WEBVTT

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I first came uh to um to D .

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L . A . When I was hired by the Defense

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Personnel Support center which was what

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it was called in South philadelphia , I

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was hired into the subsistence

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organization . Prior to that I had

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spent and that was in 1988 .

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Uh Prior to that I had worked for the

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navy . Uh And a promotional opportunity

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came up and I went to work for the

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subsistence organization . And it was a

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month before a couple of months before

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Operation Desert Storm . At that time

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there were three major commodities down

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at the south philadelphia medical

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subsistence and in clothing and textile .

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At first it was a focus a lot on

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operational rations because I really

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didn't have a whole lot of experience

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with what operational rations were and

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the different kinds and so forth , how

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they were made , how long the shelf

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life was etcetera . But then I also um

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got very familiar with a lot of

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commercial buying . We provide all the

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fresh fruits and vegetables for troops

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around the world where we buy them how

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they're shipped , how do we keep them

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in a condition that will be edible when

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they get to the other end . Uh And then

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we did a lot of work at the time . We

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were buying all the commercial products

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for Decca defense commissary agency .

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And that was basically buying product

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that you would find at any supermarket

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whether it be fresh fruit or whether it

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be fresh meats , seafood .

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So anything that you would find in a

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typical supermarket in at those at that

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time in south philadelphia . We were

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supporting deca we were buying

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everything for the commissary system .

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And uh so in addition to

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that , we were looking at how we were

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supporting our troops with traditional

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feeding in what we call defects uh the

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the mess halls if you would um and at

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that time , believe it or not back in

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uh Back in the 80s , uh we were

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basically following a business model

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that had been um put in place for over

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a century which was buying product and

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sending it to a warehouse . So we would

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buy bulk coffee , we would buy bulk

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sugar , send it to the warehouse and

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then the warehouse would break it down

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and send those products to the defects

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worldwide so that the inventory model

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and so forth was really something that

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just we kept doing because that's how

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we had supported the troops for many ,

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many years including up and through

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Vietnam . Yeah . Um so one of the

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things that uh we looked at in those

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early days were with mr molino and made

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if incentives and people like keith

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ford and Yvette bourque and so forth .

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We were all about the same age . Uh and

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we got we got looking at how the

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commercial sector provided product .

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So then I we learned and evolved into

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the subsistence prime vendor . Now he

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had May was upstairs working on medical

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prime vendor , I was downstairs working

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on subsistence prime vendor and that

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was the start of the the re engineering

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of the business processes that we up

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until this day , we continue with many ,

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many generations each time trying to

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continuously improve the product and

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solution for the war fighters . At

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first , in some situations , some

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employees felt threatened um , because

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the skills necessary to do prime vendor

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contracting were all knew . We were

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moving out from a transactional

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environment to one where we were trying

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to maximize the buying leverage of , of

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the agency . Uh , so we had to do a lot

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of training . We had to do a lot of

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changing of people's , uh , positions

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where we didn't need as many inventory

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managers because we weren't keeping the

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stock levels that we had before . It

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was a challenge to the workforce , but ,

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and , and it was also a big challenge

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to our customers because they're

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customers were familiar with going

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through a warehouse . Okay , let's say

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a warehouse or two . There's probably

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10 or 15 at fort Bragg and being able

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to see and touch the product and that

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gave them the assurance that there was

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gonna be chow in the morning or dinner

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and so forth . We were now asking trust

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us , trust us to deliver on time

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several times a week . Uh , and it's

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going to be fresher product . We're

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going to get better prices and you'll

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get more variety because we changed the

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menus and we started to look and work

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with companies like Cisco US Foods and

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those other big distributors that you

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probably are familiar with on the

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highway . Um , so , so that was a

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culture change and we don't do many

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service contracts . But if a customer

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wants to have the door installed or the

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carpet put down , we have an ability to

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do that within the frameworks of the

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contract , which was a big , big

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improvement in our service because

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initially we could provide the door ,

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we could provide the window , but then

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the customer would have to go out and

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find usually a local contractor come in

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and install them similar to what would

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happen in your household . So we were

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able to provide that value added

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service to um , to the program . And

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that , that , that that was a very big

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deal . In addition to to that

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we , we looked , we took the

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opportunity to re engineer the business

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process to include serge were

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readiness clauses and the ability to

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ramp up uh , if if if and when it was

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necessary . So that if we had a

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deployment of several 100,000 troops

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like we did in the centcom a or we were

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able to get our contractors up and

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running . And that is that can be

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challenging , particularly in our

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clothing and textile area where we have

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a very fragile industrial base . We buy

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everything domestically under the berry

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amendment , which means not only the

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raw material but the manufacturer . So

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the combat boots , the uniforms , Even

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the running shoes now are all

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manufactured 100% uh , domestic .

