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Christmas in Afghanistan 2010

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Shadow

Christmas 2010, I was in Afghanistan with the 183rd Maintenance Company. We were in LSA Shindand, an old Russian airbase about 70 miles from the Iranian border.  We had been in Afghanistan since August.  Months earlier I connected with Kim Eyberg and her kindergarten class from Sandia Academy in Albuquerque, New Mexico.  Her class adopted me and my unit. Kim’s mother Carol made me a camouflage teddy bear shortly after.  She made many of those and sent them to deployed service members.  I was lucky enough to receive on as well. 

For Christmas the kids sent cards they made along with Snowman soup and a two more teddy bears meant for two specific Soldiers. Carol had asked me for three names a few months before Christmas.  She made a teddy bear for SPC Rodarte, SPC Green and SPC Godwin. When I got this box and saw what it contained, I knew exactly what I needed to do.

I grabbed my rucksack, attached my bear, gave him a Santa hat, and moved out on a mission. My mission was to search out SPC Rodarte, SPC Green and SPC Godwin to present them with their bear and find other Soldiers from my unit in hopes of putting a smile on their faces.  We, my bear and I, handed out the cards, Snowman soup, and asked them to take pictures with my bear.  The smiles that we created will stay with me forever.  SPC Rodarte, SPC Green and SPC Godwin were shocked and loved their gifts. They lovingly took pictures with their bears to share.

I may have looked silly, and could never take the place of Santa Claus, but it did put smiles on their faces with the help of Kim’s class.  It made me feel not so alone and it was a special gift those children gave me.  The power of receiving an unexpected card at Christmas, especially from a child, is incredible. Never underestimate such a small gesture. 

Merry Christmas

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One Soldier’s struggle to overcome a failed maintenance program

SPC Kubasak and SPC Treumann repairing track components on a M113A3

A Team Above all Others: Story 2

I arrived in Bamberg Germany in July of 2001 assigned to 54th Engineer Battalion, destined to lead a maintenance team. I was the senior most SGT with a little over 11 years behind me. Six of those as a SGT. Now I don’t mention this like it’s a badge of honor, but I came with a good amount of experience behind me.

When I arrived and because I out ranked every other Sergeant, I should have led a maintenance team. 54th, was broken down into 4 teams: HQ, A, B, and C companies. The first three had Staff Sergeants or higher as their maintenance chiefs, so I wasn’t taking those. C company, had a Sergeant I out ranked, but they just gave him the job three weeks before. It was decided I would go to B company’s team and take over when the maintenance chief left in six months.

The Failed Maintenance Program

US Army 54th Engineer Battalion Distinctive Unit Insignia (DUI)

A Team Above all Others series

A series of stories that come from my time spent with Alpha Company, 54th Engineer Battalion in Iraq (OIF1 – 2003).
Most of my stories come from the journal I maintained from 25 Mar 2003 to 10 Dec 2003, the Company’s Itschner book, letters, and more.

I was both disappointed and happy with the decision. It was my first time being assigned to a Mechanized Combat Engineer Battalion. I wasn’t as familiar with the equipment, and time would fix that. I was a construction equipment repairer. My previous assignment was in a construction battalion in Alaska. Before that was a waterborne transportation battalion. Unknowingly, that decision placed me on a trajectory for success.

I finally became a maintenance chief in mid-November 2002 for A company. Leadership removed the Staff Sergeant in charge from the position due to his failures. I had been Motor Sergeant before, and lead large maintenance sections, but I had never taken over a team that was in such chaos. I remember walking in the first day and asking what was wrong with the three or four vehicles in the bays. Not one mechanic could tell me what was wrong.

Equipment breaks down, that is inevitable. For the military though, nonoperational equipment is bad for potential war. We must report our operational rate daily. The expectation is to maintain a 90% or better operational rate. Anything below the and you must explain why. Maybe you’re waiting on parts, which is acceptable. What leadership does not want to hear is, “we are still trying to figure out the problem,” especially after many days.

