessary stability and control systems for such a small and lightweight aircraft. Legacy: Though the HZ-1 Aerocycle never entered production or operational use, it remains an interesting example of the innovative and experimental approach to solving military transport and reconnaissance challenges in the mid-20th century. The concept of personal VTOL (Vertical Take-Off and Landing) aircraft continues to inspire modern aviation and drone technology developments. Some HZ-1 Aerocycle prototypes can be seen in aviation museums, serving as a testament to the bold and imaginative designs explored during that era. https://www.facebook.com/photo?fbid=438023952276341&set=a.233576482721090
    Wow
    1
    1 التعليقات 0 المشاركات 32407 مشاهدة
  • LESSONS IN LEADERSHIP: From a Janitor
    By Colonel James E. Moschgat, Commander of the 12th Operations Group, 12th Flying Training Wing, Randolph Air Force Base, Texas

    William “Bill” Crawford certainly was an unimpressive figure, one you could easily overlook during a hectic day at the U.S. Air Force Academy. Mr. Crawford, as most of us referred to him back in the late 1970s, was our squadron janitor.

    While we cadets busied ourselves preparing for academic exams, athletic events, Saturday morning parades and room inspections, or never-ending leadership classes, Bill quietly moved about the squadron mopping and buffing floors, emptying trash cans, cleaning toilets, or just tidying up the mess 100 college-age kids can leave in a dormitory. Sadly, and for many years, few of us gave him much notice, rendering little more than a passing nod or throwing a curt, “G’morning!” in his direction as we hurried off to our daily duties.

    Why? Perhaps it was because of the way he did his job-he always kept the squadron area spotlessly clean, even the toilets and showers gleamed. Frankly, he did his job so well, none of us had to notice or get involved.

    After all, cleaning toilets was his job, not ours. Maybe it was is physical appearance that made him disappear into the background. Bill didn’t move very quickly and, in fact, you could say he even shuffled a bit, as if he suffered from some sort of injury. His gray hair and wrinkled face made him appear ancient to a group of young cadets. And his crooked smile, well, it looked a little funny. Face it, Bill was an old man working in a young person’s world. What did he have to offer us on a personal level?

    Finally, maybe it was Mr. Crawford’s personality that rendered him almost invisible to the young people around him. Bill was shy, almost painfully so. He seldom spoke to a cadet unless they addressed him first, and that didn’t happen very often. Our janitor always buried himself in his work, moving about with stooped shoulders, a quiet gait, and an averted gaze. If he noticed the hustle and bustle of cadet life around him, it was hard to tell. So, for whatever reason, Bill blended into the woodwork and became just another fixture around the squadron. The Academy, one of our nation’s premier leadership laboratories, kept us busy from dawn till dusk. And Mr. Crawford...well, he was just a janitor.

    That changed one fall Saturday afternoon in 1976. I was reading a book about World War II and the tough Allied ground campaign in Italy, when I stumbled across an incredible story. On September 13, 1943, a Private William Crawford from Colorado, assigned to the 36th Infantry Division, had been involved in some bloody fighting on Hill 424 near Altavilla, Italy. The words on the page leapt out at me: “in the face of intense and overwhelming hostile fire... with no regard for personal safety... on his own initiative, Private Crawford single-handedly attacked fortified enemy positions.” It continued, “for conspicuous gallantry and intrepidity at risk of life above and beyond the call of duty, the President of the United States...”

    “Holy cow,” I said to my roommate, “you’re not going to believe this, but I think our janitor is a Medal of Honor winner.” We all knew Mr. Crawford was a WWII Army vet, but that didn’t keep my friend from looking at me as if I was some sort of alien being. Nonetheless, we couldn’t wait to ask Bill about the story on Monday. We met Mr. Crawford bright and early Monday and showed him the page in question from the book, anticipation and doubt in our faces. He starred at it for a few silent moments and then quietly uttered something like, “Yep, that’s me.”

    Mouths agape, my roommate and I looked at one another, then at the book, and quickly back at our janitor.

    Almost at once we both stuttered, “Why didn’t you ever tell us about it?” He slowly replied after some thought,

    “That was one day in my life and it happened a long time ago.”

    I guess we were all at a loss for words after that. We had to hurry off to class and Bill, well, he had chores to attend to. However, after that brief exchange, things were never again the same around our squadron. Word spread like wildfire among the cadets that we had a hero in our midst-Mr. Crawford, our janitor, had won the Medal! Cadets who had once passed by Bill with hardly a glance, now greeted him with a smile and a respectful, “Good morning, Mr. Crawford.”

    Those who had before left a mess for the “janitor” to clean up started taking it upon themselves to put things in order. Most cadets routinely stopped to talk to Bill throughout the day and we even began inviting him to our formal squadron functions. He’d show up dressed in a conservative dark suit and quietly talk to those who approached him, the only sign of his heroics being a simple blue, star-spangled lapel pin.

    Almost overnight, Bill went from being a simple fixture in our squadron to one of our teammates. Mr. Crawford changed too, but you had to look closely to notice the difference. After that fall day in 1976, he seemed to move with more purpose, his shoulders didn’t seem to be as stooped, he met our greetings with a direct gaze and a stronger “good morning” in return, and he flashed his crooked smile more often. The squadron gleamed as always, but everyone now seemed to notice it more. Bill even got to know most of us by our first names, something that didn’t happen often at the Academy. While no one ever formally acknowledged the change, I think we became Bill’s cadets and his squadron.

    As often happens in life, events sweep us away from those in our past. The last time I saw Bill was on graduation day in June 1977. As I walked out of the squadron for the last time, he shook my hand and simply said, “Good luck, young man.” With that, I embarked on a career that has been truly lucky and blessed. Mr. Crawford continued to work at the Academy and eventually retired in his native Colorado where he resides today, one of four Medal of Honor winners living in a small town.

    A wise person once said, “It’s not life that’s important, but those you meet along the way that make the difference.” Bill was one who made a difference for me. While I haven’t seen Mr. Crawford in over twenty years, he’d probably be surprised to know I think of him often. Bill Crawford, our janitor, taught me many valuable, unforgettable leadership lessons. Here are ten I’d like to share with you.