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And that's , that's a challenge because

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most of the apparel that you and I are

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wearing now is not made here . We are

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the largest domestic apparel buyer in

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the country . And we support many ,

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many small businesses , We support the

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National Institute for the blind

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ability one , the federal prisons and a

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whole slew of small businesses and

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large businesses in order to maintain

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that industrial base because it has to

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be there when you need it . You can't

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stop ordering , You gotta have that

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demand signal , you gotta have , it's

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got to be ready to be able to not only

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meet the day to day requirements , but

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to search . The other significant

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change that I I think is worth

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mentioning happened back uh , in

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um , in the 2000s when we were

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asked to put in place a prime vendor

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in uh , locations in centcom .

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Our model was based on getting the food

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uh , to uh certain locations , some

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large bases . And then the army who was

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the uh , the executive agent in the

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theater for food at the time would move

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it out to the , the basis . And that's ,

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that's how we structured our contract .

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Well , shortly after the award of one

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or more of those contracts , the army

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came to us and said , um , could

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you uh provide in country

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distribution and transportation ,

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meaning that it was previously going to

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be provided by uniformed personnel .

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We were then moved , we were asked to

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provide from four locations to what

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grew to be over 200 locations

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throughout the Middle East that we were

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providing products , what the

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department calls that is contractors on

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the battlefield and putting this where

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we would deliver in and we'd be done

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with the job . Now our job was extended

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to the battlefield and we had to look

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at models . We had to put contracts in

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place that would provide premium

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transportation . In some cases , some

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of the forward operating bases are not

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accessible by truck . So they would

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have to be brought brought in by

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helicopter or some other means . That

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meant we had to expand the scope of our

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contract to cover all the

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transportation and in many cases , uh

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we also , we also had to provide

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private security because these are

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trucks and vehicles over there are

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targets for , for the enemy . And

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we have lost not only a lot of trucks ,

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but many truck drivers and many

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associates out there contractors , um ,

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and delivering food in some very remote

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locations throughout Iraq Afghanistan

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and so forth . So that was , that was a

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significant change . And it required us

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to do a whole lot of of research , a

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whole lot of , of changes to some of

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our technology to be able to track that

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product from when it left the pier in

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California to where it made its final

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destination in , in bagram uh , in

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Afghanistan . So again , another set of

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skills that was required . We kind of

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broke away from this low price approach

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where , you know , the government just

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goes with the low bidder . We don't

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even do bids . We do request for

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proposals . Uh and they have the

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flexibility now we can still go uh out

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with a strategy to use low price ,

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technically acceptable where uh the

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competition has to meet a certain

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standard and then we shift over to

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looking at price proposals . But we are ,

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we're very big here on the use of best

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value acquisition , long term

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acquisition . We haven't um very strong

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partnership with Transcom who was the

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transportation uh distribution owner

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within the department . So they write

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the contracts for the carriers . So we

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had to merge a lot of that and become

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even closer partners with Transcom to

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move that product around the world .

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One of the other accomplishments that

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I'm very proud of being part of the

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allied troops support has been our

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ability to respond time and time again

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to humanitarian disasters . Uh in

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particular , hurricane over the

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last 10 years have been a number of

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hurricane Maria Ivan . Uh After a while ,

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we just kind of blur . But uh in

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particular , um what sticks out to me

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is uh we we were assisting the city

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of new york and restoring power after

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the terrible hurricane up there . We

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had one of our cap , you know , six

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Captain Navy Captain journeyed up there

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at night to help work with the

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contractor to get the power back on .

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And what what that takes is getting

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portable generators into those

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locations to keep the power on for

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critical locations like hospitals ,

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large apartment buildings , nursing

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homes . We deployed people up to

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help start building the power grid back

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in new york throughout New Jersey into

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New york city . And the , the other big

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support mission we had was when the

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terrible hurricane hit Puerto rico and

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the power grid in Puerto rico was

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basically wiped out . Um , and

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everybody was looking for generators .

