Chief Of Naval Operations Quotes

Let's see, we've got the Empress of Manticore, the President of the Republic of Haven, the Protector of Grayson, the chairman of the Beowulf Board of Directors, Queen Berry, and the Andermani emperor's first cousin. Not to mention your own humble self as Steadholder Harrington and the commander of the Grand Fleet, followed by a scattering of mere planetary grand dukes, dukes, earls, members of the Havenite cabinet, three other members of the Beowulf Board of Directors, the chairman of the Alliance joint chiefs of staff, the First Space Lord, the Havenite chief of naval operations, the Beowulfan chief of naval operations, High Admiral Yanakov, Admiral Yu, two or three dozen ambassadors, and God alone only knows who else.

Stoddert named Joshua Humphreys Chief Naval Constructor of the United States, and authorized him to oversee naval shipbuilding operations throughout the country. But Humphreys’s efforts to impose his authority on shipwrights in other cities met with strong resistance. Different techniques, styles, and designs prevailed in the various seaports, and much of the terminology had evolved into regional dialects that outsiders found unintelligible. To ask a master builder to take direction from another master builder, in another region, was contrary to every tradition of the profession. Humphreys now proposed to bring openness and transparency to an enterprise that had always been shrouded in the medieval secrecy of the craftsmen’s guild. Shipbuilding is a “noble art,” he told a colleague. “I consider it my duty to convey to my brother builders every information in my power.

The goal of Combined Intelligence Objectives Subcommittee was to investigate all things related to German science. Target types ran the gamut: radar, missiles, aircraft, medicine, bombs and fuses, chemical and biological weapons labs. And while CIOS remained an official joint venture, there were other groups in the mix, with competing interests at hand. Running parallel to CIOS operations were dozens of secret intelligence-gathering operations, mostly American. The Pentagon’s Special Mission V-2 was but one example. By late March 1945, Colonel Trichel, chief of U.S. Army Ordnance, Rocket Branch, had dispatched his team to Europe. Likewise, U.S. Naval Technical Intelligence had officers in Paris preparing for its own highly classified hunt for any intelligence regarding the Henschel Hs 293, a guided missile developed by the Nazis and designed to sink or damage enemy ships. The U.S. Army Air Forces (AAF) were still heavily engaged in strategic bombing campaigns, but a small group from Wright Field, near Dayton, Ohio, was laying plans to locate and capture Luftwaffe equipment and engineers. Spearheading Top Secret missions for British intelligence was a group of commandos called 30 Assault Unit, led by Ian Fleming, the personal assistant to the director of British naval intelligence and future author of the James Bond novels. Sometimes, the members of these parallel missions worked in consort with CIOS officers in the field.

Then Turner was selected to work with the whiz kids under Robert McNamara in the 1960s, when systems analysis was all the rage. When Admiral Elmo Zumwalt became the new chief of naval operations in 1970, he put Turner in charge of new initiatives in his first sixty days. Through it all, Turner became convinced the military was hidebound and desperately needed new thinking. He once used systems analysis to study naval minesweeping and showed how it could be done better and faster from a helicopter than from a ship.

(Admiral Jeremy Boorda, chief of naval operations, gave his last status report to the relevant congressional committees and then, shortly afterward, was found dead under what I consider to be mysterious circumstances.)

COL Nicholas Young Retires from the United States Army after More than Thirty -Six Years of Distinguished Service to our Nation 2 September 2020 The United States Army War College is pleased to announce the retirement of United States Army War College on September 1, 2020. COL Young’s recent officer evaluation calls him “one of the finest Colonel’s in the United States Army who should be promoted to Brigadier General. COL Young has had a long and distinguished career in the United States Army, culminating in a final assignment as a faculty member at the United States Army War College since 2015. COL Young served until his mandatory retirement date set by federal statue. His long career encompassed just shy of seven years enlisted time before serving for thirty years as a commissioned officer.He first joined the military in 1984, serving as an enlisted soldier in the New Hampshire National Guard before completing a tour of active duty in the U.S, Army Infantry as a non-commissioned officer with the 101st Airborne (Air Assault). He graduated from Officer Candidate School in 1990, was commissioned in the Infantry, and then served as a platoon leader and executive officer in the Massachusetts Army National Guard before assuming as assignment as the executive officer of HHD, 3/18th Infantry in the U.S. Army Reserves. He made a branch transfer to the Medical Service Corps in 1996. COL Young has since served as a health services officer, company executive officer, hospital medical operations officer, hospital adjutant, Commander of the 287th Medical Company (DS), Commander of the 455th Area Support Dental, Chief of Staff of the 804th Medical Brigade, Hospital Commander of the 405th Combat Support Hospital and Hospital Commander of the 399th Combat Support Hospital. He was activated to the 94th Regional Support Command in support of the New York City terrorist attacks in 2001. COL Young is currently a faculty instructor at the U.S. Army War College. He is a graduate of basic training, advanced individual infantry training, Air Assault School, the primary leadership development course, the infantry officer basic course, the medical officer basic course, the advanced medical officer course, the joint medical officer planning course, the company commander leadership course, the battalion/brigade commander leadership course, the U.S. Air War College (with academic honors), the U.S. Army War College and the U.S. Naval War College (with academic distinction).