    1. Be Cautious of Labels. Labels you place on people may define your relationship to them and bound their potential. Sadly, and for a long time, we labeled Bill as just a janitor, but he was so much more. Therefore, be cautious of a leader who callously says, “Hey, he’s just an Airman.” Likewise, don’t tolerate the O-1, who says, “I can’t do that, I’m just a lieutenant.”

    2. Everyone Deserves Respect. Because we hung the “janitor” label on Mr. Crawford, we often wrongly treated him with less respect than others around us. He deserved much more, and not just because he was a Medal of Honor winner. Bill deserved respect because he was a janitor, walked among us, and was a part of our team.

    3. Courtesy Makes a Difference. Be courteous to all around you, regardless of rank or position. Military customs, as well as common courtesies, help bond a team. When our daily words to Mr. Crawford turned from perfunctory “hellos” to heartfelt greetings, his demeanor and personality outwardly changed. It made a difference for all of us.

    4. Take Time to Know Your People. Life in the military is hectic, but that’s no excuse for not knowing the people you work for and with. For years a hero walked among us at the Academy and we never knew it. Who are the heroes that walk in your midst?

    5. Anyone Can Be a Hero. Mr. Crawford certainly didn’t fit anyone’s standard definition of a hero. Moreover, he was just a private on the day he won his Medal. Don’t sell your people short, for any one of them may be the hero who rises to the occasion when duty calls. On the other hand, it’s easy to turn to your proven performers when the chips are down, but don’t ignore the rest of the team. Today’s rookie could and should be tomorrow’s superstar.

    6. Leaders Should Be Humble. Most modern day heroes and some leaders are anything but humble, especially if you calibrate your “hero meter” on today’s athletic fields. End zone celebrations and self-aggrandizement are what we’ve come to expect from sports greats. Not Mr. Crawford-he was too busy working to celebrate his past heroics. Leaders would be well-served to do the same.

    7. Life Won’t Always Hand You What You Think You Deserve. We in the military work hard and, dang it, we deserve recognition, right? However, sometimes you just have to persevere, even when accolades don’t come your way. Perhaps you weren’t nominated for junior officer or airman of the quarter as you thought you should - don’t let that stop you.

    8. Don’t pursue glory; pursue excellence. Private Bill Crawford didn’t pursue glory; he did his duty and then swept floors for a living. No job is beneath a Leader. If Bill Crawford, a Medal of Honor winner, could clean latrines and smile, is there a job beneath your dignity? Think about it.

    9. Pursue Excellence. No matter what task life hands you, do it well. Dr. Martin Luther King said, “If life makes you a street sweeper, be the best street sweeper you can be.” Mr. Crawford modeled that philosophy and helped make our dormitory area a home.

    10. Life is a Leadership Laboratory. All too often we look to some school or PME class to teach us about leadership when, in fact, life is a leadership laboratory. Those you meet everyday will teach you enduring lessons if you just take time to stop, look and listen. I spent four years at the Air Force Academy, took dozens of classes, read hundreds of books, and met thousands of great people. I gleaned leadership skills from all of them, but one of the people I remember most is Mr. Bill Crawford and the lessons he unknowingly taught. Don’t miss your opportunity to learn.

    Bill Crawford was a janitor. However, he was also a teacher, friend, role model and one great American hero. Thanks, Mr. Crawford, for some valuable leadership lessons.

    Dale Pyeatt, Executive Director of the National Guard Association of Texas, comments: And now, for the “rest of the story”: Pvt William John Crawford was a platoon scout for 3rd Platoon of Company L 1 42nd Regiment 36th Division (Texas National Guard) and won the Medal Of Honor for his actions on Hill 424, just 4 days after the invasion at Salerno.

    On Hill 424, Pvt Crawford took out 3 enemy machine guns before darkness fell, halting the platoon’s advance.
    Pvt Crawford could not be found and was assumed dead. The request for his MOH was quickly approved.

    Major General Terry Allen presented the posthumous MOH to Bill Crawford’s father, George, on 11 May 1944 in Camp (now Fort) Carson, near Pueblo. Nearly two months after that, it was learned that Pvt Crawford was alive in a POW camp in Germany. During his captivity, a German guard clubbed him with his rifle. Bill overpowered him, took the rifle away, and beat the guard unconscious. A German doctor’s testimony saved him from severe punishment, perhaps death. To stay ahead of the advancing Russian army, the prisoners were marched 500 miles in 52 days in the middle of the German winter, subsisting on one potato a day. An allied tank column liberated the camp in the spring of 1945, and Pvt Crawford took his first hot shower in 18 months on VE Day. Pvt Crawford stayed in the army before retiring as a MSG and becoming a janitor. In 1984, President Ronald Reagan officially presented the MOH to Bill Crawford.

