Stefano Ritondale

I mean, it's insane because you do bring up a point, you know, I've had, you know, where it's and it's interesting when they're in a conference room when there's a bunch of general officers and they have like the four star, let's say, you know, the COCOM commander, the SUNCOM commander, right? For Operation Hammer Resolve.

I mean, it's insane because you do bring up a point, you know, I've had, you know, where it's and it's interesting when they're in a conference room when there's a bunch of general officers and they have like the four star, let's say, you know, the COCOM commander, the SUNCOM commander, right? For Operation Hammer Resolve.

I mean, it's insane because you do bring up a point, you know, I've had, you know, where it's and it's interesting when they're in a conference room when there's a bunch of general officers and they have like the four star, let's say, you know, the COCOM commander, the SUNCOM commander, right? For Operation Hammer Resolve.

And then you have the OIR commander, the SOJITIF OIR commander, and then all the kind of the subordinate commanding general. And they're going back and forth. I mean, I've seen times where, yeah, there's generally an agreement and I've seen time where it's like, no, like they are going.

And then you have the OIR commander, the SOJITIF OIR commander, and then all the kind of the subordinate commanding general. And they're going back and forth. I mean, I've seen times where, yeah, there's generally an agreement and I've seen time where it's like, no, like they are going.

And then you have the OIR commander, the SOJITIF OIR commander, and then all the kind of the subordinate commanding general. And they're going back and forth. I mean, I've seen times where, yeah, there's generally an agreement and I've seen time where it's like, no, like they are going.

And then the commander, like the overall general might get to a point like, all right, all right, let's continue planning. But there is a lot of back and forth. And to your point, I like that.

And then the commander, like the overall general might get to a point like, all right, all right, let's continue planning. But there is a lot of back and forth. And to your point, I like that.

And then the commander, like the overall general might get to a point like, all right, all right, let's continue planning. But there is a lot of back and forth. And to your point, I like that.

I'm terrified of the opposite of that. Correct. Correct. For my experience, it was a lot. I've even, you know, had to, you know, because, you know, generals call, they're calling another general about operations and they're screaming each other phones. Yeah. Let's close the door, you know. But it was great. But to your point, it really provided me a perspective.

I'm terrified of the opposite of that. Correct. Correct. For my experience, it was a lot. I've even, you know, had to, you know, because, you know, generals call, they're calling another general about operations and they're screaming each other phones. Yeah. Let's close the door, you know. But it was great. But to your point, it really provided me a perspective.

I'm terrified of the opposite of that. Correct. Correct. For my experience, it was a lot. I've even, you know, had to, you know, because, you know, generals call, they're calling another general about operations and they're screaming each other phones. Yeah. Let's close the door, you know. But it was great. But to your point, it really provided me a perspective.

And then also, you know, you have general officers and then they're kind of the staff level, the staff principals, the OICs that are generally colonels or lieutenant colonels, you know, same. And it was a lot of teaching and mentoring because they see a lieutenant and, you know, I'm lost. Let's be real. I mean, you know, you have no idea what's going on. Lieutenants are made to be lost. Exactly.

And then also, you know, you have general officers and then they're kind of the staff level, the staff principals, the OICs that are generally colonels or lieutenant colonels, you know, same. And it was a lot of teaching and mentoring because they see a lieutenant and, you know, I'm lost. Let's be real. I mean, you know, you have no idea what's going on. Lieutenants are made to be lost. Exactly.

And then also, you know, you have general officers and then they're kind of the staff level, the staff principals, the OICs that are generally colonels or lieutenant colonels, you know, same. And it was a lot of teaching and mentoring because they see a lieutenant and, you know, I'm lost. Let's be real. I mean, you know, you have no idea what's going on. Lieutenants are made to be lost. Exactly.

Exactly. But they coach and mentor you. I mean, I was a lieutenant and I was learning the difference between Title 10, Title 32, and Title 50. Yeah. As a lieutenant. Because the general, because they would say, oh, you know, that's Title 50. And I was like.

Exactly. But they coach and mentor you. I mean, I was a lieutenant and I was learning the difference between Title 10, Title 32, and Title 50. Yeah. As a lieutenant. Because the general, because they would say, oh, you know, that's Title 50. And I was like.

Exactly. But they coach and mentor you. I mean, I was a lieutenant and I was learning the difference between Title 10, Title 32, and Title 50. Yeah. As a lieutenant. Because the general, because they would say, oh, you know, that's Title 50. And I was like.

He's like, you don't know? Here you go. This is Title 50. I was like, oh, my God.

He's like, you don't know? Here you go. This is Title 50. I was like, oh, my God.