A company’s operational rate was around 50% when I walked into that maintenance shop. The mechanics were still trying to figure out what was wrong with equipment, days, even weeks later. Mechanics ordered a driveshaft for a dump truck incorrectly three times. Management, mentor-ship, and leadership at its worst, and I was tasked with turning this shop around.

The Maintenance Struggle

As I laid out my plan to turn the team around and quickly improve the operational rate, we took time off for Thanksgiving. Between Thanksgiving and Christmas, not much else occurred, it never does. Mechanics took leave and other delays occurred. Bad timing was part of my struggle. I wasn’t making any headway. On January 2nd, 2003, another blow to my ability to raise the operational rate occurred. A company tasked as the pusher unit for the Deployment Processing Center (DPC) at Ramstein Air Force Base, Germany. The mission grew from needing just a plused-up platoon to 90% of the company. Left behind were a few mechanics with me and an expectation to improve the operation rate. I just could not get ahead.

Due to the rising conflict in Iraq, C company got called up to deploy. Told to give them anything and everything they needed, we did just that. They took any repair parts we might have had stored away that they needed. The even took a pack (engine and transmission combination) out of our Commander’s M113 Personnel Carrier to put in one of theirs. The thought was: we had time to get a new pack for our vehicle since we were not deploying.

Shockingly, two weeks after we loaded C company’s equipment on a train bound for the port, the they told the rest of 54th Engineer Battalion to deploy. We had two weeks to get everything ready and loaded on to trains. There was just two problems. First the company was still at Ramstein as the pusher unit. Second, I was unable to get much of the equipment repaired by then. We dragged a lot of equipment onto the trains; repairs would have to take place in Kuwait.

Our deployment to Kuwait and our enviable invasion of Iraq, would start with a struggle due to a failed maintenance program. Like a phoenix rising again, my team would step up. They repaired every piece of broken equipment before we rolled across the border in to Iraq.

Read my story, “The miracle workers,” part of the A Team Above all Others series, to get a glimpse of how we overcame our struggles.


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A Thanksgiving far from family that I Treasure

T-Ration Holiday Meal

Thanksgiving is a day that most Americans enjoy a nice big turkey dinner with family and friends. For those serving in the military, it can be a tough time of the year.  Many who serve will spend their Thanksgivings away from their family.  It is inevitable. 

Thanksgiving apart

I served nearly 23 years in the Army and spent my share of Thanksgivings far from my family.  One stands out the most in my mind. Assigned to the 24th Transportation Battalion, out of Fort Eustis, Virginia, we deployed to Egypt in support of Operation Bright Star ‘95[1]Bright Star is a training exercise that started in 1980 as an effort to strengthen military ties with Egypt. GlobalSecurity.org explains, “BRIGHT STAR is a biennial, Joint Chiefs of Staff (JCS) … Continue reading. This would have been my first Thanksgiving with my wife.

As this story is about Thanksgiving, I will leave the parts out like how we lost an engine on the plane ride, the Paris flight traffic controllers going on strike as we loaded the plane to return, and many other things that happened n between for another time. No, this story is just about Thanksgiving.

Dinning Facility in Troops arriving in El-Agamy
View of the Mediterranean Sea from our balcony in El-Agamy, Eqypt
HHC 24th Transportation BN Maintenance team
Military Sea Lift ship in port being loaded El-Agamy, Eqypt

Thanksgiving in Egypt

We arrived in October to offload the cargo ships full of equipment for the two-week exercise. The 24th was lucky.  We stayed at an Egyptian Naval Officers resort, if you can call it that. The resort, located outside of Alexandria in the city of El-Agamy, enjoyed the cool breezes of the Mediterranean Sea. Those actually participating in the exercise were in hot tents in the desert.

The majority of the 24th only spent October and December in Egypt. I was one of the few asked to stay the entire three months. I have no complaints, and I am grateful for the experience. Of course, had I gone home I wouldn’t have this Thanksgiving memory.