    William Crawford passed away in 2000. He is the only U.S. Army veteran and sole Medal of Honor winner to be buried in the cemetery of the U.S. Air Force Academy.
    LESSONS IN LEADERSHIP: From a Janitor By Colonel James E. Moschgat, Commander of the 12th Operations Group, 12th Flying Training Wing, Randolph Air Force Base, Texas William “Bill” Crawford certainly was an unimpressive figure, one you could easily overlook during a hectic day at the U.S. Air Force Academy. Mr. Crawford, as most of us referred to him back in the late 1970s, was our squadron janitor. While we cadets busied ourselves preparing for academic exams, athletic events, Saturday morning parades and room inspections, or never-ending leadership classes, Bill quietly moved about the squadron mopping and buffing floors, emptying trash cans, cleaning toilets, or just tidying up the mess 100 college-age kids can leave in a dormitory. Sadly, and for many years, few of us gave him much notice, rendering little more than a passing nod or throwing a curt, “G’morning!” in his direction as we hurried off to our daily duties. Why? Perhaps it was because of the way he did his job-he always kept the squadron area spotlessly clean, even the toilets and showers gleamed. Frankly, he did his job so well, none of us had to notice or get involved. After all, cleaning toilets was his job, not ours. Maybe it was is physical appearance that made him disappear into the background. Bill didn’t move very quickly and, in fact, you could say he even shuffled a bit, as if he suffered from some sort of injury. His gray hair and wrinkled face made him appear ancient to a group of young cadets. And his crooked smile, well, it looked a little funny. Face it, Bill was an old man working in a young person’s world. What did he have to offer us on a personal level? Finally, maybe it was Mr. Crawford’s personality that rendered him almost invisible to the young people around him. Bill was shy, almost painfully so. He seldom spoke to a cadet unless they addressed him first, and that didn’t happen very often. Our janitor always buried himself in his work, moving about with stooped shoulders, a quiet gait, and an averted gaze. If he noticed the hustle and bustle of cadet life around him, it was hard to tell. So, for whatever reason, Bill blended into the woodwork and became just another fixture around the squadron. The Academy, one of our nation’s premier leadership laboratories, kept us busy from dawn till dusk. And Mr. Crawford...well, he was just a janitor. That changed one fall Saturday afternoon in 1976. I was reading a book about World War II and the tough Allied ground campaign in Italy, when I stumbled across an incredible story. On September 13, 1943, a Private William Crawford from Colorado, assigned to the 36th Infantry Division, had been involved in some bloody fighting on Hill 424 near Altavilla, Italy. The words on the page leapt out at me: “in the face of intense and overwhelming hostile fire... with no regard for personal safety... on his own initiative, Private Crawford single-handedly attacked fortified enemy positions.” It continued, “for conspicuous gallantry and intrepidity at risk of life above and beyond the call of duty, the President of the United States...” “Holy cow,” I said to my roommate, “you’re not going to believe this, but I think our janitor is a Medal of Honor winner.” We all knew Mr. Crawford was a WWII Army vet, but that didn’t keep my friend from looking at me as if I was some sort of alien being. Nonetheless, we couldn’t wait to ask Bill about the story on Monday. We met Mr. Crawford bright and early Monday and showed him the page in question from the book, anticipation and doubt in our faces. He starred at it for a few silent moments and then quietly uttered something like, “Yep, that’s me.” Mouths agape, my roommate and I looked at one another, then at the book, and quickly back at our janitor. Almost at once we both stuttered, “Why didn’t you ever tell us about it?” He slowly replied after some thought, “That was one day in my life and it happened a long time ago.” I guess we were all at a loss for words after that. We had to hurry off to class and Bill, well, he had chores to attend to. However, after that brief exchange, things were never again the same around our squadron. Word spread like wildfire among the cadets that we had a hero in our midst-Mr. Crawford, our janitor, had won the Medal! Cadets who had once passed by Bill with hardly a glance, now greeted him with a smile and a respectful, “Good morning, Mr. Crawford.” Those who had before left a mess for the “janitor” to clean up started taking it upon themselves to put things in order. Most cadets routinely stopped to talk to Bill throughout the day and we even began inviting him to our formal squadron functions. He’d show up dressed in a conservative dark suit and quietly talk to those who approached him, the only sign of his heroics being a simple blue, star-spangled lapel pin. Almost overnight, Bill went from being a simple fixture in our squadron to one of our teammates. Mr. Crawford changed too, but you had to look closely to notice the difference. After that fall day in 1976, he seemed to move with more purpose, his shoulders didn’t seem to be as stooped, he met our greetings with a direct gaze and a stronger “good morning” in return, and he flashed his crooked smile more often. The squadron gleamed as always, but everyone now seemed to notice it more. Bill even got to know most of us by our first names, something that didn’t happen often at the Academy. While no one ever formally acknowledged the change, I think we became Bill’s cadets and his squadron. As often happens in life, events sweep us away from those in our past. The last time I saw Bill was on graduation day in June 1977. As I walked out of the squadron for the last time, he shook my hand and simply said, “Good luck, young man.” With that, I embarked on a career that has been truly lucky and blessed. Mr. Crawford continued to work at the Academy and eventually retired in his native Colorado where he resides today, one of four Medal of Honor winners living in a small town. A wise person once said, “It’s not life that’s important, but those you meet along the way that make the difference.” Bill was one who made a difference for me. While I haven’t seen Mr. Crawford in over twenty years, he’d probably be surprised to know I think of him often. Bill Crawford, our janitor, taught me many valuable, unforgettable leadership lessons. Here are ten I’d like to share with you. 1. Be Cautious of Labels. Labels you place on people may define your relationship to them and bound their potential. Sadly, and for a long time, we labeled Bill as just a janitor, but he was so much more. Therefore, be cautious of a leader who callously says, “Hey, he’s just an Airman.” Likewise, don’t tolerate the O-1, who says, “I can’t do that, I’m just a lieutenant.” 2. Everyone Deserves Respect. Because we hung the “janitor” label on Mr. Crawford, we often wrongly treated him with less respect than others around us. He deserved much more, and not just because he was a Medal of Honor winner. Bill deserved respect because he was a janitor, walked among us, and was a part of our team. 3. Courtesy Makes a Difference. Be courteous to all around you, regardless of rank or position. Military customs, as well as common courtesies, help bond a team. When our daily words to Mr. Crawford turned from perfunctory “hellos” to heartfelt greetings, his demeanor and personality outwardly changed. It made a difference for all of us. 4. Take Time to Know Your People. Life in the military is hectic, but that’s no excuse for not knowing the people you work for and with. For years a hero walked among us at the Academy and we never knew it. Who are the heroes that walk in your midst? 5. Anyone Can Be a Hero. Mr. Crawford certainly didn’t fit anyone’s standard definition of a hero. Moreover, he was just a private on the day he won his Medal. Don’t sell your people short, for any one of them may be the hero who rises to the occasion when duty calls. On the other hand, it’s easy to turn to your proven performers when the chips are down, but don’t ignore the rest of the team. Today’s rookie could and should be tomorrow’s superstar. 6. Leaders Should Be Humble. Most modern day heroes and some leaders are anything but humble, especially if you calibrate your “hero meter” on today’s athletic fields. End zone celebrations and self-aggrandizement are what we’ve come to expect from sports greats. Not Mr. Crawford-he was too busy working to celebrate his past heroics. Leaders would be well-served to do the same. 7. Life Won’t Always Hand You What You Think You Deserve. We in the military work hard and, dang it, we deserve recognition, right? However, sometimes you just have to persevere, even when accolades don’t come your way. Perhaps you weren’t nominated for junior officer or airman of the quarter as you thought you should - don’t let that stop you. 8. Don’t pursue glory; pursue excellence. Private Bill Crawford didn’t pursue glory; he did his duty and then swept floors for a living. No job is beneath a Leader. If Bill Crawford, a Medal of Honor winner, could clean latrines and smile, is there a job beneath your dignity? Think about it. 9. Pursue Excellence. No matter what task life hands you, do it well. Dr. Martin Luther King said, “If life makes you a street sweeper, be the best street sweeper you can be.” Mr. Crawford modeled that philosophy and helped make our dormitory area a home. 10. Life is a Leadership Laboratory. All too often we look to some school or PME class to teach us about leadership when, in fact, life is a leadership laboratory. Those you meet everyday will teach you enduring lessons if you just take time to stop, look and listen. I spent four years at the Air Force Academy, took dozens of classes, read hundreds of books, and met thousands of great people. I gleaned leadership skills from all of them, but one of the people I remember most is Mr. Bill Crawford and the lessons he unknowingly taught. Don’t miss your opportunity to learn. Bill Crawford was a janitor. However, he was also a teacher, friend, role model and one great American hero. Thanks, Mr. Crawford, for some valuable leadership lessons. Dale Pyeatt, Executive Director of the National Guard Association of Texas, comments: And now, for the “rest of the story”: Pvt William John Crawford was a platoon scout for 3rd Platoon of Company L 1 42nd Regiment 36th Division (Texas National Guard) and won the Medal Of Honor for his actions on Hill 424, just 4 days after the invasion at Salerno. On Hill 424, Pvt Crawford took out 3 enemy machine guns before darkness fell, halting the platoon’s advance. Pvt Crawford could not be found and was assumed dead. The request for his MOH was quickly approved. Major General Terry Allen presented the posthumous MOH to Bill Crawford’s father, George, on 11 May 1944 in Camp (now Fort) Carson, near Pueblo. Nearly two months after that, it was learned that Pvt Crawford was alive in a POW camp in Germany. During his captivity, a German guard clubbed him with his rifle. Bill overpowered him, took the rifle away, and beat the guard unconscious. A German doctor’s testimony saved him from severe punishment, perhaps death. To stay ahead of the advancing Russian army, the prisoners were marched 500 miles in 52 days in the middle of the German winter, subsisting on one potato a day. An allied tank column liberated the camp in the spring of 1945, and Pvt Crawford took his first hot shower in 18 months on VE Day. Pvt Crawford stayed in the army before retiring as a MSG and becoming a janitor. In 1984, President Ronald Reagan officially presented the MOH to Bill Crawford. William Crawford passed away in 2000. He is the only U.S. Army veteran and sole Medal of Honor winner to be buried in the cemetery of the U.S. Air Force Academy.
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  • Awesome read; if it doesn't bring a tear to your eye, you're not human; I am so proud to have been in an organization that instilled the values described in LTC Lofaro's speech below:

