“In this conversation, Andrew Kennedy shares his experiences as a platoon leader during his deployment in Iraq, particularly in Baquba. He discusses the challenges faced, the unique missions undertaken, and the camaraderie among soldiers. Andrew reflects on the sacrifices made, the impact of combat on mental health, and the transition to civilian life after serving. He emphasizes the importance of recognizing the sacrifices of soldiers and the complexities of their experiences in combat.”

It takes bravery to survive as a prisoner of war, but it takes unparalleled courage to disfigure your own face to avoid being filmed for enemy propaganda. This is the story of the honorable Stoic and warrior, Vice Admiral James Stockdale.

In September 1965, Vice Admiral Stockdale was shot down over North Vietnam. As he parachuted down to a Vietnamese village, facing capture, he had an unusual thought: “I’m leaving the world of technology and entering the world of Epictetus.”

What did Stockdale mean by this?

Only a few years earlier, he’d studied Stoicism at Stanford University: especially the works of Epictetus, who was born a slave and experienced all the harshness the world had to offer. Stockdale learned from Epictetus to focus only on things one could control; two thousand years later, Stockdale embodied these lessons.

Stockdale was immediately arrested and taken into captivity, facing torture and possibly death. He knew that the Vietnamese would use him for filmed propaganda, and was determined to avoid this fate. Remembering the Stoic idea of inner strength, he did everything he could to prevent himself from becoming a propaganda tool. He found a mirror and struck himself in the face until he could no longer recognize himself. Hearing about an upcoming torture session, Stockdale slit his wrists in an act of defiance, showing his captors that he’d rather die than give in. When he broke his leg badly, he remembered that Epictetus had said that “lameness is an impediment to the leg, but not to the will.”

As the most senior POW in Hanoi for over seven years, Vice Admiral Stockdale also employed Epictetus’ Stoic mentality to inspire his fellow POWs. He developed a covert communication method to keep their spirits high despite their inhumane circumstances. He developed a tapping code that signaled hope to the other men. Hearing the tapping gave his fellow POWs the ounce of resolve they needed to keep going. It’s not important what other people think of you, Stockdale showed them. “It’s what you think of yourself that is important.”

During seven years of torture, excruciating pain, and solitary confinement, Vice Admiral Stockdale showed the world what a true Stoic philosopher can do. He gave his men, and himself, the strength to survive and prevail. Later on, he described his role in the Navy, saying “I am my brothers’ keeper:” a man with integrity.

Vice Admiral Stockdale went on to become one of the most decorated officers in Naval history. He became the President of the Naval War College, and also won the Medal of Honor. In 1992, he was featured on Ross Perot’s Presidential ticket as an independent candidate.

“Dan Ebarb is a West Point graduate, Ranger, and was a infantry platoon leader with Bravo Company, 1-12 Cav, 1st Cavalry Division, Dan deployed to Baqubah, Iraq in late 2006 during the height of the insurgency. While inspecting a defensive position/observation post, he was shot by an enemy gunman — a single bullet struck his shoulder and lodged in his spine area, instantly paralyzing him. But that moment did not define Dan. What he's done since then did. Since his medical discharge, Dan has continued to serve — with distinction — in the FBI, the Department of Energy, and as a husband, father, outdoorsman, and competitive shooter. He is the embodiment of resilience, humility, and purpose. His story is — not just of sacrifice, but of strength.”

“Kevin Zimmerman served with 1-12 CAV from 2003 to 2008, deploying to Baqubah during some of the most intense combat operations of the Iraq War. As Stalker 2-1, he was a Truck Commander and dismount team leader, conducting air insertions, small kill team missions, and mounted patrols. He operated alongside C Troop 5/73, B co. (Bone Crushers) 1/12, E co. (War Dogs) 1/12, and elements of 5/20 IN, participating in over 10 task force-level operations. His leadership during a dismounted mission in the palm groves of Buhriz earned valorous recognition. Afterward, he served as an OSUT instructor at Fort Knox until his ETS in 2010.”

“Today, we’re sharing a Debrief Project interview with Lieutenant Colonel Travis S. Tilman, an Academy Professor, also serving as deputy director of the Simon Center for the Professional Military Ethic. While at West Point, he has taught leadership and psychology classes in the Department of Behavioral Sciences and Leadership and served as a Regimental Tactical Officer. Prior to returning to West Point, Travis commanded the 70th Brigade Engineer Battalion “Kodiaks” in Alaska and in Iraq in support of Operation Inherent Resolve. From 2013 to 2015, he served as the executive officer and operations officer of the 2d Engineer Battalion at White Sands Missile Range, New Mexico. Prior to that, he served as assistant professor and executive officer of West Point’s Center for Enhanced Performance. Lieutenant Colonel Tilman commanded E Company, 1st Battalion, 12th Cavalry Regiment from 2006 to 2008, which included a 15-month deployment to Baqubah, Iraq in support of Operation Iraqi Freedom. He also deployed to Baghdad, Iraq with the 1st Cavalry Division’s Engineer Brigade from 2004 to 2005 where he served as the brigade plans officer and as a project management officer for the Government Support Team. Prior to that, he served in Honduras with Joint Task Force-Bravo and as a platoon leader and company executive officer in the 1st Cavalry Division’s 20th Engineer Battalion. Lieutenant Colonel Tilman holds a Doctor of Philosophy in Education (Higher Education & Organizational Change) from UCLA; a Master of Arts in Education from UCLA; a Master of Science in Kinesiology (Sport & Performance Psychology) from California State University, Fullerton; and a Bachelor of Science in Engineering Management from the U.S. Military Academy. Lieutenant Colonel Tilman is originally from Henderson, NV and graduated from West Point in 2000. He and his wife, Marygrace, have two children, Samuel and Anna.”

Today, we’re sharing a Debrief Project interview with Mazin Mozan, who ​recalls his story as a former linguist in Baqubah:

“Born and raised under the iron grip of Saddam Hussein’s regime, Mazin pursued a quiet path as a veterinarian — a man of science in a world on fire. But when the thunder of American tanks rolled through Iraq and the dictator’s reign came to an end, Mazin heard a new calling. With a heart full of courage and a mind sharpened by fluent English, he stepped forward—not with a weapon, but with a voice. He became the vital bridge between U.S. forces and the Iraqi people, navigating culture, conflict, and chaos. Fighting shoulder-to-shoulder with American Soldiers in the brutal streets of Baqubah, Mazin earned their trust—and the attention of Al-Qaeda. Hunted by insurgents and marked for death, he made a daring escape to Egypt, leaving behind everything he knew. But his story didn’t end there—it was only beginning. Within months, Mazin was welcomed onto a quiet American farm, embraced by the very comrades he once fought beside. He didn’t stop there. Driven by purpose and loyalty, he enlisted in the United States Army, earned his commission, and today, still proudly wears the uniform as a U.S. Army officer. From Baghdad to Baqubah, Egypt to America—his story is not just one of survival, but of transformation, brotherhood, and unwavering service.”

We hope you found this interview rewarding and informative, and encourage you to check out The Debrief Project!

Today, we’re sharing a Debrief Project interview with Jim Dobis, who ​recalls his story as a freshly minted platoon leader:

“Within three months of walking across the graduation platform at Rutgers University, Dobis found himself assigned to 5-20 Infantry Battalion, 2nd Infantry Division at Ft. Lewis, Washington.