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Um , and that's really um , we had some

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other efforts , but really when we

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cemented our relationship with fema and

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fema , the federal Emergency Management

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Agency , you'll see them on the news ,

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they're on , they're on the ground as

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soon as the disaster occurs . Well , we

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see for every one of these hurricanes

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over the last 15 , 20 years , we have

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supported fema with , with operational

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rations . Uh , it's a little different

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than what we provide the military .

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It's a commercial ration , bottled

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water is another big one tense or , or

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or another big area and then all the

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equipment that was necessary to bring

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that grid back in Puerto rico . I

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remember uh , several months after the

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hurricane hit that I , I took a

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trip down to Puerto rico to view it .

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Um , not only to support the population ,

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but many of our clothing and textile

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vendors are based in Puerto rico making

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our uniforms . It's a , it's a very

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important location for us for the

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manufacturer of , of our uniforms . So

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when the power went out , they stopped

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making uniforms and there was a

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scramble on to provide generators uh ,

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in rebuilding the power grid . It

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wasn't just a matter of getting

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generators . Uh , we brought in the

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actual telephone poles and all the

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wiring to rebuild that grid and each

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day we would see x amount more power

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was being provided throughout the

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island . Operation warp speed

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stood up . Former commander here ,

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General Purna uh ran

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Operation warp speed . Uh , and uh , so

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we knew this was getting serious and we

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knew we needed to start to come up with

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some very innovative ways to support ,

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um , the challenges with Covid is that

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de Ellas . Um , uh , initial , the

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primary role was the supply of PPE

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personal protective equipment gloves ,

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nitrile gloves , Gowns , mask

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goggles , those types of items . Uh ,

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well , what has happened over the last

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30 years or so is

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that most of the production of those

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types of items has moved offshore and

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it's moved to places like Vietnam china

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and Malaysia for market reasons , the

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price , primarily the price of labor is

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a lot less than it is here . Uh , So

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when the hospital chains and the group

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purchasing organizations are looking to

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control health care costs , they're

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gonna look to someplace that one meets

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the standards , but also provides them ,

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uh , at the lowest possible price .

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Well , that's fine . Uh , but the , but

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the problem comes that that that off

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shore's a lot of our manufacturing

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capability . And that's what we were up

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against . So , um we

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uh we we we work closely with the

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office of the Secretary of Defense and

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D . L . A . Headquarters in developing

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acquisition strategies that would

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target uh domestic companies to make

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investments and to stand up uh

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facilities that would produce those

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items here . We couldn't get everything

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here made here , but we did pretty

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pretty well and establishing a lot of

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small businesses who put people to work

16:12.200 --> 16:14.120
and started producing . These are

16:14.120 --> 16:16.231
challenge right now that I'm involved

16:16.231 --> 16:19.120
with it with uh , OsD is how do we

16:19.120 --> 16:21.470
sustain that now ? How do we keep

16:21.480 --> 16:25.160
american companies producing PPE So

16:25.160 --> 16:27.610
that the next crisis , we don't have to

16:27.610 --> 16:30.710
go offshore . It's it's similar to a

16:30.710 --> 16:32.766
lot of the national discussions that

16:32.766 --> 16:36.500
you hear about pharmaceuticals . Most

16:36.500 --> 16:38.667
of pharmaceuticals that you and I take

16:38.667 --> 16:42.070
are produced in china and India .

16:42.240 --> 16:46.080
Uh we all want to get . Um and uh

16:46.090 --> 16:48.080
we all all expect to get the best

16:48.080 --> 16:50.136
possible price for pharmaceuticals ,

16:50.136 --> 16:52.247
whether it's for our health plans and

16:52.247 --> 16:54.930
so forth . Well , if you look at that

16:54.930 --> 16:58.510
marketplace again , once in a domestic

16:58.510 --> 17:01.480
item , uh which we would call a brand

17:01.480 --> 17:04.340
name item once it comes off Patton ,

17:04.350 --> 17:07.650
that manufacturing moves offshore . So

17:07.660 --> 17:11.200
your $60 , uh

17:11.210 --> 17:14.620
brand name pharmaceutical , then once a

17:14.620 --> 17:16.842
month later , you're saying even peaked

17:16.842 --> 17:19.610
$5 for that 30 day prescription . Well ,

17:19.620 --> 17:22.000
the downside of that is that the us has

17:22.000 --> 17:25.030
lost a lot of its manufacturing and

17:25.030 --> 17:27.900
pharmaceuticals is one of the major

17:27.900 --> 17:29.420
areas that the the current

17:29.420 --> 17:31.430
administration is looking at to see

17:31.440 --> 17:33.930
what will it take to bring back .