    Dining-in speech at U.S. Military Academy
    by LTC Guy Lofaro:

    "Let me say before beginning that it has been my pleasure to attend several dinings-in here at West Point and hence I have some basis for comparison. You people have done a fine job and you ought to congratulate yourselves. In fact, why don't we take this time to have the persons who were responsible for this event stand so we can acknowledge them publicly.

    I guess I am honored with these invitations because there exists this rumor that I can tell a story. Cadets who I have had in class sometimes approach me beforehand and request that, during my speech, I tell some of the stories I've told them in class. For the longest time I have resisted this. I simply didn't think this the right forum for story-telling, so I tried instead, with varying degrees of success, to use this time to impart some higher lesson - some thought that would perhaps stay with one or two of you a little longer than the 10 or 15 minutes I will be standing here. I tried this again last week at another dining in and I bombed. Big time. Of course, the cadets didn't say that. They said all the polite things- "Thank you, sir, for those inspiring words" - "You've provided us much food for thought" - "We all certainly learned something from you tonight, sir." And I'm thinking - yeah - you learned something all right. You learned never to invite that SOB to be a dining in speaker again.

    So in the interim I've spent quite a bit of time thinking about what I would say to you to night. What can I say that will stay with you? And as I reflected on this I turned it on myself - what stays with me? What makes a mark on me? What do I remember, and why? How have I learned the higher lessons I so desperately want to impart to you? Well - I've learned those higher lessons through experience. And as I thought further, I realized that there's only one way to relate experience -that is to tell some stories. So I'm going to try something new here this evening. I'm going to give you your stories and attempt to relate what I've learned by living them. I'm going to let you crawl inside my eye-sockets and see some of the things I've seen these past 18 years.

    Imagine you are a brand new second lieutenant on a peacekeeping mission in the Sinai Peninsula. You are less than a year out of West Point, and only a few weeks out of the basic course. You are standing at a strict position of attention in front of your battalion commander, a man you will come to realize was one of the finest soldiers with whom you've ever served, and you are being questioned about a mistake - a big mistake - that you've made. You see, your platoon lost some live ammo. Oh sure, it was eventually found, but for a few hours you had the entire battalion scrambling. Your battalion commander is not yelling at you though, he's not demeaning you, he's simply taking this opportunity to ensure you learn from the experience. And you do- you learn that people make mistakes, that those mistakes do not usually result in the end of the world, and that such occasions are valuable opportunities to impart some higher lessons. Then, out of the corner of your eye, you see your platoon sergeant emerge from behind a building. He's an old soldier - a fine soldier though - whose knees have seen a few too many airborne operations. He sees you and the colonel - and he takes off at a run. You see him approaching from behind the colonel and the next thing you see is the back of your platoon sergeant's head. He is now standing between you and your battalion commander - the two are eyeball to eyeball. Your platoon sergeant says, a touch of indignance in his voice "Leave my lieutenant alone, sir. He didn't lose the ammo, I did. I was the one who miscounted. You want someone's ass, you take mine."

    And you learn another lesson - you learn about loyalty.

    It's a few months later and you are one of two soldiers left on a hot PZ on some Caribbean island. There's been another foul up - not yours this time, but you're going to pay for it. It's you and your RTO, a nineteen-year-old surfer from Florida who can quote Shakespeare because his Mom was a high school literature teacher and who joined the army because his Dad was a WWII Ranger. The last UH-60 has taken off on an air assault and someone is supposed to come back and get you guys. But the fire is getting heavy, and you're not sure anything can get down there without getting shot up. You're taking fire from some heavily forested hills. At least two machineguns, maybe three, maybe more, and quite a few AKs, but you can't make out anything else. You and your RTO are in a hole, hunkered down as the bad guys are peppering your hole with small arms fire. Your RTO is trying to get some help - another bird to come get you, some artillery, some attack helicopters - anything. But there are other firefights happening elsewhere on this island involving much larger numbers.