After arriving at his battalion, Jim was quickly assigned to a company's Anti-Tank platoon and was given the task of preparing them for deployment in a few short months. Upon their arrival in Iraq, Jim and his unit were swiftly thrust into a complex and volatile environment, performing operations across various regions such as the bustling streets of Mosul, the urban sprawl of Baghdad, and the military hub of Taji.

Their mission took an unexpected turn when orders came down for their battalion to deploy to Baqubah, a city known for its intense insurgent activity. As they prepared for this assignment, little did they realize they were heading into one of the deadliest hotspots during the Troop Surge of 2007.

Throughout the next 15 months, Jim served with unwavering dedication as a platoon leader, navigating the constant dangers of combat. His experiences were marked by harrowing encounters and the camaraderie of his fellow soldiers as they faced insurgents in one of the most violent regions in Iraq.

For his bravery and leadership under fire, Jim was honored with the Combat Infantryman's Badge and awarded the Bronze Star with Valor, recognizing his exceptional courage in the face of adversity.”

We hope you found this interview rewarding and informative, and encourage you to check out The Debrief Project!

This interview with Mazin Mozan was made possible through The Debrief Project. If you want to see more interviews like this one, please check out their Youtube. 

Introduction: My name is Mazin Mozan. I’m currently a captain in the Army Reserves, and I’ve been in the service for nearly 15 years. I live in Austin, Texas. My background hasn’t been linear, to say the least. I was born and raised in Iraq, where I completed my education and graduated as a veterinarian. Around the time of the 2003 Iraq War, I started leveraging my English skills and education to help the troops. I worked as an interpreter for several years before transitioning to the U.S. and continuing my journey here.

Let’s start at the beginning. What was it like growing up in Iraq?

Mazin: Growing up in Iraq, especially under Saddam Hussein’s regime, was challenging. Fear was constant, and there were significant restrictions on freedom of speech and other rights. We were isolated from the rest of the world and had limited access to information or entertainment. Poverty was widespread, and there was no real middle class—you were either part of the regime and wealthy, or you were struggling to survive.

Despite these challenges, my family valued education. I stayed in school as long as possible to avoid conscription into Saddam’s army. Thankfully, by the time he was removed from power, I didn’t have to face that reality.

What was it like when Saddam was finally removed from power? What was the general reaction?

Mazin: The general reaction was one of happiness and relief. People welcomed the troops with open arms because they were ready for change, though there was fear about what that change might bring. Reflecting on the Gulf War and the U.S. withdrawal after Desert Storm, people remembered how those who had supported the coalition forces were executed, along with their families. That history made many hesitant to fully commit to the movement in 2003.

Nevertheless, there was an overall sense of hope. Baghdad fell quickly, almost without resistance, but there was lingering disbelief that Saddam was truly gone after ruling so brutally for 37 years. It took time for people to accept that as reality.

What was your impression of the U.S. during Saddam’s regime, and did that change after his removal?

Mazin: It depended on who you asked and where they were from, but for people like me, who grew up in urban areas and were educated, the impression of the U.S. was generally positive. We saw the U.S. as a symbol of freedom and rights, something entirely different from Saddam’s rule.

After the invasion, people’s opinions varied. Some mixed their views of U.S. society with their opinions on politics or combat operations. But overall, especially in the early years of the war, there was a genuine appreciation for the U.S. and its role in liberating the country.

How did you become an interpreter for the U.S. military?

Mazin: It came from a desire to fill a need. I spoke English, had a passion for it, and wanted to help. When the troops arrived, they didn’t have enough interpreters and often relied on locals with basic English skills. Miscommunications led to tragic mistakes—innocent people being arrested or shot. The troops were relying on us for the most part, but it also led to a lot of miscommunications, and unfortunately, people were shot or arrested for the wrong reasons because they didn't communicate correctly with the troops. I started informally helping soldiers and realized I could serve in a bigger capacity. Money was a factor, of course, but it wasn’t the main driver. I had the chance to make a meaningful impact, and as I got more involved, I became increasingly committed to the mission.

Do you have any memorable stories from your time as an interpreter?

Mazin: There are many stories—both positive and heartbreaking. One thing I want to highlight is how critical interpreters were to the mission. We bridged the gap between the troops and the local population, often at great personal risk.

Our families were targeted by insurgents because they knew that eliminating interpreters could disrupt military operations. Even the simplest tasks, like traveling to and from work, were dangerous. I came close to being captured several times, and I lost friends and loved ones along the way. Despite the risks, we believed in the cause and the impact we were making.

After leaving Iraq, where did you go?

Mazin: I relocated to Huntsville, Alabama, with the help of soldiers I had worked with. They assisted me with my visa application under the Special Immigrant Visa program. It was a long process, but their support made it possible.

After arriving in the U.S., I worked another language job and eventually joined the Army in 2009.

What was it like adjusting to life in the U.S.?

Mazin: It was harder than I expected. Although I spoke English, I wasn’t familiar with everyday life in America—the culture, traditions, and way of interacting with people. It was a steep learning curve, but I’ve always been open-minded and eager to learn.

The biggest difference was the sheer number of opportunities available here. In Iraq, we had so few options, and coming to a place where you could truly shape your own future was overwhelming but empowering.

What’s one message you’d like to share with readers?

Mazin: Be grateful for what you have and remember that it didn’t come without sacrifice. Many Americans never experience life outside the U.S. or understand the struggles others face.

Freedom and opportunity are precious, and we should appreciate them, not take them for granted. I will never forget my first time seeing an American helicopter in 2003. My eyes were teary. I was crying of happiness, and I was not alone. Millions of Iraqis shared the same feeling. That's the view we had about America.

At the same time, we need to remain open-minded. People around the world may live differently, but that doesn’t make them wrong—it makes them human, just like us.

The following is from an interview with an honored guest: Master Gunnery Sergeant John Escalante. He thoughtfully shared his experiences from his time in the military.

Background and Career in the Marine Corps
”My name is John Escalante. I retired from the Marine Corps after 30 years of honorable service, retiring last year as a Master Gunnery Sergeant, which is an E9, equivalent to the Sergeant Major. The Marine Corps has two tracks when you reach E8: you can choose the Sergeant Major track or the Master Gunnery Sergeant track. I selected the Master Gunnery Sergeant track because it focuses on being a subject matter expert, which allowed me to make a more significant impact. My career was very successful, and I owe much of that to the Marines under my charge.”

Early Inspiration and Decision to Join the Military
”I’d love to share a story about my dad. He immigrated to the U.S. from Ecuador in the 1950s, with nothing but a dream. He took on menial jobs like cooking and dishwashing to support our family. His love and gratitude for this country were evident in how he raised me. He always taught me to respect the national anthem and the U.S. flag. At a young age, I knew I wanted to emulate the Marine Corps standards of pride and respect. When I was 11, I saw the national anthem on TV, accompanied by a Marine standing at attention, and I knew that was the kind of person I wanted to be. That image of the Marine and the national anthem has stayed with me throughout my life.”

Joining the Marine Corps
”When I joined, there were no wars, so it wasn’t a difficult decision. However, shortly after I shipped off to boot camp, Desert Storm began, and the prospect of war became real. The hardest part of leaving was seeing my mother’s worried face, especially since the news was filled with talk of war. The only thing I worried about was how my family, especially my mother, was handling it. But my decision was made, and I was 100% committed to serving.”