Harvard educated Admiral Isoroku Yamamoto, who was named Commander-in-Chief of the Japanese Combined Fleet in August 1939, came to see naval air power as a great equalizer. At first, he was against waging a war against the United States, knowing her people well. He had the firm belief that Japan was not able to win a war in any ordinary manner. He concluded that Japan must have a new air strategy that would demoralize not only the US Navy, but also the American people. He also believed that by destroying the American fleet that the US government would agree to let Japan rule the Pacific. As part of high command, the Naval Headquarters turned down the plan due to its high danger and risks. Yamamoto argued, stating, “Japan will certainly be beaten if we wage war, force to force. There is nothing we can do but crush their fighting spirit. I will resign from this post if my plan cannot be approved.” The chief of naval operations finally relented saying, “As Yamamoto will go that far, we will have to let him do it.” Japan’s

President of the United States and the Chief of Naval Operations, please accept this flag as a symbol of our appreciation for your loved one’s service to this Country and a grateful Navy.” Tears fall uncontrollably as my heart falters. His hand extends and I know I need to take it. I have to . . . but

Chester William Nimitz, Sr. was the last surviving officer to serve as a five star admiral in the Unites States Navy, holding the rank of Fleet Admiral. His career started as a midshipman at the United States Naval Academy where he graduated with honors on January 30, 1905. Becoming a submarine officer, Nimitz was responsible of the construction of the USS Nautilus, the first nuclear powered submarine. During World War II he was appointed the Commander in Chief of the Unites States Pacific Fleet known as CinCPa. His promotions led to his becoming the Chief of Naval Operations, a post he held until 1947. The rank of Fleet Admiral in the U.S. Navy is a lifetime appointment, so he never retired and remained on active duty as the special assistant to the Secretary of the Navy for the Western Sea Frontier. He held this position for the rest of his life, with full pay and benefits. In January 1966 Nimitz suffered a severe stroke, complicated by pneumonia. On February 20, 1966, at 80 years of age, he died at his quarters on Yerba Buena Island in San Francisco Bay. Chester William Nimitz, Sr. was buried with full military honors and lies alongside his wife and some military friends at the Golden Gate National Cemetery in San Bruno, California.

Fortunately for Hypo, and the navy, and the United States, Chester Nimitz was not such an admiral. He was briefed each morning at eight o’clock by his fleet intelligence officer, Lieutenant Commander Edwin Layton. Layton also had a standing invitation to walk into Nimitz’s office at any hour of any day if he believed he had important information for the C-in-C. (No one else on the staff, except perhaps the chief of staff, had this privilege.) Hypo provided a daily briefing to Layton, who in turn drew on other sources and briefed Nimitz. Layton and Rochefort had known one another when both men were stationed in Tokyo as language officers in the 1920s. They had shared in the long trial of learning Japanese. They counted one another as friends, and this tended to smooth the contours of their professional partnership, which might otherwise had been complicated by the organizational rivalry between the Fourteenth Naval District (of which Hypo was a part) and the Pacific Fleet staff. Nimitz paid close attention to all the intelligence products that crossed his desk. On his first day as CINCPAC, he told Layton, “I want you to be the Admiral Nagumo of my staff. I want your every thought, every instinct as you believe Admiral Nagumo might have them. You are to see the war, their operations, their aims, from the Japanese viewpoint and keep me advised what you are thinking about, what you are doing, and what purpose, what strategy, motivates your operations. If you can do this, you will give me the kind of information needed to win this war.

Nimitz turned for support to Admiral Ernest King, chief of naval operations, and they both advised MacArthur to forget his Rabaul campaign and relieve the First Marine Division “as soon as practicable.” In

In “Flag Plot,” the naval operations room, Anderson became irritated with McNamara’s specific instructions on how to run the blockade. The admiral told McNamara that the Navy had been conducting blockades since the days of John Paul Jones and suggested that the defense secretary return to his office and let the Navy run the operation. McNamara rose from his chair and retorted that the operation was “not a blockade but a means of communication between Kennedy and Khrushchev,