    So as the cosmos unfold at; that particular moment, in that particular place, you and that RTO are well down the order of merit list. You feel a tug at your pants leg. Ketch, that's what you call him, Ketch tells you he got a "wait, out" when he asked for help. The radio is jammed with calls for fire and requests for support from other parts of the island. "What we gonna do, sir?' he asks. And all of a sudden, you're learning another lesson. You're learning about the weightiness of command, because it's not just you in that hole, it's this kid you've spent every day with for the last five months. This kid you've come to love like a kid brother. There is only one way out and that's through the bad guys. You see, you are on a peninsula that rises about 100 feet from the sea. The inland side is where the bad guys are. You figure you are safe in this hole, so long as they don't bring in any indirect fire stuff, but if they come down off those hills, onto the peninsula, then you're going to have to fight it out. And that's what you tell your RTO. We either get help or, if the bad guys come for us, we fight. He looks at you. You don't know how long. And he says only four words. Two sentences. "Roger, sir. Let's rock." Appropriate coming from a surfer. Then he slithers back down to the bottom of the hole. Staying on the radio, your lifeline, trying to get some help. You are peering over the edge of the hole, careful not to make too big a target. You're thinking about your wife and that little month-old baby you left a few days ago. It was two o'clock in the morning when you got the call. "Pack your gear and get in here." You kissed them both and told them to watch the news. Hell, you didn't know where here you were going or why, but you were told to go, and you went.

    Then all of a sudden it gets real loud, and things are flying all around and then there's a shadow that passes over you. You look up and find yourself staring at the bottom of a Blackhawk, about 15 feet over the deck, flying fast and low, and as it passes over your hole you see the door gunner dealing death and destruction on the bad guys in those hills. It sets down about 25 meters from your hole, as close as it can get. You look up and see the crew chief kneeling inside, waving frantically to you, the door gunner still dealing with it, trying to keep the bad guys' heads down, who have now switched their fire to the bird, a much bigger, and better, target. You look at Ketch and then you're off - and you run 25 meters faster than 25 meters have ever been run since humans began to walk upright. And you dive through the open doors onto the floor of the Blackhawk. There are no seats in the bird since this is combat and we don't use them in the real deal. And you are hugging your RTO, face-to-face, like a lover, and shouting at him "You OKAY? You OKAY? You OKAY?" but he doesn't tell you he's OKAY since he's yelling the same thing at you -- "You OKAY? You OKAY? You OKAY?" And then the pilot pulls pitch and executes a violent and steep ascent out of there and had you not been holding on to the d-rings in the floor and the crew chief not been holding your legs you might have fallen out. Then you're over the water, you're safe, and the bird levels out, and you roll over to your back and close your eyes - and you think you fall asleep. But then you feel a hand on your blouse, and you open your eyes and see the crew chief kneeling over you with a head set in his hand. He wants you to put it on so you do. And the first thing you hear is "I-Beamer, buddy boy. I Beamer." You were in I-4 while a cadet, and that was your rallying cry. And you look up to where the pilots sit and you see a head sticking out from behind one of the seats. He's looking at you and it's his voice you hear, but you can't make out who it is because his visor is down. Then he lifts it, and you see the face of a man who was 2 years ahead of you in your company. He tells you that he knew you were there and he wasn't going to leave an I-Beamer like that. And you learn about courage, and camaraderie. And friendship that never dies.

    It's a few years later and you've already had your company command. You're in grad school, studying at Michigan. You get a phone call one night, one of the sergeants from your company. He tells you Harvey Moore is dead, killed in a training accident when his Blackhawk flew into the ground. Harvey Moore. Two time winner of the Best Ranger Competition. Great soldier. Got drunk one night after his wife left him and took his son. You see, staff sergeants don't make as much money as lawyers, so she left with the lawyer. He got stinking drunk, though it didn't take much since he didn't drink at all before this, and got into his car. Then had an accident. Then got a DUI. He was an E-6 promotable when this happened, and the SOP was a general-officer article 15 and a reduction one grade, which would really be two for him because he was on the promotion list. But Harvey Moore is a good soldier, and it's time to go to bat for a guy who, if your company command was any sort of a success, played a significant part in making it so. And you go with your battalion commander to see the CG, and you stand at attention in front of the CG's desk for 20 minutes convincing him that Harvey Moore deserves a break. You win. Harvey Moore never drinks again. He makes E-7. And when you change command, he grabs your arm, with tears in his eyes, and thanks you for all you've done. Then the phone call. And you learn about grief.

    And then you're a major and you're back in the 82d - your home. And one day some SOB having a bad week decides it's time to take it out on the world and he shoots up a PT formation. Takes out 20 guys. You're one of them. 5.56 tracer round right to the gut. Range about 10 meters. And you're dead for a little while, but it's not your time yet - there are still too many lessons to learn. And you wake up after 5 surgeries and 45 days in a coma. And you look down at your body and you don't recognize it - it has become a receptacle for hospital tubing and electronic monitoring devices. You have a tracheotomy, so there's a huge tube going down your throat and you can't talk, but that thing is making sure you breathe. And there's a tube in your nose that goes down into your stomach - that's how you eat. And there are four IVs - one in each arm and two in the veins in the top of your feet. There is a tube through your right clavicle - that's where they inject the high-powered antibiotics that turns your hair white and makes you see things. But disease is the enemy now and it's gotta be done. And there are three tubes emerging from three separate holes in your stomach. They are there to drain the liquids from your stomach cavity. It drains into some bags hanging on the right;side of your bed. And they've shaved your chest and attached countless electrodes to monitor your heartbeat, blood pressure, and anything else they can measure. They have these things stuck all over your head as well, and on your wrists and ankles. And your family gathers around, and they are like rocks, and they pull you through. But there's also a guy, dressed in BDUs, with a maroon beret in his and, who stands quietly in the corner. Never says anything. Just smiles. And looks at you. He's there every day. Not every hour of every day, but he comes every day.