Boot Camp and Training
”Boot camp traditionally lasts 13 weeks, and everything is planned down to the minute. But when Desert Storm began, the drill instructors prepared us for the reality that we would be going to war at any moment. They not only pushed us physically but also mentally, knowing we would soon face combat. The training was even more intense than usual, and the pressure was enormous, but I never doubted my commitment to the mission. Though I was fully committed to my duty, I had some fears. As much as I was prepared to go to war, I worried about the potential loss of life, including my own. And I worried about how my family would handle it, especially my mother.”

First Deployment Experience
”Leaving American soil for the first time was surreal. One moment, you’re with your family, and the next, you’re stepping off a plane into foreign soil. Everything looks different: no trees, no grass—just barren land. The environment was hostile, and the uncertainty of who was friend and who was foe kept us on constant alert. The constant vigilance in combat mode is something no one can truly understand unless they've been there. It’s like law enforcement or emergency responders—people who are always ready for whatever might come next.”

Iraq in 2003
”When we entered Iraq in 2003, our primary mission was to stabilize certain regions. But we soon realized that there were internal conflicts among local warlords and tribes. We had to assess who our allies were and stabilize the communities by rebuilding basic services like schools and healthcare. We made sure to secure the infrastructure so it wouldn’t fall back into the hands of the enemy. It was a delicate balance between combat operations and humanitarian work. There were many acts of heroism during my time in the military. Marines would put their lives on the line to save others, such as jumping on grenades or stopping enemy vehicles loaded with explosives from reaching our barracks. These acts of bravery, driven by love of country and comrades, are what inspired me to continue my service.”

Leadership Lessons
”I had the privilege of working with many different leaders, some good and some bad. I learned as much from the bad leaders as I did from the good ones. One bad leader I had when I was a corporal was particularly harsh. He gave me excessive punishments for minor infractions, but I learned from his mistakes. I vowed that when I was in a leadership position, I would treat my Marines with respect, explain the reasons behind my decisions, and encourage them, even if they weren’t the most gifted. Leadership is about helping others reach their potential.”

The Transition from Military Service to Civilian Life
”The hardest part about being in the military wasn’t the service itself, but the impact it had on my family. It’s tough to balance the time away from home and the mental strain even when you’re physically there. After retiring last year, I found that the hardest part wasn’t the service, but the transition to civilian life. After 30 years in the Marine Corps, it felt strange to not be in uniform. But I’ve stayed connected with the veteran community and continue to be involved in initiatives that support veterans and their families.”

Getting Involved
”I’m currently involved in the Travis Manion Foundation, which focuses on mentoring youth and teaching character and values. I also work with Team Red White and Blue, a group that supports mental health and wellness in the veteran community. Additionally, I’m involved with the United War Veterans Council, which organizes the largest Veterans Day Parade in America. This year, the Marine Corps is the featured branch, and I have been nominated as one of the honorary grand marshals for the parade.”

Introduction and Background

My name is Art Athens, and I grew up on Long Island, outside of New York City. I lived there my whole life until going to the Naval Academy. After graduating, I became a Marine. From the academy, about 75% of graduates go to the Navy, and 25% go to the Marine Corps. I was one of those who went to the Marine Corps.

I spent 17 years on active duty. Many people know that you can retire after 20 years, so 17 years was an unusual time to transition to the reserves, but that's what I did. I made this change because I was asked to take on a nonprofit organization that helps military personnel integrate their faith and their profession. This opportunity led me to leave active duty but continue on as a reservist. I spent 30 years serving both active and reserve duty.

Afterward, I held two government positions. One was at the U.S. Merchant Marine Academy in Kings Point, New York, where I served as commandant. Although it was a civilian position, I wore a maritime uniform. From there, I moved to the U.S. Naval Academy, where I was fortunate to serve as the director of the Vice Admiral Stockdale Center for Ethical Leadership.

In December 2018, I passed the baton to another leader at the Stockdale Center so I could dedicate myself to speaking full-time. Since 2019, I have been speaking about ethical leadership to a wide range of audiences, including the Department of Defense, law enforcement, medical professionals, school administrators, and corporations.

On the personal side, I have been married for 46 years to my wife, Misty. We have 10 children and have moved 23 times during those years. Recently, we relocated from South Carolina to Florida to care for Misty's 93-year-old mother. We also have 20 grandchildren, with three more expected between November and February. They are truly the loves of my life.

When you initially decided to join the military, what was that moment like? Was it something you always wanted, or did it happen more spontaneously?

I played soccer, ran track, and played lacrosse in high school. Lacrosse, in particular, brought me to the Naval Academy, because I was heavily recruited for it. I knew I was going to a military institution, but I don’t think I fully understood what I was getting into until I was there. The idea of leadership really appealed to me, along with the opportunity to pursue academics, athletics, and leadership all at once. I’m very grateful for the experience, but lacrosse was the initial draw that led me to learn about the Naval Academy.

What made you stay in the military for so long?

During my junior year at the Naval Academy, I injured myself, ending my lacrosse career. That experience broadened my understanding of what the military was really about and prompted me to think more seriously about my future. By then, I knew I wanted to start a military career.

When deciding between the Navy and the Marine Corps, I was drawn to the Marine Corps because of its emphasis on leadership and people. I had a five-year service obligation after graduation, and at the five-year mark, I evaluated my options. By then, I was married with a child, so I thought about how deployments would fit into my life. Despite those considerations, I enjoyed what I was doing and wanted to stay. When the opportunity to lead a nonprofit organization came up, I transitioned to the reserves to continue serving while pursuing this new role. From 1978 to 2018, I maintained my connection with the Marine Corps.

What is the leadership philosophy you live by now?

One story illustrates my philosophy. In 2007, my son was about to deploy to Ramadi, Iraq, as a platoon leader. At Baltimore-Washington International Airport, just before he boarded his flight, he asked me to summarize leadership for him.

I shared a story that a mentor, Tom Hemingway, told me when I was a new second lieutenant. He recounted how, as a young officer in the late 1950s, he was assigned an experienced platoon sergeant who had fought in major battles like Guadalcanal, Iwo Jima, and the Korean War. Tom, feeling inexperienced, asked the sergeant why he would follow him. The sergeant explained they would evaluate him based on three questions:

1. Do you know your job or are you striving to learn it?

2. Will you make the hard but right decisions, even if it costs you personally?

3. Do you care as much about us as you do about yourself?

I’ve carried these three principles—competence, courage, and compassion—throughout my career. Over time, I added a foundational value: humility. Leadership isn’t about you; it’s about your people, the mission, and service.

What are some leadership mistakes you’ve observed?

Leadership struggles often stem from a lack of humility. Self-centered leaders focused on their own success rather than their team are less effective. Beyond that, issues arise when leaders fail in one of the three core areas:

• Competence: Not knowing their job or failing to strive for improvement.

• Courage: Lacking integrity or avoiding difficult but necessary decisions.

• Compassion: Failing to show genuine care for their people.

When these elements are missing, leaders struggle, and their teams suffer.

There has been a generational decline in interest in joining the military. Why do you think that is, and how can it be addressed?

This is a challenge all branches are grappling with. Currently, only the Marine Corps met its recruiting goals. Demographic changes—like smaller families and fewer physically qualified candidates—play a role. Additionally, the long wars since 2001 have affected how veterans encourage the next generation. Historically, many recruits have been inspired by family members who served, but that influence has diminished.

It’s a significant issue, and lowering standards to meet quotas is a tempting but problematic solution. Recruiting efforts must target not just young people but also the older generations advising them.

