Personal Narrative: Four High-Value Targets

Under step 2 it discusses available assets and identify resources shortfalls. According to the Battle Staff book reviewing available assets and identify resources shortfalls is staffs determine if they have the assets needed to accomplish all task . (Page 2-13 Battle Staff)The CJTF would have noticed that the air assets were needed as well as the air planners. Once the air planners would have been involved in the planning process, they could have rescheduled the date of the air tankers switching. The result would have been less wounded causalities and certain terrorist leaders possibly killed.

I remember the day that it all happen. The day the battle for Yahya Khel started, the first major offensive operation for 3rd Battalion, 66th Armored Regiment (Black Knights), 172nd Infantry Brigade. I was in my rack on Forward Operating Base Super (FOB), in the early morning, I was awoken by a member the Operation Detachment Alpha (ODA) team that we shared the FOB with. He asked me “You the mortar guy?” I said I was. “Grab your gear. We have to go, we loaded your 120mm mortar and all the rounds into our vehicles. I’ll explain the situation on the way.” He said

On March 10, 2010, at 13:30 a.m., 3rd Platoon, Company D, 1-22 Infantry Battalion, was conducting a convoy operation. The purpose of the operation was to transport equipment and selected Service Members to the battalion’s main Forward Operating Base. Twenty minutes into the convoy operation, Patrick’s unit was under attack by an enemy force equipped with automatic weapon systems. During this time, Patrick maintained his confidence and began returning firing toward the enemy force. As Patrick was returning fire from the vehicle that he was in, he was struck by one round from the enemy force. The medic that was attached to the convoy operation immediately tended to Patrick’s wounds and managed to get him to a medical facility,

Sergeant First Class Jackson was a very humble warrior. In his cubical, you would find American Flags, Daily Bread pamphlets from the chaplain, maintenance magazines and a candy dish which we all loved. He never boasted about his accomplishments, but you knew there was something special about this gentle giant. As he and I talked prior to him undergoing surgery, he told me that he was assigned to the 507th Maintenance Company during his assignment to Fort Bliss, Texas. This company stood out in my mind because it was the infamous Maintenance Company which Private Jessica Lynch was assigned to when she became a prisoner of war. Staff Sergeant Jackson was the responsible for the maintenance of the fleet of vehicles that were partaking in the in the convoy. The convoy departed Kuwait, led by the Company Commander, Captain Troy K. King, en route to Iraq on the first day of the war in 2003. When many of the vehicles had become bogged down by the sand (Michael Luo 2003), Staff Sergeant Jackson moved forward to execute his functions and keep the convoy moving. The convoy became disoriented and was immediately surrounded by the enemy in Nasiriyah, Iraq. Staff Sergeant Jackson immediately began to return fire to help defend the convoy and protect his fellow Soldiers (Jackson 2014). He continued to fire until he was wounded and unable to fire his weapon. During the fog of war, Staff Sergeant Jackson transitioned from firing his weapon to

My company was Delaware Company of the 1-501st Parachute Infantry Regiment 4 Brigade 25TH Infantry Division. If this particular outfit doesn’t rings any bells other than the rich history it does possess, I’m positive the name Bowe Bergdahl will. Now Bowe was in Comanche Company and we all basically know his story. This immediately led to our commander walking into our living quarters and informing us we had 20 minutes to pack our rucks we’ve got a DUSTWUN. That’s all we got, no mission time frame, nothing. We passed out two mortars each, every man carried his standard combat load, MRE’s for 2 days that were field stripped, whatever clothing we

October 2008, about 12 p. m, we gathered and rehearsed, which is routine and to remember what to do in case of a firefight and IED explosions. Subsequently, it was followed by prayer and mission manifest. Vehicles were assigned, drivers, personnel and gunners and a routine vehicle check to ensuring that everything is working including the radio and the BFTM (Baseline Forecasting and Tracking Matrix) equipment. About 7 p.m. that evening, I was relieved as the lead driver since I couldn’t see well to drive in the night, the second vehicle was asked to lead. Unfortunately, the lead vehicle doesn't have guard light, making it difficult for the gunner to locate disturb earth. Suddenly, the radio and the BFTM on the vehicle were jammed. Intermittently, we were worried because of our past experience. There was nothing we could do to fix the problem without stopping the vehicle, though, we could switch to one emergency channel to call special OP unit for backup. An attempt didn't work as well, and we were technically stuck. In my mind, I envision something worse would eventually happen. However, I didn't have the authority to abort the mission.