    Sometimes he's there when you wake up. Sometimes he's there when you go to sleep. He comes during his lunch break. He stays an hour, or two, or three. And just stands in the corner. And smiles. No one told him to be there. But he made it his place of duty. His guard post. You see, it's your sergeant major, and his ranger buddy is down, and a ranger never leaves a fallen comrade. And you learn, through this man, the value of a creed.
    (Note from Guy): if you've never read the Ranger Creed, Google it. The men of the Ranger Regiment live this creed every day. It is probably more powerful than wedding vows, and once you've lived by it, it's part of your life forever)

    And every four hours two huge male nurses come in and gently roll you on your side. The bullet exited through your left buttock and made a hole the size of a softball. The bandages need to be changed. Take the soiled wads out and put clean ones in. And a second lieutenant comes in. She seems to be there all the time. She's the one changing the bandages. And it hurts like hell, but she, too, is smiling, and talking to you, and she's gentle. And you know you've seen her before, but you can't talk - you still have that tube in your throat. But she knows. And she tells you that you taught her Military Art History, that now it's her turn to take care of you, that she's in charge of you and the team of nurses assigned to you, and she won't let you down. And you learn about compassion.

    And then it's months later and you're still recovering. Most of the tubes are gone but it's time for another round of major surgeries. And you go into one of the last, this one about 9 hours long. And they put you back together. And you wake up in the ICU one more time. Only one IV this time. And when you open your eyes, there's a huge figure standing over your bed. BDUs. Green beret in his hand. Bigger than God. And he's smiling. "It's about damn time you woke up you lazy bastard" he says. And you know it's your friend and former commander and you've got to come back with something quick - something good. He's the deputy Delta Force commander, soon to be the commander. And you say "Don't you have someplace else to be? Don't you have something more important to do?" And without skipping a beat, without losing that smile he says "Right now, I am doing what I consider the most important thing in the world."

    And you learn about leadership.

    So there you have them. Some stories. I've tried to let you see the world as I've seen it a various points in time these 18 years. I hope you've learned something. I certainly have."

    For the record, I know these men personally, and I served during these times the writer is describing, I was there @ Hill AFB that dark night on 29 Oct '92 during the final hit of Operation Embryo Stage when RANGER Moore departed this rock, he was my buddy... I also recall very clearly that damn sniper doing his evil down @ Bragg... this world just never quits jackin with the good folks seems like. My point of all of this is while you are in the middle of it all, this Serving stuff, pay attention to those around you, that is what is Truly of most importance, gubmints will come and go, Honor, Courage, being Solid under extreme pressure and circumstance will be your test... make this world a little better of a place while you are among the living... and Never Forget the RANGER Harvey Moore's that you will meet along the way...