What advice would you give to a young person thinking about joining the military?

Two of my sons joined the military—one is still an Army battalion commander, and another served in the Coast Guard. Two others pursued law enforcement careers. I always told my children that service matters, but it doesn’t have to be in uniform. It could be through public service, healthcare, or even writing and speaking, like your mom.

For young people considering the military, I recommend researching, seeking advice, and making their own decision. Joining the military should come from a personal desire, not societal pressure. It’s essential to find a path that aligns with your passion for service.

This is an interview with Bobby Colella, a 21-Year Army Veteran. After his time in the military, he began working on The Debrief Project, which he discusses at the end of our chat.

Introduction
”My name is Bobby Colella, and I am a 21-year Army veteran, specifically in the infantry. I spent my entire career in the infantry, and I loved every minute of it.”

What made you want to join the military?
”The first thing that comes to mind is serving my country and fulfilling a sense of duty. My grandfather served during World War II, my uncle served in the Army during Vietnam, and another grandfather served in the Navy. Hearing their stories of excitement, adventure, and the things they experienced really intrigued me. They were almost put on a pedestal by the rest of the family, and I wanted to live up to that legacy. So, serving my country and trying to honor my grandparents and uncle were definitely the biggest motivations for joining.”

Did you always want to join the military, or did it come later in life?
”Even from a young age, I wanted to be a soldier. Interestingly, I didn’t join right out of high school. I waited a year after graduation and enlisted at 19.”

What was it like the day before you left for boot camp?
”It was an emotional roller coaster. I was excited but also nervous, and as the day went on, that nervousness turned into full-blown terror. I had signed up for four years, and I started to wonder, "What have I done?" But deep down, I knew this was what I had always wanted to do.”

What were your first impressions when you arrived at boot camp?
”It was another emotional roller coaster. I was both excited to be there and overwhelmed by the experience. The drill sergeants were everything I expected, and while it wasn’t shocking, it was intense. Once the initial shock wore off, I found my comfort zone. It felt natural, like I belonged there.”

Can you describe what basic training was like?
”Basic training is about losing your self-identity. The Army is like a big team, much like a sports team where it's not about you but about the people around you and the mission. The drill sergeants start teaching that from day one. When they shave your head, you lose your individuality. Everyone wears the same uniform, and it doesn't matter what your background is—everyone bleeds green. It’s about teamwork, working toward a common goal, and constantly being around others. It’s a challenge, but ultimately it’s an eye-opening experience.”

What was the brotherhood like?
”The bond you form in basic training is strong. Even though basic training is short, over the years, in combat or long-term assignments, you form lifelong friendships. For example, just before this interview, I got a call from someone I hadn’t talked to in 10 years, but when we spoke, it was like no time had passed. The brotherhood is truly incredible.”

What was an average day like in training?
”In basic training, your day would start early, around 5 AM. After getting dressed, everyone would clean different parts of the barracks, like the laundry room, floors, or showers. Then, you’d exercise for an hour—getting paid to work out, which was pretty cool. Afterward, you'd eat quickly, then move on to various training activities: rifle range, weapons training, first aid, combat training, and more. Every day was packed with classes and tasks, all aimed at getting everyone on the same page.”

Did you develop a specialty during your time in the Army?
”Yes, I became a Bradley Master Gunner. It’s a tough school that I attended at Fort Benning, which is now called Fort Moore. To pass, you have to maintain a 3.0 GPA, and if you fail any test twice, you’re out. The attrition rate when I went through was about 60%. It was a challenging academic experience, but I’m very proud of having graduated in 1995, and it helped me throughout my career.”

What were your roles during your time in the Army?
”The majority of my time was spent either on the ground or in vehicles. I served in the Bradley Fighting Vehicle, a key part of the infantry. I also held leadership positions all the way up to company first sergeant. Later in my career, I had the opportunity to teach at the University of Central Florida for their Army ROTC program, which was a great assignment to have after retiring from active duty.”

What was it like being away from your family for so long?
”Being away from family was tough. You get about 30 days of vacation time each year, so I would try to visit my parents at least once a year. When I got married and had kids, it was even harder. During combat deployments, the longest I was away from my family was about 19 months. During that time, I could come home for two, two-week vacations. It’s tough, but it’s part of the job, and you sign up for it.”

How did you readjust to civilian life after leaving the military?
”The transition was definitely challenging. I was teaching at UCF just five months after returning from a combat deployment in Iraq. I had to adjust to a completely different environment. Over time, I realized that while I was there to teach civilians to be military leaders, they were teaching me how to be a civilian again. It turned out to be a great transition that I couldn’t have planned better myself.”

What would you like the world to know about soldiers?
”Soldiers do what their country asks them to do, and they do it amazingly well because of the people around them. The bond between soldiers is powerful, and at the end of the day, it’s not about country, god, or apple pie—it’s about not letting the person next to you down. Soldiers risk their lives for each other, and they deserve the best support from civilians. We need to make sure they have every tool they need to be successful.”

Can you tell us about the Debrief Project?
”The Debrief Project is a nonprofit organization I started after publishing a book in 2012. Writing that book began my healing journey, as I realized I was dealing with post-traumatic stress from the war. As I promoted the book, I began to feel better about my experiences in Iraq and gained a deeper understanding of them. I wanted to give my fellow soldiers a platform to tell their stories, using technology and social media. This allows their loved ones to understand what they went through, and it preserves their stories for historical purposes. We’ve completed about 12 interviews so far and have 60 more scheduled. Eventually, these will be compiled into a documentary-style format. But the main goal is to give soldiers the opportunity to share their stories.”

Introduction:

“My name is Chipp Naylon. From the military perspective, my path began as a little kid. I had a great uncle who was a naval aviator and was killed in the Pacific Theater. Hearing his story as a young kid planted a seed in my mind that I wanted to go, ironically, to the Naval Academy. He did not go there, but the seed was planted before I even remember. My focus as a young kid, then through high school, was getting into the Naval Academy. When I got there, I wasn’t sure what I wanted service-wise, but I was 100% sure I didn’t want to be a Marine.

Then, one thing led to another. I met a lot of upperclassmen and Marine Corps officers stationed in Annapolis whom I respected tremendously, and I realized that’s the route I wanted to go. So, I ended up commissioning to the Marine Corps, serving nine years in the infantry. After I got out, I transitioned back to school, got my CPA, and now I’m a real estate developer and CPA. I’m married and live in Richmond, Virginia, with my 17-year-old daughter. That’s the high level of where I am in life and how the military played into it.”

You wrote this fantastic book, The New Ministry of Truth. What inspired you to write this book? Was there a specific moment when you knew you wanted to, or did it happen over time?

“The actual publishing of the book was more incidental. When I started traveling solo, hitchhiking around Europe in college and being on the road on my own, my mom gave me a travel journal. I adopted that as a technique and started putting pen to paper, pouring my thoughts out. I did that throughout my entire deployment as well. As frustration mounted during the deployment, journaling became catharsis for me. It was a way of putting my thoughts and experiences down on paper.

When I got back from deployment, I realized that I had the makings of a manuscript. So, for about three years, I woke up early each day and worked on it, not with the intention of publishing but more for the therapeutic aspect—it was my way of coping with the anger and frustration from my time in Afghanistan.

Three years later, I had a completed manuscript. Speaking to fellow vets, I realized that the frustration I was feeling was not unique to me. I saw publishing as a way to share my specific story, but also to provide a voice for many veterans who felt the same frustration.”