17:33.940 --> 17:36.162
There's two parts of it . It's it's not

17:36.162 --> 17:38.273
only pharmaceuticals but it's what we

17:38.273 --> 17:40.384
call the active product ingredients ,

17:40.384 --> 17:42.329
the ingredients that make up those

17:42.329 --> 17:44.384
pharmaceuticals right now . Uh There

17:44.384 --> 17:46.820
isn't a company in the United States

17:46.820 --> 17:49.180
that produce penicillin . It all comes

17:49.180 --> 17:51.970
offshore . Can you imagine if we were

17:51.970 --> 17:54.990
shut off penicillin to the millions of

17:54.990 --> 17:58.250
people here ? It's dangerous . Uh And

17:58.260 --> 18:01.070
it exposes a weakness in our in our in

18:01.080 --> 18:03.080
our supply chain . So were a lot of

18:03.080 --> 18:05.191
efforts underway in the department to

18:05.191 --> 18:08.290
look at domestic manufacturing PPE .

18:08.300 --> 18:11.450
And pharmaceuticals so that we can be

18:11.450 --> 18:13.672
self sufficient . I was just looking at

18:13.672 --> 18:16.060
the numbers And since the beginning of

18:16.070 --> 18:19.820
Covid we have we have spent

18:19.830 --> 18:23.680
over $2 billion in support of covid

18:23.680 --> 18:26.430
activities , both for whole government .

18:26.430 --> 18:28.597
We call it the other civilian agencies

18:28.597 --> 18:31.270
and and the military . It's been a huge

18:31.280 --> 18:33.750
effort . It's taken a total team effort

18:33.760 --> 18:37.680
of people working 24 7 . We worked a

18:37.680 --> 18:40.460
lot of overtime . We spend our weekends

18:40.470 --> 18:43.900
on the phone and what I'm

18:43.910 --> 18:46.390
most proud of is that we did it under

18:46.390 --> 18:49.330
conditions where we had to adapt , use

18:49.330 --> 18:53.060
technology teams elect uh

18:53.070 --> 18:55.460
and being able to conduct meetings

18:55.470 --> 18:58.570
electronically uh Where that that that

18:58.580 --> 19:00.800
that that was a challenge . At first

19:00.810 --> 19:02.921
everybody took their computers home .

19:02.921 --> 19:04.977
We've been doing telework for a long

19:04.977 --> 19:07.088
time , but not to the magnitude where

19:07.088 --> 19:09.143
we've had to , you know , set up the

19:09.143 --> 19:11.310
teams with customers in europe or some

19:11.310 --> 19:15.300
other place around the world . I

19:15.300 --> 19:19.110
consider myself a patriot and and a

19:19.120 --> 19:21.630
long term supporter of the D . O . D .

19:21.630 --> 19:25.260
Mission . The work is interesting . Um

19:25.270 --> 19:29.210
I um wow , I always

19:29.210 --> 19:33.060
think about a couple of things if I

19:33.060 --> 19:35.171
could be personal here for a moment .

19:35.171 --> 19:38.770
But my uncle on my mother's side ,

19:39.140 --> 19:42.990
it was a combat engineer and went

19:43.000 --> 19:46.960
into uh when in on D Day

19:46.970 --> 19:50.970
uh and managed to survive

19:50.980 --> 19:54.250
some of the initial uh beach

19:54.260 --> 19:57.950
uh engagements that took place .

19:58.420 --> 20:01.100
So that's a special thing that I think

20:01.100 --> 20:03.930
about with my uncle being involved with

20:03.930 --> 20:05.986
D Day . I happened to be a big World

20:05.986 --> 20:09.340
War two , um historian , historian ,

20:09.350 --> 20:13.080
uh My dad was in the navy , served

20:13.080 --> 20:16.770
in World War Two out in the pacific and

20:16.770 --> 20:18.603
then I had another uncle who was

20:18.603 --> 20:20.770
involved in World War One and another

20:20.770 --> 20:23.980
uncle who was in Vietnam . So um

20:23.990 --> 20:27.200
uh they I think our family has a long

20:27.200 --> 20:30.100
history of of of service to the country

20:30.100 --> 20:32.630
and of that I felt that I'm doing my

20:32.630 --> 20:35.120
share here of of of of service to our

20:35.120 --> 20:37.380
country . And I I believe in the

20:37.380 --> 20:39.170
mission . I believe in D . L . AA