    HOOAH!
    RLTW! - NSDQ!
    Awesome read; if it doesn't bring a tear to your eye, you're not human; I am so proud to have been in an organization that instilled the values described in LTC Lofaro's speech below: Dining-in speech at U.S. Military Academy by LTC Guy Lofaro: "Let me say before beginning that it has been my pleasure to attend several dinings-in here at West Point and hence I have some basis for comparison. You people have done a fine job and you ought to congratulate yourselves. In fact, why don't we take this time to have the persons who were responsible for this event stand so we can acknowledge them publicly. I guess I am honored with these invitations because there exists this rumor that I can tell a story. Cadets who I have had in class sometimes approach me beforehand and request that, during my speech, I tell some of the stories I've told them in class. For the longest time I have resisted this. I simply didn't think this the right forum for story-telling, so I tried instead, with varying degrees of success, to use this time to impart some higher lesson - some thought that would perhaps stay with one or two of you a little longer than the 10 or 15 minutes I will be standing here. I tried this again last week at another dining in and I bombed. Big time. Of course, the cadets didn't say that. They said all the polite things- "Thank you, sir, for those inspiring words" - "You've provided us much food for thought" - "We all certainly learned something from you tonight, sir." And I'm thinking - yeah - you learned something all right. You learned never to invite that SOB to be a dining in speaker again. So in the interim I've spent quite a bit of time thinking about what I would say to you to night. What can I say that will stay with you? And as I reflected on this I turned it on myself - what stays with me? What makes a mark on me? What do I remember, and why? How have I learned the higher lessons I so desperately want to impart to you? Well - I've learned those higher lessons through experience. And as I thought further, I realized that there's only one way to relate experience -that is to tell some stories. So I'm going to try something new here this evening. I'm going to give you your stories and attempt to relate what I've learned by living them. I'm going to let you crawl inside my eye-sockets and see some of the things I've seen these past 18 years. Imagine you are a brand new second lieutenant on a peacekeeping mission in the Sinai Peninsula. You are less than a year out of West Point, and only a few weeks out of the basic course. You are standing at a strict position of attention in front of your battalion commander, a man you will come to realize was one of the finest soldiers with whom you've ever served, and you are being questioned about a mistake - a big mistake - that you've made. You see, your platoon lost some live ammo. Oh sure, it was eventually found, but for a few hours you had the entire battalion scrambling. Your battalion commander is not yelling at you though, he's not demeaning you, he's simply taking this opportunity to ensure you learn from the experience. And you do- you learn that people make mistakes, that those mistakes do not usually result in the end of the world, and that such occasions are valuable opportunities to impart some higher lessons. Then, out of the corner of your eye, you see your platoon sergeant emerge from behind a building. He's an old soldier - a fine soldier though - whose knees have seen a few too many airborne operations. He sees you and the colonel - and he takes off at a run. You see him approaching from behind the colonel and the next thing you see is the back of your platoon sergeant's head. He is now standing between you and your battalion commander - the two are eyeball to eyeball. Your platoon sergeant says, a touch of indignance in his voice "Leave my lieutenant alone, sir. He didn't lose the ammo, I did. I was the one who miscounted. You want someone's ass, you take mine." And you learn another lesson - you learn about loyalty. It's a few months later and you are one of two soldiers left on a hot PZ on some Caribbean island. There's been another foul up - not yours this time, but you're going to pay for it. It's you and your RTO, a nineteen-year-old surfer from Florida who can quote Shakespeare because his Mom was a high school literature teacher and who joined the army because his Dad was a WWII Ranger. The last UH-60 has taken off on an air assault and someone is supposed to come back and get you guys. But the fire is getting heavy, and you're not sure anything can get down there without getting shot up. You're taking fire from some heavily forested hills. At least two machineguns, maybe three, maybe more, and quite a few AKs, but you can't make out anything else. You and your RTO are in a hole, hunkered down as the bad guys are peppering your hole with small arms fire. Your RTO is trying to get some help - another bird to come get you, some artillery, some attack helicopters - anything. But there are other firefights happening elsewhere on this island involving much larger numbers. So as the cosmos unfold at; that particular moment, in that particular place, you and that RTO are well down the order of merit list. You feel a tug at your pants leg. Ketch, that's what you call him, Ketch tells you he got a "wait, out" when he asked for help. The radio is jammed with calls for fire and requests for support from other parts of the island. "What we gonna do, sir?' he asks. And all of a sudden, you're learning another lesson. You're learning about the weightiness of command, because it's not just you in that hole, it's this kid you've spent every day with for the last five months. This kid you've come to love like a kid brother. There is only one way out and that's through the bad guys. You see, you are on a peninsula that rises about 100 feet from the sea. The inland side is where the bad guys are. You figure you are safe in this hole, so long as they don't bring in any indirect fire stuff, but if they come down off those hills, onto the peninsula, then you're going to have to fight it out. And that's what you tell your RTO. We either get help or, if the bad guys come for us, we fight. He looks at you. You don't know how long. And he says only four words. Two sentences. "Roger, sir. Let's rock." Appropriate coming from a surfer. Then he slithers back down to the bottom of the hole. Staying on the radio, your lifeline, trying to get some help. You are peering over the edge of the hole, careful not to make too big a target. You're thinking about your wife and that little month-old baby you left a few days ago. It was two o'clock in the morning when you got the call. "Pack your gear and get in here." You kissed them both and told them to watch the news. Hell, you didn't know where here you were going or why, but you were told to go, and you went. Then all of a sudden it gets real loud, and things are flying all around and then there's a shadow that passes over you. You look up and find yourself staring at the bottom of a Blackhawk, about 15 feet over the deck, flying fast and low, and as it passes over your hole you see the door gunner dealing death and destruction on the bad guys in those hills. It sets down about 25 meters from your hole, as close as it can get. You look up and see the crew chief kneeling inside, waving frantically to you, the door gunner still dealing with it, trying to keep the bad guys' heads down, who have now switched their fire to the bird, a much bigger, and better, target. You look at Ketch and then you're off - and you run 25 meters faster than 25 meters have ever been run since humans began to walk upright. And you dive through the open doors onto the floor of the Blackhawk. There are no seats in the bird since this is combat and we don't use them in the real deal. And you are hugging your RTO, face-to-face, like a lover, and shouting at him "You OKAY? You OKAY? You OKAY?" but he doesn't tell you he's OKAY since he's yelling the same thing at you -- "You OKAY? You OKAY? You OKAY?" And then the pilot pulls pitch and executes a violent and steep ascent out of there and had you not been holding on to the d-rings in the floor and the crew chief not been holding your legs you might have fallen out. Then you're over the water, you're safe, and the bird levels out, and you roll over to your back and close your eyes - and you think you fall asleep. But then you feel a hand on your blouse, and you open your eyes and see the crew chief kneeling over you with a head set in his hand. He wants you to put it on so you do. And the first thing you hear is "I-Beamer, buddy boy. I Beamer." You were in I-4 while a cadet, and that was your rallying cry. And you look up to where the pilots sit and you see a head sticking out from behind one of the seats. He's looking at you and it's his voice you hear, but you can't make out who it is because his visor is down. Then he lifts it, and you see the face of a man who was 2 years ahead of you in your company. He tells you that he knew you were there and he wasn't going to leave an I-Beamer like that. And you learn about courage, and camaraderie. And friendship that never dies. It's a few years later and you've already had your company command. You're in grad school, studying at Michigan. You get a phone call one night, one of the sergeants from your company. He tells you Harvey Moore is dead, killed in a training accident when his Blackhawk flew into the ground. Harvey Moore. Two time winner of the Best Ranger Competition. Great soldier. Got drunk one night after his wife left him and took his son. You see, staff sergeants don't make as much money as lawyers, so she left with the lawyer. He got stinking drunk, though it didn't take much since he didn't drink at all before this, and got into his car. Then had an accident. Then got a DUI. He was an E-6 promotable when this happened, and the SOP was a general-officer article 15 and a reduction one grade, which would really be two for him because he was on the promotion list. But Harvey Moore is a good soldier, and it's time to go to bat for a guy who, if your company command was any sort of a success, played a significant part in making it so. And you go with your battalion commander to see the CG, and you stand at attention in front of the CG's desk for 20 minutes convincing him that Harvey Moore deserves a break. You win. Harvey Moore never drinks again. He makes E-7. And when you change command, he grabs your arm, with tears in his eyes, and thanks you for all you've done. Then the phone call. And you learn about grief. And then you're a major and you're back in the 82d - your home. And one day some SOB having a bad week decides it's time to take it out on the world and he shoots up a PT formation. Takes out 20 guys. You're one of them. 5.56 tracer round right to the gut. Range about 10 meters. And you're dead for a little while, but it's not your time yet - there are still too many lessons to learn. And you wake up after 5 surgeries and 45 days in a coma. And you look down at your body and you don't recognize it - it has become a receptacle for hospital tubing and electronic monitoring devices. You have a tracheotomy, so there's a huge tube going down your throat and you can't talk, but that thing is making sure you breathe. And there's a tube in your nose that goes down into your stomach - that's how you eat. And there are four IVs - one in each arm and two in the veins in the top of your feet. There is a tube through your right clavicle - that's where they inject the high-powered antibiotics that turns your hair white and makes you see things. But disease is the enemy now and it's gotta be done. And there are three tubes emerging from three separate holes in your stomach. They are there to drain the liquids from your stomach cavity. It drains into some bags hanging on the right;side of your bed. And they've shaved your chest and attached countless electrodes to monitor your heartbeat, blood pressure, and anything else they can measure. They have these things stuck all over your head as well, and on your wrists and ankles. And your family gathers around, and they are like rocks, and they pull you through. But there's also a guy, dressed in BDUs, with a maroon beret in his and, who stands quietly in the corner. Never says anything. Just smiles. And looks at you. He's there every day. Not every hour of every day, but he comes every day. Sometimes he's there when you wake up. Sometimes he's there when you go to sleep. He comes during his lunch break. He stays an hour, or two, or three. And just stands in the corner. And smiles. No one told him to be there. But he made it his place of duty. His guard post. You see, it's your sergeant major, and his ranger buddy is down, and a ranger never leaves a fallen comrade. And you learn, through this man, the value of a creed. (Note from Guy): if you've never read the Ranger Creed, Google it. The men of the Ranger Regiment live this creed every day. It is probably more powerful than wedding vows, and once you've lived by it, it's part of your life forever) And every four hours two huge male nurses come in and gently roll you on your side. The bullet exited through your left buttock and made a hole the size of a softball. The bandages need to be changed. Take the soiled wads out and put clean ones in. And a second lieutenant comes in. She seems to be there all the time. She's the one changing the bandages. And it hurts like hell, but she, too, is smiling, and talking to you, and she's gentle. And you know you've seen her before, but you can't talk - you still have that tube in your throat. But she knows. And she tells you that you taught her Military Art History, that now it's her turn to take care of you, that she's in charge of you and the team of nurses assigned to you, and she won't let you down. And you learn about compassion. And then it's months later and you're still recovering. Most of the tubes are gone but it's time for another round of major surgeries. And you go into one of the last, this one about 9 hours long. And they put you back together. And you wake up in the ICU one more time. Only one IV this time. And when you open your eyes, there's a huge figure standing over your bed. BDUs. Green beret in his hand. Bigger than God. And he's smiling. "It's about damn time you woke up you lazy bastard" he says. And you know it's your friend and former commander and you've got to come back with something quick - something good. He's the deputy Delta Force commander, soon to be the commander. And you say "Don't you have someplace else to be? Don't you have something more important to do?" And without skipping a beat, without losing that smile he says "Right now, I am doing what I consider the most important thing in the world." And you learn about leadership. So there you have them. Some stories. I've tried to let you see the world as I've seen it a various points in time these 18 years. I hope you've learned something. I certainly have." For the record, I know these men personally, and I served during these times the writer is describing, I was there @ Hill AFB that dark night on 29 Oct '92 during the final hit of Operation Embryo Stage when RANGER Moore departed this rock, he was my buddy... I also recall very clearly that damn sniper doing his evil down @ Bragg... this world just never quits jackin with the good folks seems like. My point of all of this is while you are in the middle of it all, this Serving stuff, pay attention to those around you, that is what is Truly of most importance, gubmints will come and go, Honor, Courage, being Solid under extreme pressure and circumstance will be your test... make this world a little better of a place while you are among the living... and Never Forget the RANGER Harvey Moore's that you will meet along the way... HOOAH! RLTW! - NSDQ!
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  • On this day in U.S. Army SF history, 31 Dec 1968
    – (then) 1st Lt. James N. “Nick” Rowe escaped Viet Cong captivity.