You experienced many difficulties in Afghanistan. What was the process like coming home and readjusting back into the civilian world?

“It’s really a transition. The most specific challenge is what we call hyper-vigilance. When you're overseas in a combat zone, you're always on high alert, looking for threats everywhere. It’s essential in that context, but less so when you're back home. The process of turning off or attempting to turn off that hyper-vigilance took time and effort.”

When you returned home, did you feel like you got a lot of support, or did you and the other veterans struggle to readjust?

“I think we received significantly more support than the stories I’ve read about Vietnam veterans. What helped us a lot was that we returned home as a team. Our entire team deployed together and came back together. When we got home, we had time to acclimate and be together before going our separate ways. Having that support from the team helped a ton.

You hear stories about soldiers and Marines spending a year or more in Vietnam and then flying home alone, with no adjustment period, and a society not only opposed to the war but often opposed to the veterans themselves. I think society has matured a lot since then. Now, people understand that they may not agree with a war but still support the individuals who fought in it. There’s more awareness of the difference between the policymakers who send us into harm’s way and the guys who volunteer to serve.”

When you initially joined the military, what prompted that decision? Was it something you always wanted, or more spur of the moment?

“I touched on it briefly in the intro, but hearing stories about my great uncle and his experience in the Pacific Theater during World War II planted the seed of military service. No one in my immediate generation above me served in the military, but volunteering to serve and putting others before yourself was emphasized in my family. So, I think the combination of hearing my great uncle's story and being raised in an environment that valued service led to my decision to join the military.”

You spent a lot of time in the military and wrote a book sharing some of these experiences. What’s one story you’ve never really shared before that you think is important or interesting?

“It’s a tough question. I spent nine years in the Marine Corps and four years at the Naval Academy, so 13 years of military service in total. This may not be the answer you’re looking for, but as unique as the deployments were and my time overseas—both in combat and non-combat—what I miss the most are not the big ticket items, but the little things. It’s the camaraderie, hanging out with the guys, waiting for transport, and turning shared frustration into dark humor.

I have countless specific stories, but what I want to emphasize is that it’s not the major events, but the minutiae of daily life. It’s the shared experience, the brotherhood. Everyone who has served has that. It’s the little moments that make a difference—just putting a smile on your face, laughing about it, and moving forward.”

How did the brotherhood you created shape your outlook on life overall?

“What it emphasizes is putting others before yourself. In combat, for self-preservation, I rationalized my situation by focusing on bringing the guys on my left and right home safely, while also trying to improve the lives of the locals we interacted with.

That mentality, trying to better myself while helping others, is something I’ve carried with me both in and out of uniform. It’s about helping those around you and striving to live a life with that focus.”

What message would you want to share with young people considering joining the military?

“I have this conversation all the time. When I was in high school, I looked for similar advice. I would say that the military isn’t for everyone, but for the right people, it can be a life-changing experience. It instills discipline, which I didn’t have at 18. It also opens up opportunities, both in and out of service.

For a 17 or 18-year-old, a four-year enlistment or officer tour may seem like an eternity, but in the grand scheme of life, it’s not that much time. A few years in the service can provide critical life skills and experience, and it helps you gain maturity. If you decide to go back to school, start a business, or get into law enforcement, you’ll have the foundation of working together with a team, overcoming adversity, and achieving a common goal.

If you’re interested in joining, just remember you don’t have to commit for 20 years. A four-year term can change your life.”

The Debrief Project provides veterans a platform to share their wartime experiences, while also being a voice for the heroes who made the ultimate sacrifice in the service of our great nation. Use the link to check out this incredible movement: 

Colonel Morris Goins was in the military on September 11, 2001. This is his story: 

Colonel Goins: The planes hit the tower, and suddenly, there was a shift across the battalion. The division started talking about possibly taking action. We began preparing, assessing who was available, conducting weapons qualifications, and getting the 18th Airborne ready.

Interviewer: So, what exactly were you doing on 9/11? What was going on?

Colonel Goins: That morning, I had done my physical training and was sitting in my office as a battalion officer. The Intel officer came in and told me a plane had hit the World Trade Center. Mentally, I thought it just nicked the building—a small accident. Maybe a wing of the plane hit the tower. We went into the conference room, turned on the television, and saw the second plane hit. That’s when we realized this was serious. Like most Americans, I was thinking, "What in the world is happening?" When the towers began to fall, it became clear—life had changed.

Interviewer: At that time, did you know who Osama bin Laden was?

Colonel Goins: No, I didn’t. Al Qaeda wasn’t on our radar. All our training had focused on the Russian threat. The simulations and planning scenarios were still based on Cold War tactics and battles in Europe.

Interviewer: How did things progress after that?

Colonel Goins: After 9/11, we worked on unit status reports and assessed readiness. We knew we’d probably be called up soon. Around Christmas, the Intel officer called with a coded message confirming deployment. We came back from leave in January and were out the door shortly after for the initial ground campaign into Iraq.

Interviewer: So, in January, you got the word. You rallied the troops. Did you bring your own equipment?

Colonel Goins: I think we brought our own equipment. It was a mad dash; there was so much happening. We were trying to get both our personal lives and the unit organized, burning the midnight oil. We had to get all our shots, and I remember those shots knocked me out for a couple of days. I was out of commission. Eventually, I got back to the office, sweating and exhausted. They told us we’d be leaving in just a couple of days. We loaded the aircraft and took off.

Interviewer: What was that flight like?

Colonel Goins: I remember a flight attendant wearing a white T-shirt and carrying a marker. She asked us to sign our names and call signs on her shirt. They understood this was serious, and most of them didn’t know much about what an Army unit did. We signed her shirt and then landed in Kuwait, went to Camp Pennsylvania, and started the pre-combat checks and inspections.

Interviewer: How long were you on the ground before heading north?

Colonel Goins: About 45 to 60 days. We did a lot of range time and alarms training, making sure we were fully prepared.

This is an edited transcript of an interview with Officer Morris Goins, a military officer who served during 9/11 and the subsequent campaigns.

Interviewer: Can you describe the preparations for Baghdad and how you coordinated the movement?

Colonel Goins: Sure. I was part of a brigade of three, managing the movement of battalions and companies. I had hand-drawn sketches showing the order of movement, phase lines, target reference points (TRPs), and artillery positions. It was all meticulously planned. I remember the last unit to check in was a maintenance unit that, in my younger, less experienced view, seemed like a "ragtag" group. Ironically, that’s where Jessica Lynch, who was later captured, was serving. We received radio reports of a break in contact, but at that time, communication wasn’t as advanced as it is now. I was tracking everything with a map, push pins, and frontline traces.

Interviewer: Were you in a traditional brigade talk?

Colonel Goins: Yes, I was in a 577 command vehicle with a map on the wall, tracking the movement with push pins. We had GPS tracking for only some company commanders, so with thousands of vehicles, I had to constantly update the frontline trace. The division commander, General Blount, was always demanding frontline updates. At one point, I joked with my brigade commander to take the radio because I was so close to throwing it out of the vehicle.

Interviewer: Were there concerns about chemical weapons?

Colonel Goins: Absolutely. We started putting on our NBC (nuclear, biological, and chemical) suits and going to MOPP (Mission-Oriented Protective Posture) level two, carrying masks. I told a fellow officer, Frank McLaren, that if we didn’t find any chemical weapons, it would be embarrassing. But he wisely said, “Just be safe.”