The Bradley’s took position on the woods, about a quarter mile from their objective. They waited for the tanks to get into their over-watch position, which took another ten minutes. Each vehicle was fitted with radios that allowed for them to communicate up to two miles. Once the tanks were in position they gave the ‘go’ to the Bradley’s. The Bradley’s made their final checks, and then moved out, because their target was Fifth Brigade’s Command Post and its accompanying vehicles. Once near the CP the Bradley’s stopped. They had a new type of low powered beacon on top of their respective vehicles, which would identify the vehicle as friend or foe. Word went out over the radio net to engage, engage, fire at will!

but this time, they finished at dawn, due to the higher caution. It was still dark and there was not any daylight, when they were returning somebody suddenly heard a clack from the minefield. He alarmed the others. Fear had left everyone breathless. There was a strange reticence. Everyone was expecting a horrible thing. The longer the silent moments of waiting, the bigger the people's panic and fear. They were sticking to the rocks and sandbags more and more, like they were rooting into the soil. The clack repeated in the field. The troops got on standby in prone position. The critical circumstance had taken our breath away. An urgent call was made to the division headquarters which was on a high alert. The mortars and artillery groups were

Lieutenant Danielson headed to the head shed for the meeting once he arrived he noticed that not all of the teams CO’s were present. Some were being represented by the teams XO or senior NCO. As the Lt was studying the room Captain Rory the Special Operations Commander entered the conference room. The room was called to attention, Captain Rory responded, “At Ease, take your seats.”

While deployed during the Global War on Terrorism (GWOT), I served in both Iraq and Afghanistan. Although Iraq had its own unique complexities, Afghanistan proved to be a significantly more complicated fight. It included a determined and experienced enemy, austere terrain, and challenging weather conditions, which combined to present a myriad of complexities throughout all phases of the find, fix, and finish of the F3EA cycle. During a specific rotation to Afghanistan in October of 2008, I served as the 2nd squad leader for Bravo Company 1st Battalion, 75th Ranger Regiment. During this combat rotation my platoon executed a mission targeting high value individuals (HVIs) associated with the Haqqani Network (HQN). Although the mission seemed

You have to consider for a moment the serious nature of this action. When we deploy, we rely on the person to our left and right. The profession of arms is one that requires all to do their part. Combat, by nature, is a physical, difficult, and demanding task. A person’s very life may depend on the actions of those around him or her. Ask any Soldier pulled from the vehicle hit by an improvised explosive device if that is true or not. You must have personnel on whom you can rely. The actions and directions from the brigade forced us to accept people who may be

It was a quiet week in the Sadr City and the surrounding area. And we were gearing up to support another Red/Orange hat operation (Special Ops Teams) to include the Seals in this operation. The operation was to secure and capture a building with Four High-Value Targets (HVI’s) from Iran to include a high ranking officer out of the Jaish Mahdi Army (JAM) that they were supposedly having a meeting in the Area of Operation (AO). We were given four hours of prep time after Warning ORDER was given to the platoon. The Company had been awaiting for this mission for about two weeks now. This time I was a Bradley Commander in the Platoon and we did not have much to get ready because we have our equipment and Bradley’s always ready and prepared

After much consideration my husband and I have decided that Michael will not longer be attending The Reason For Hope effective immediately. I welcome the chance to sit down and talk with you should you choose to discuss the situation. It was not easy to arrive at this decision but it has been a long time coming. We have been increasingly more uncomfortable with your program in recent months for the reasons below.

When I reached the casualty collection point, I was updated on what occurred. The truck hit a landmine as they were backing onto the road, injuring everyone near the vehicle. Most of the passengers got out, but one was unconscious and trapped inside. Much to my dismay, the Marine was my team leader. I fought

That is, until I was nine and fainted at the sight of my own blood when I cut my finger.