    Prisoner of war:
    On October 29, 1963, after only three months in country, Rowe was captured by Viet Cong elements along with Captain Humberto "Rocky" R. Versace and Sergeant Daniel L. Pitzer while on an operation to drive a Viet Cong unit out of the village of Le Coeur. Rowe states that the VC were a main force unit due to his observations of their equipment.

    Rowe was separated from his fellow Green Berets and spent 62 months in captivity with only brief encounters with fellow American POWs. Rowe was held in the U Minh Forest, better known as the "Forest of Darkness," in extreme southern Vietnam. During most of his five years in captivity Rowe was held in a 3 by 4 by 6 feet (0.91 m × 1.22 m × 1.83 m) bamboo cage.

    As an intelligence officer, Rowe possessed vital information about the disposition of defenses around the CIDG camps, the locations of mine field, names of friendly Vietnamese, and unit locations and strength. Rowe had left his West Point ring at home in the United States, and he told his captors that he was a draftee engineer charged with building schools and other civil affairs projects. The Viet Cong interrogated him unsuccessfully. They gave him some engineering problems to solve and Rowe, relying on the basic instruction in engineering he'd received at West Point, successfully maintained his deception.

    However, Rowe's deceptive cover was blown when the Viet Cong managed to obtain a list of American high-value prisoners-of-war (POWs), and his name was in the list, identifying him as an intelligence officer. This enraged the VC, prompting them to order his execution.

    Rowe was then led deep into the jungle to be shot. When his would-be executioners were distracted by a flight of American helicopters, he overpowered his guard, escaped and flagged down a UH-1 helicopter. He was rescued on December 31, 1968. Rowe had been promoted to Major during captivity.

    In 1971, he authored the book, Five Years to Freedom, an account of his years as a prisoner of war. In 1974, he continued his military career the U.S. Army Reserve.
    -Special Forces Association Chapter LX
    On this day in U.S. Army SF history, 31 Dec 1968 – (then) 1st Lt. James N. “Nick” Rowe escaped Viet Cong captivity. Prisoner of war: On October 29, 1963, after only three months in country, Rowe was captured by Viet Cong elements along with Captain Humberto "Rocky" R. Versace and Sergeant Daniel L. Pitzer while on an operation to drive a Viet Cong unit out of the village of Le Coeur. Rowe states that the VC were a main force unit due to his observations of their equipment. Rowe was separated from his fellow Green Berets and spent 62 months in captivity with only brief encounters with fellow American POWs. Rowe was held in the U Minh Forest, better known as the "Forest of Darkness," in extreme southern Vietnam. During most of his five years in captivity Rowe was held in a 3 by 4 by 6 feet (0.91 m × 1.22 m × 1.83 m) bamboo cage. As an intelligence officer, Rowe possessed vital information about the disposition of defenses around the CIDG camps, the locations of mine field, names of friendly Vietnamese, and unit locations and strength. Rowe had left his West Point ring at home in the United States, and he told his captors that he was a draftee engineer charged with building schools and other civil affairs projects. The Viet Cong interrogated him unsuccessfully. They gave him some engineering problems to solve and Rowe, relying on the basic instruction in engineering he'd received at West Point, successfully maintained his deception. However, Rowe's deceptive cover was blown when the Viet Cong managed to obtain a list of American high-value prisoners-of-war (POWs), and his name was in the list, identifying him as an intelligence officer. This enraged the VC, prompting them to order his execution. Rowe was then led deep into the jungle to be shot. When his would-be executioners were distracted by a flight of American helicopters, he overpowered his guard, escaped and flagged down a UH-1 helicopter. He was rescued on December 31, 1968. Rowe had been promoted to Major during captivity. In 1971, he authored the book, Five Years to Freedom, an account of his years as a prisoner of war. In 1974, he continued his military career the U.S. Army Reserve. -Special Forces Association Chapter LX
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