Interviewer: What was it like when you encountered casualties?

Colonel Goins: As we went through the Karbala Gap, we had our first casualties. Alpha Company, led by Rob Smith—a great guy who later retired to Fort Leavenworth—was hit. The Tactical Operations Center (TOC) was usually buzzing with aviators, military police, and others. But when the call came in about our first “killed in action,” it went silent. It was powerful to see how everyone paused, awaiting orders. That silence and collective pause showed the gravity of the situation and the impact it had on everyone.

For more stories such as this one, be sure to go visit The Debrief Project on Youtube and Facebook

General Stanley McChrystal is one of the most well-respected military generals in history. He is a retired 4-star general who now has become a prominent public speaker and business leadership consultant. He is widely regarded for his exceptional leadership and innovative military strategies. McChrystal is best known for his command of the Joint Special Operations Command (JSOC), where he played a pivotal role in counterterrorism efforts, particularly during the Iraq War and the war in Afghanistan. His unconventional approach to warfare, which emphasized transparency, teamwork, and adaptability, reshaped how the U.S. military conducted operations in complex environments.

It was a great honor that General McChrystal took the time to sit down with me for an interview. Here it is: 

We have not done a great job welcoming back service members when they come home. I'm curious what you think we can do better? What are people not understanding? 

“It's a great question. I think, by comparison to the war in Vietnam, we actually do a much better job now than we did for that war, because there was such political opposition to the war and people tended to equate the soldier with the war that they disagreed with. I have not seen that with Afghanistan and Iraq veterans. So there hasn't been, (at least I've never experienced or heard much about) direct disrespect, right? Instead, I think we're seeing that most Americans have never served. The reality is most American parents never served either. It's not the World War Two era when so many people went and so everybody's uncle or father or mother served. And so the context, the understanding of what the veteran is experiencing, is more foreign to people, right? And so people mean well; they say, “thank you for your service.” They do all of the things that they believe are thoughtful, but we don't have a system where people come back and there's a clear understanding of the veteran experience. They may be wounded, they may not be wounded, but they come home, and their friends have all moved on with their lives. You know, they had buddies that they had in high school, and suddenly they come home and they think they're going to fall back on that group, but that group's now four or eight years older. They've got families, they've got jobs, etc. And so this veteran comes back, but they don't automatically fit like they think they will. In their minds, when they're in the service, they can't wait to go home, right? But it doesn’t always work out.” 

On a more personal note, did you experience something similar when you returned? 

“My experience is different because I was much older. I went to these wars in the spring of 2002. I went to Afghanistan first. When I came home, I was back for about a year, and then I went for five years. Right now, five years is a very long time. And so my challenge was not that I was immune to it because we'd been married for many years. When I went, my son had gone to college. My challenge was not that I was a young person trying to fit in. My challenge was that I'd spent five years away from my wife, and I'd spent five years away from American society, largely, and I'd spent more than that when I left the service. I'd spent most of the previous decade deployed. So for me, it was trying to figure out how I was going to fit into a society that had been moved along, right?”

Why are so few people joining the military now? If we look back one generation, two generations, there's a huge shift. I'm curious about what you think has changed over this period. 

“Yeah, I think about several things. When I was young during the Vietnam War, people were drafted, so they may not have wanted to go, but a lot of people did go. Then after that, we went to a volunteer service. And the volunteer service was pretty popular. There was no trouble. There was trouble for a couple of periods, but most of the time, getting enough people to volunteer was not hard. We were not at war. We did some small things, Grenada, Panama, and whatnot, but not at war. And so this new professional volunteer army was pretty well thought of. It was viewed as a pretty good opportunity for people. 9/11 saw a burst in patriotism and a burst in the sense that not only do a lot of people want to serve. They wanted to have served. And what I mean is people wanted to be veterans because they thought it was going to be good for them. After all, veterans were popular. 

Then we got away from the active parts of the war, so that patriotism weakened tremendously. And I think a couple of things happened. One, the idea that war was something that you needed to do to sort of prove yourself. I think the idea that it was a patriotic requirement weakened. I think the younger generation had a different view of America's military role in the world, I guess. And now I'm going to sound like an old guy, but a fair amount of the younger generation didn't want to work that hard, because it looked like it was going to be painful. And so you put all of those together, and then suddenly when not many people in your peer group are going in the military, it gets even harder to go in, because if a bunch of them are going in, hey, you know if they're going, I'm going to go. But if nobody's going in, it's hard to do, and so I think it feeds on itself, right?”

You mention a decline in patriotism. Are you very concerned about this, or do you feel that it's just something to live with?

“Yeah, first off, I want to be clear: I don't think that patriotism and military service are the same. I think you can be very patriotic and not want to serve, but I think the feeling of responsibility or desire to serve, which in many cases is military, is sort of an indicator. And I think we do have a problem. I think we have a problem in America right now where a lot of people feel that they are citizens of the world, and I get that to a point, but the reality is, I think a lot of people feel like military service is for chumps. You know? I think that that can reverse itself quickly if we get attacked, but you don't want to wait for that. So I think it's a real problem.”

Do you have an idea of how you would go about trying to fix it? 

“Yeah, I know what I would do. I think the first is our national leadership - starting with the President, who needs to ask Americans to do things. We are very hesitant to ask Americans to do anything. We always tell Americans, you're getting screwed, you're paying too much tax, you're working too hard. You know, our political system panders to telling people that they deserve more than they've got. We need to do it, and that's because you're trying to be popular. I think our political leaders need to be people who ask us to do things that we might not otherwise do. Remember John F. Kennedy: “ask not what your country can do for you: ask what you can do for your country. I think that we have backed away from that because of political opportunism. I think a leader should stand up and say, I need you to serve your country. It may not be in military uniform. It may be in conservation, healthcare, or education, but it's something where you are contributing to society. It's not all about you, because nobody's asking them to do that. Nobody's asking any of us to do that right now. To be honest, I think the leadership of the country should be much more aggressive in asking us to serve and sacrifice for sure.”

For those young kids out there who are considering joining the military, what would be your message to them? What advice would you give them? 

“I would advise them to do it. And it's not just because I was in the military, but I know very few people who regret having served. They may not love it at the moment. You know, a lot of the best things for us are not the things we treasure the experience of while we're doing them, but afterward, you look back and you say, you know it was good for me that gave me some discipline, that gave me some focus, that built some relationships, that let me see part of the world. And I think that the military uniquely does that. 

Now, again, there are other ways to serve. There’s a range of things you could do in the military. You know, when we think of the military, we think of World War Two infantrymen. In reality, the infantry in the military are a small minority. There's a spectrum of opportunities, right?” 

You’ve spent a great deal of time around soldiers in your career. What would you want the world to know about a soldier that they probably don't consider? 

“Soldiers are very much people. You know, we look at people because they all wear uniforms and they can relax. And so you tend to think of them as automatons, all who believe that the same thing, you know, responds the same way and their courses are as different as every human being, right? They are also remarkably good at what they do, you know. They are remarkably good. At least that's my experience. And if you give them the opportunity and the challenge to be good at what they do, they are stunningly good at it. I raised that because I think that a lot of people don't have that appreciation, and it would be healthier for the service now, but also for people considering going in to understand just how good their peers will be if they do enter.” 

What leadership advice do you have? 