What stood out about this was not me missing my first Thanksgiving with my wife, but the meal itself. We lived off T-Rations [2]T-Ration or Tray-Ration, which is made up of heat-and-serve prepared foods in half-steam-table-sized rectangular cans. Each meal is nutritionally balanced in accordance with AR 40-25 (1985) and … Continue reading for breakfast and dinner, and MREs [3]MRE – Meals Ready To Eat for lunch every day since arriving.  If you have ever had either of them in the mid-nineties, you know just how scrumptious they are!  Some Soldiers ended up in the medical facility, because all they were eating were crackers each meal. They choose not to partake in these delicious meals, because they could not stomach the taste. 

As Thanksgiving was approaching, leadership promised us a real turkey meal. The plan was to get turkeys from the Embassy commissary. You probably can guess what happened. We strolled in to the mess hall looking forward to a real meal only to be feed, T-rations. It was like in the movies where you see someone slop a grotesque pile of crap onto a plate. With a smile of course, and then send you on your merry way. We ate it, but I won’t say we enjoyed it.  We were thankful to be with our brothers and sisters. The fact that we were staying on the Mediterranean instead of the hot sandy desert, made us even more thankful.

It was a Thanksgiving to remember and twenty-five years later it still puts a smile on my face. I’m thankful for the many things I experienced throughout my military career. Thankful for the places I traveled, and those I served with. I am most thankful for having a wife that never complained about missing holidays.


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References

References
1 Bright Star is a training exercise that started in 1980 as an effort to strengthen military ties with Egypt. GlobalSecurity.org explains, “BRIGHT STAR is a biennial, Joint Chiefs of Staff (JCS) directed, USCENTCOM scheduled joint/coalition exercise designed to increase regional involvement in pursuit of improved security and defense capabilities. It is a multi-national exercise conducted in Egypt and co-hosted by Egypt and the United States. This exercise is ARCENT’s largest, and USCENTCOM’s premier, OCONUS exercise.” https://www.globalsecurity.org/military/ops/bright-star.htm
2 T-Ration or Tray-Ration, which is made up of heat-and-serve prepared foods in half-steam-table-sized rectangular cans. Each meal is nutritionally balanced in accordance with AR 40-25 (1985) and includes an entree, a vegetable, a starch, and a dessert. Read more at: https://www.nap.edu/read/5002/chapter/10#116
3 MRE – Meals Ready To Eat
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The miracle workers

A 54th EN BN Maintence Team

A Team Above All Others: Story 1

The mechanics of Alpha Company 54th Engineer Battalion, in the deserts of Kuwait and Iraq in 2003, were some of the best Soldiers I served with.  They were miracle workers. They went through an excruciating trial before the war even started.  You see, I took over the motor pool the week before Thanksgiving, 2002. A mire three months before we would deploy to Kuwait. The motor pool was in shambles. Half of Alpha Company’s vehicles were broken, torn apart, or in some other form of disrepair. I was brought in to turn it around. With a new maintenance team, we got started only to be slowed down by the holidays and a new mission in January of 2003, as the pusher unit for the Deployment Processing Center at Ramstein Air Force Base, Germany.  We didn’t have time.  We were called up in February, and with 5 days to load our vehicles on to trains, we drove what we could, and dragged much more, not knowing what was going to happen once we arrived in Kuwait.

The following is a story I wrote in 2003 for Alpha Company’s Itschner book which tells maintenance’s story.

US Army 54th Engineer Battalion Distinctive Unit Insignia (DUI)

A Team Above all Others Story Series

A series of stories that come from my time spent with Alpha Company, 54th Engineer Battalion in Iraq (OIF1 – 2003).
Most of my stories come from the journal I maintained from 25 Mar 2003 to 10 Dec 2003, the Company’s Itschner book, letters, and more.

The Story

No support, no supplies, a need to be ready for war, and a new maintenance team put together only weeks prior to deploying, is how Alpha Company 54th Engineer Battalion found itself in February of 2003.  At Camp Virginia, Kuwait we did not know who was to be our direct support unit, or even where our Class 9 parts were going to come from.  We were the soldiers in green, that no one wanted to help.  For weeks, we made do with the fast dwindling repair parts we brought, and pleading other units for help.  With vehicles broken before they shipped, we had to perform miracles.  Maintenance, the miracle workers. Put to the test, and expected to maintain the momentum of the company’s combat maneuverability. And, my mechanics proved their abilities.

The cards were stacked against us, from the beginning.  Three out of four Armored Vehicle Launch Bridges (AVLBs) were in bad shape, even before leaving Germany.  Two are M48 chassis, which were built for the Korean War. The other two, are standard M60 chassis used in Vietnam.  With well over 30 to 40 years of age, it has always been a challenge to keep these monsters of track vehicles rolling.  Both M48 chassis were scheduled to be replaced with newer M60s, but that never happened, because of our deployment to South East Asia.  Now, we are faced with these beasts, that we stopped maintaining, and have been salvaging repair parts to keep the other M60s, mission capable.  Why not! when we’re getting replacements.  We will overcome though – we are the miracle workers – if it breaks, we will fix it.  In one week, three engines and one transmission were replaced, with no support from a direct support unit.  The only company to have all four AVLBs ready for combat, we had overcome one obstacle only to find another. 

With our Prescribed Load List (PLL) almost depleted, bench stock gone, and every part we packed, hid, or acquired installed, it looked like Alpha Company was not going to be ready to cross into Iraq.  With makeshift repairs, ingenuity, and fast thinking we developed repairs by, “Thinking Out of the Box.”  We worked in the harshest of conditions never to lose sight of the bigger picture.  On the eve of crossing into Iraq and during a voracious, blinding sand storm, mechanics put back together Alpha-66, a M113 Personnel Carrier, that had its pack taken in Germany to push out another company.  Committed to ensuring Alpha Company had its full combat power the mechanics remained dedicated during even the roughest work conditions.  With no real time to verify any problems that may have occurred in the repairs to Alpha-66, it made its trip into Iraq with two mechanics, SPC Tieman, as its Tank Commander, and SPC Kubasak, the assistant operator. 

Every wheeled and track vehicle crossed into Iraq, under its own power.  A major win on the part of the mechanics.  Two engineer vehicles limped across the border requiring repairs for which we had no parts, or just unable to make repairs to keep them going.  We had already been asking a lot of this equipment and now we were pushing them nearly 500 kilometers through the Iraqi desert.  One by one vehicles began to fall-out of the high-speed race to Baghdad.  First an AVLB, then Alpha-66, with complications to the repairs made earlier.  Two ACEs went down and were left on the side of the road, never to be the same again.  The wheeled vehicles were rolling tough; repairs like MRE bags as CV boots kept them up. Fast repairs, were made at each objective. Brake chambers were repaired with inner tube repair kits, 550 cord replaced throttle linkages. “Out of the box” repairs at its finest.

The momentum of combat kept up its pace, and maintenance never once flinched when something new was thrown at them.  They embraced their training and knowledge to come up with new and effective repairs. 

Is Maintenance the heroes of the war? No, but they are the miracle workers that kept us moving despite the enemy they faced – no parts.

The Team

  • SSG Jason Clemens (62B)
  • SGT Michael Martinez (62B)
  • SGT Liam Diezsi (62Y)
  • SGT Ryan Emerick (62Y)
  • SGT Thomas Carbaugh (62Y)
  • SGT Tyler Treumann (62Y)
  • SGT Ray Polk (missing from image) (91A)
  • SPC Jared Apilado (62Y)
  • SPC Brown (91A)
  • SPC Gary Carlson (63B)
  • SPC Mark Barron (63B)
  • SPC Bryan Pszybranowski (63Y)
  • SPC Jared Kubasak (63Y) (Fallen 2005 – OIF)
  • SPC Richard Tieman (62B) (Fallen 2010 – OIF)
  • PFC Lavar Jackson (62B)

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