“Take a look at some historical leaders. You can go read about a leader right now and pick either a great football coach or a great corporate executive or a president or a military leader. Most leaders have an innate ability to empathize with the people they're dealing with. They have tremendous willingness to persevere, to be consistent. They do it day after day after day. Anybody can get in front of a group of people give a stirring speech, and people say “what a great leader!” No. Leadership is over time. The best leaders I've experienced were people that I just learned to deeply appreciate. They were the way they were, day in and day out - when it's hard, when it's easy, when it's sunny, when it's raining. That’s when you start to get a sense for what real leadership is.”

The following is an excerpt from “The New Ministry of Truth: Combat Advisors in Afghanistan and America’s Great Betrayal” by Maurice Naylon IV. Professor Bruce Hoffman from Georgetown University called it “an honest, gut-wrenching account...the kind of no b.s. memoir one expects from a United States Marine. But it is also a thoughtful, analytical and intimate account of America's longest war--and the challenges and frustrations endemic to it." Here is a link if you’d like to purchase this thought-provoking book. 

“After growing up in Buffalo, New York, Maurice L. Naylon IV (nickname: “Chipp”) attended the United States Naval Academy and was commissioned into the Marine Corps. In his nine years in the Marines, he served as an infantry officer in a variety of roles with a group of absolutely incredible people. Following his time in the service, he and his wife, Jenna, settled in Richmond, Virginia. In addition to serving as the chief editor for the www.newministryoftruth.us blog - a site for veterans to share their experiences - Chipp currently works as an accountant, a job he acknowledges is just about as far from the content of his book as he could possibly travel.”

“This is not a book about epic firefights. It’s not about battlefield heroics. No one will extract a blockbuster movie from these words. Rather, the purpose of this book is to use the story of a combat advisor’s deployment to Afghanistan to illustrate one of America’s gravest betrayals. For nearly two decades, the United States has sent its youth to fight and die in Afghanistan, all the while failing to define a clear political objective to be achieved by these military means. This failure came to a head as 2014 rolled into 2015, and the U.S. government declared an “end to combat operations.” These empty words failed to align with the reality on the ground; they simply forced our nation’s warfighters to shoulder the risk of combat without the ability to defend themselves. This is the story of that time, about America’s new “Ministry of Truth” and the service members sent to carry out its whims.”

“This is not a traditional war story or combat memoir; if you're looking for the daily grind of battle that so many Marines and soldiers faced during their time in Afghanistan, this isn't it. For those stories, read about Marines fighting in Sangin District, soldiers in the Korengal Valley, the battle for the Shahi-Kot Valley, and countless other accounts of truly heroic combat actions. For us, things were actually pretty good. Tasked with defending the largest coalition base in Afghanistan, we had plenty of amenities, more air support than we could hope for, and, all-in-all, a pretty "country club" deployment. Frankly, if we weren't in the middle of Afghanistan, Bagram Airfield may as well have been thrown down in the middle of any military town in America. This reality begs the question, what's the point of writing this? Why is this book important?

On one hand, selfishly, writing this has been an exercise in catharsis for me. Country club or not, seven months in a combat zone can be a stressful experience. More specifically, seven months of sending guys out on security patrols and deliberate operations round-the- clock, selecting the villages that become their objectives- and potentially the places they're killed- wears you out. For seven months, you can never "turn off," regardless of the Pizza Hut and Green Beans Coffee a few hundred meters away, as you always have someone outside-the-wire, someone in harm's way. And, as combat advisors working with forces from both the Republic of Georgia and Afghanistan, culture clash proved another recurring source of stress. On the other hand, the above stress was significantly compounded by realities and decisions unrelated to the individuals outside of Bagram trying to kill us on a daily basis or the forces we were advising, which leads to the primary purpose of this book. As the combat advisors to a battalion of Georgians charged with securing the interior and exterior of America's largest base in Afghanistan at the end of 2014, we found ourselves in a unique situation. 

Broadly speaking, the war in Afghanistan included two categories of service members: those making decisions within the confines of a base, and those executing those decisions and fighting outside of a base. Our position and role on Bagram Air-field placed us at the nexus of the highest-level generals in the former category while conducting the security operations outside-the-wire at the lowest level of the latter category. On one day, I found myself eating lunch with the 4-star general in charge of all coalition forces in Afghanistan. On another day conducting a deliberate operation searching for IED caches in an Afghan village. Consequently, as 2014 rolled into 2015, and we saw the "end of combat operations" and beginning of the Resolute Support mission, I had keen insight into both A) the operational-level decisions being made by the generals, and B) the tangible and direct impact those decisions had on the guys fighting day-in and day-out to secure a base.

This proximity to the decision makers in Afghanistan, and the effects their decisions had, is why this book is so important. I am neither a smart man nor an eloquent writer, but I have a story that, in my opinion, needs to be told: the development of America's new Ministry of Truth in Afghanistan, and our country's betrayal of the service members sent to carry out its whims.

Surprisingly, the start of my time as a combat advisor began in the footsteps of the Top Gun cast, that is, hanging around the air station in Miramar, California. After filming epic "we were inverted" and shirtless beach volleyball scenes at what had been Naval Air Station Miramar, the early nineties Base Realignment and Closure (BRAC) hearings saw a transfer of the base from the Navy to the Marine Corps. In some Jedi mind trick that I certainly don't understand, Congress decided that it would be more cost effective to call the base Marine Corps Air Station Miramar, as opposed to Naval Air Station Miramar. Same base, same pot of money, different name -the logic and cost savings are infallible.

But, my story isn't about Miramar (though it's a fitting place to begin my path towards the boondoggle that Afghanistan 2014-15 would be). In January 2014, I was serving as an infantry company executive officer (XO) with Weapons Company, 1st Battalion, 5th Marine Regiment, a unit based a few miles up the road from Miramar at Camp Pendleton, the sprawling Marine base along the Pacific Ocean and I-5 between San Diego and Los Angeles. In this capacity, my company commander and I were down at Miramar with the whole company using the air station's rifle range to conduct our shooting qualification, an annual requirement for Marines.

Hanging out with Chris, the company commander, at the end of a day's shoot, he received a call from our battalion's XO (I was a company XO responsible for roughly 150 Marines, whereas the battalion XO is a more senior officer responsible for five individual companies and closer to 800 Marines). Listening to Chris's side of the conversation, I heard something along these lines:

"Yes, sir. I'm sitting right next to him, sir. Aye, sir, I'll have him see you in your office when we're back to Pendleton tomorrow, sir." Regressing to the mindset of a high schooler who's been caught doing something wrong, my immediate reaction to the side of the conversation I heard was, "Shit, what did I do?" Fortunately, I wasn't being court martialed for something I'd done. But, I was being offered an opportunity to go to Afghanistan. Apparently, our battalion's higher headquarters, 5th Marine Regiment (in practical terms, my boss's boss's boss) had been told by some general further up the food chain that the regiment needed to provide some infantry officers to support an individual augment, or IA, mission to Afghanistan.

Most military deployments consist of an organic unit, such as my battalion, heading overseas to complete some mission; but, at least in the Marines, another deployment path exists, more the red-headed-stepchild approach: temporarily formed teams of As thrown together to complete some mission that doesn't fit within the standard deployment cycle or job description of an infantry battalion. And, my mother's opinion aside, we IAs are typically not selected as a result of our outstanding performance, more often chosen for having the bare minimum requirements to meet the manpower tax imposed (no one wants to give up their unit's rock stars). Take me, for instance: I happened to be the most junior captain in the battalion, which, as I'd find out, made me a prime candidate for either A) this requirement, or B) staying back from our next deployment to be in charge of the Marines with medical and legal issues preventing them from deploying- the two options I'd soon find out lay ahead of me. Pressing Chris for more information, all he could tell me was that, yes, the XO had asked if I'd be interested in this upcoming IA deployment to Afghanistan, and no, he didn't provide any other details. I'd have to wait until the next day, when, returning to Camp Pendleton, I could swing by the XO's office to get the whole picture.”

Cosmin Anghel is a U.S. Veteran who served honorably in Iraq and Afghanistan. As a soldier, he put his life on the line on countless occasions for us - for his country. Veterans of the U.S. military dedicate their lives to protecting us, but when they return home, the favor often goes unreturned.

“My name is Cosmin Anghel. I joined the U.S. Army in 2002. I deployed to Iraq in 2003, and in Afghanistan in 2005.”

When you first joined the military, what made you decide to do so? Was there a specific moment where you realized you wanted to join, or was it something you always had dreamed of?

“Joining the army was a spur of the moment. Really, I just wanted to see if I could do it - if I was capable of it. When I joined the army, I made sure that I did the Airborne School, which is one of the harder training programs. It was mostly just a feeling of accomplishment that kept me going. I wanted to prove to myself that I could do it.”

When you first joined, you went through a very rigorous training program. Do you want to describe what that was like? 

“Sure. I went to basic training on my birthday, July 30, 2002, and I ended up in Missouri. I had a rude awakening that next morning when I woke up over there and drill sergeants were yelling at you. They loaded us up into cattle trucks and took us to the barracks, and all I was asking myself is, what the heck am I doing here? Why did I do this and how do I get out of it? But then I realized that quitting is not really in me, so I just pushed through. Once I finished basic training, we started to settle down a little bit more. It was more like the classroom kind of environment. You're studying your material and doing physical fitness, but it wasn't that initial shock of waking up and people yelling at you every morning and pulling your bed apart and making you redo it and making sure your shirts and your socks and everything is perfect. There was one test where they would come in and flip a coin, and if it didn’t bounce off your sheets, everything would get pulled off the bed, and you have to redo your bed. 

I went to Airborne School, which I think helped, because it takes a lot of physical effort to go. For three weeks, you run from five o'clock in the morning to eight o'clock at night. Even when you stop, you run in place and you go from there. Going from beaches back in Florida to that environment was a big switch.”

Would you mind just setting the scene? Why were you guys [deployed to Iraq and Afghanistan] and what was the task at the time?

“Afghanistan was just an extension of Operation Enduring Freedom. It was mostly to make sure that any al Qaeda camps, and the Taliban, were kept out of Afghanistan. We wanted to stabilize the country. Partially, it was a mission to win the hearts and minds of the locals and show them a better world - improving the infrastructure of the country, giving them a democratically run government, and making sure that we protected that and made it flourish. That was the main mission. Now, we're in 2024, and we all know that it did not go that way. It didn’t go the way that it was planned out.”

Do you feel upset that you put in all this time and energy into a mission that never ended up working? 

“I would say, yes, slightly upsetting, but I would say it's more upsetting that the country and the people did not get a good result. It's unfortunate that so many lives were lost. However, there were a lot of good people that I met, so I have the memories of them. I made some great friendships with people that I met over there, and I'm pretty sure I can reconnect with them in a matter of minutes. But yeah, I would say it is upsetting to see that it didn't work out for those that I met, and I know how much they sacrificed to make it work.”

You were 18, you were very young at the time. Let's say, like, the night before you engaged in one of these new missions, what were you thinking and feeling? Were you able to sleep properly?

“The night before we left? No, it was a very scary night. I didn't know what I was getting myself into, and all I was thinking was if I'm ever going to come back home alive, but once we crossed over and the mission started, and all that exhaustion started kicking in, and the adrenaline and sweating and digging the fighting positions and the shooting started, you just forget about it, and you just roll with the punches, and you don't have time to think about how afraid you are until it was all over. And when it's over, you just try to process the things that went by, and cope with it. Four months after the invasion, I think it was March, April, May, June, around June that we returned from Baghdad into Kuwait, and us as a group, as a platoon, started talking about it and kind of decompressing and just trying to get over everything that we saw and went through.

The story I'm going to tell you is from one of my missions in Afghanistan. It was just around the election season in Afghanistan, 2005. We were in this area called Tagab Valley. We were kind of the first ones in the area for many years, US troops that is. There was a very small US presence with some UAE Special Operations troops and Afghani military. We were patrolling, making sure the areas were safe for people to come out and vote. So the first day in, we were roughly about three vehicles and two ATVs. I was riding one of the ATVs on our way back to the camp that we were setting up. I drove over an IED and blew up. So that's how that mission started. Nobody got hurt. I didn't get hurt. I got super lucky. I had an upgraded ATV with a blast plate underneath. The plate absorbed the entire impact. I was very confused when I got off of it - shocked. I actually thought it was somebody else that got hurt. I could not realize what had just happened. Was it just in my head? I was running around asking, who got hurt and if they were okay, and everybody was asking me if I'm okay. Once it sank in it was my ATV, the first thing I did was check my limbs. Then I checked my head and checked my back. I was good, and finally got off the ATV. We drove out of that area safely. There was a lot of fighting that night – small fire, RPGs – and the next couple of days, it just continued. 

On one occasion we got in a heavy firefight, we were a small team patrolling a village, so we had to call for air support, and we got two Harriers, US Marines pilots - and it was one of the wildest things you could ever see. They were flying about 30 feet above ground, shooting and going back up and then coming back down. That's kind of how we were able to get out of the village unscathed”

In the moment, it was you and the four others against the whole village. What was it like? What were you feeling? What were you thinking? 

“This happened about three years into my military life, and at that point you have all the training that kicks in, and you don't have time to fear anything. It's just automatic muscle memory. You take your defensive position, you make sure your weapons work, and you're loaded and loaded, and you shoot back, and you check with your teams, and you call for air support. The adrenaline kicks in, and you really forget everything; you don't feel any exhaustion till you're completely removed from the situation. Only then does that adrenaline rush go away - but in that moment, you don't feel anything else, other than that automated self preservation and training that kicks in, right?”

What was the process like readjusting back into the normal world?

“Readjusting to normal life. Wow. I don't think there's anybody who ever helped us readjust. That's a really tough one, and come to think of it, nobody helped you out. When we came back, we drank a lot. We were together and that was it. Yeah, there was no one, nobody came in and helped us readjust to the civilian world.”

As a veteran, what programs would you want to see put in place to fix this?

“I think counseling helps. Making sure that veterans and soldiers coming in from a combat environment understand that it's okay to talk about what happened. It’s important to have somebody to talk to. Having programs that allow for that would be great. I don't know if they have them now in the military, but it would definitely help out in the civilian world, when you go through a traumatic experience. With firefighters or EMTs or paramedics going through traumatic experiences, there's always somebody that comes in and talks to them, so something along those lines would be great to have implemented.”

What would you want the world to know about being a soldier? 

“It's the pride that you feel, even, 20 years later, 20 plus years later, you feel that pride. You feel that brotherhood and the relationship that you created with people, and even if you don't get to interact with them on a daily basis, it's just like a brother that you haven't seen in a while, and all that fraternity that you create. During these years, that's probably what I have missed.”