Clean Trucks & Marine Cuts

[00:00:06] Speaker A: Hello. [00:00:06] Speaker B: Welcome back to another episode of the Code 321 podcast. This month's episode is going to be led by Prescott Naidu. Prescott, why don't you tell us a little bit about what you have in store for us and what guest you brought in. [00:00:18] Speaker A: My guest is probably, man, someone I've wanted to get on my own podcast for just ever in a day. And leave it to me to have to be on this podcast to finally get him in here. My brother. And for those of you that know, it's not just a brother, he's my twin brother. So I'd like to welcome to the show Will Natto, who is not just my twin brother, but also a major in the United States Marine Corps for just over 15 years. I'm going to let him shake down the rest of his introduction because I'll probably in some way butcher it, even though we are absolutely twins. So Will, welcome to the show, man. [00:00:52] Speaker C: Thank you, Chief. I appreciate that. It has been fun listening to your podcast and listening to this one and I appreciate the chance to come on tonight. I know as we were leading up to the podcast you asked for an introduction. So I am in the Marine Corps Reserves right now. I did seven years active duty and then the last eight in the Reserves. I am the executive officer for Marine wing Support Squadron 472 out of Joint Base McGuire Dix Lakehurst in New Jersey. And this is probably the best unit I could possibly be with to come on to your podcast because of some of the capabilities that we have. So I actually spent the last 14 years working with infantry Marines. So in, in division is what it's called. And then the last year and a half, the last 18 months, I got the opportunity to be the XO for this, for this squadron. We support rotary wing aircraft, so helicopters and this unit has more capabilities than any unit I've ever been with, including expeditionary fire rescue. So we have a P19, one of the, well, we have two P19s, the aircraft fire rescue trucks with the foam gun up top and, but that's, you know, that's only one, one platoon of one company that we have. So we also have engineering assets, we have explosive ordinance disposal, we have a support unit that does everything from supply and maintenance to, to cooking out in the field for people. And we have a headquarters section which I'm part of a company that does all of the support requirements, so communications, logistics, intelligence and operations. So it's a unit of about 550 Marines and that is my part time job. [00:02:55] Speaker A: Now. Just. Just for the sake of argument. What? You're just. You're right into it here and I've known you in the Marine Corps for forever. I joke about it, but I actually am not 100% sure if you were to ask me offline or online what your actual job is. If I could regurgitate that appropriately. So just give us a throwdown. What do you do? [00:03:15] Speaker C: The 10 second tour of my time job is that I am a senior project management for Air Force Cybersecurity. And so it's the program that I run right now, or I'm responsible for, provides situational awareness to all of the users in the Air Force, all of the network squadrons on the. The status of their equipment. So if something is wrong, we provide near real time awareness that something is wrong in the cyber world. [00:03:46] Speaker A: Man. None of that sounds cool at all. Totally. None of the P19s, airport crash rescue, Marine Corps, none of this. I should just cancel the rest of this. No. Unbelievable. And this has been the story of my life, podcast listeners, for my super, way cooler and better looking brother. I wish you all could see the video because he's got this sweet Marine fade going on and I haven't had a haircut in like six months. But he's also got a mustache, which don't point. Don't point that. [00:04:17] Speaker C: I've got a fire chief's mustache to match my twin fire chief. [00:04:21] Speaker A: Yeah, it feels if they got that wrong in the job assignments that came down. Oh dear. All joking aside. So here's the reason we hit the send button on this is because brother and I were chatting pre, pre record and almost recorded the entire podcast before we hit the record button. So we're going to loop you all in as to where we just started, which is we're talking about traditions. And I want to loop everyone in. And will, I'm going to start off with which kind of an easy question, which is related to why do traditions matter in the United States Marine Corps? [00:05:01] Speaker C: Yeah, I love that question. I think that the Marines, above any other service, you know, Marines consider ourselves unique among the services, not just because we're the smallest and angriest bunch of service members, but in a large part because of our traditions. And traditions reinforce so many things. They reinforce that we are carrying on the legacy of those who have gone before us and that we are establishing the legacies of those who will follow us. Traditions reinforce discipline and professionalism and help us stand apart from, whether it be other units that we want to stand apart from, that we want to be respected more or show more professionalism and discipline than those guys. But especially, you know, our, our sister services. Right. You. You always, Marines always want to stand out from among any other branch. And certainly, you know, less than 1% of this country decides to raise their right hand and. And serve. And so part of the, part of the traditions is to make sure that we stand out for all the good reasons, all the right reasons, that someone associates the name Marine with the highest traditions and the highest calling in this country. [00:06:34] Speaker A: So I'm going to hit more on that here because again, and this is just going to lead right into what we were talking about before. So for the listeners, catch up. Here we go. What we're talking about is, is it that doesn't come easily, that doesn't come overnight. There's a lot that has gone into that for the United States Marine Corps as they celebrate 250 years as the United States Marine Corps, which is amazing. But the reality of it is. Well, I want you to share some insights as to what you were just talking about. Struggle, discipline, tradition. Right. We're throwing these words around. Talk a little bit more about what that means to the United States Marine Corps, and then I'll absolutely dive into sort of some of the things we were discussing, the correlations with the fire service, too. [00:07:12] Speaker C: Yeah. So I think that when you talk about Marine Corps traditions and even the title Marine, one of the things that we always say is that it's earned, never given. And I think that's why you see such a strong brotherhood even after Marines have left the active service or reserves, that it's once a Marine, always a Marine. Right. And we work too hard for too long to earn that title, whether it be through the pipeline of east coast or west coast boot camp. So you're either. You're either a Parris Island Marine or a Hollywood Marine. And. Or if you go the officer route, you go through Quantico, Virginia. So, you know, we crawl through every type of mud and run through all of the trees and get yelled at for weeks on end and go without sleep. And we. It is a title that's earned. Right. At the end of it, you wear you. You earn the right to call yourself a Marine. And so I think more than anything, that initial introduction where you're broken down and reformed in the image of what this core has done for 250 years leaves you, when you come out, feeling like you can conquer the world. And from then on, with a baseline of what it means to own part of that tradition. [00:08:35] Speaker A: Hmm. So. And I got to say, I mean, that's, it's, it's convenient that we're 250 years this year, because that really ties in very nicely. But there are traditions all over it. There's traditions. Marine Corps, we just discussed, you and I were talking about the Marine Corps Ball. We were talking about some of the symbolism associated with the Marine Corps. The fire service is rich with that, too. And one of the things that we were just talking about. I'm going to go to some minutiae for a second, but we're just talking about the little things, right? Because 250 years in the United States Marine Corps is huge. And there is some really momentous things that have gotten you all there. But what we were talking about pre show was something as simple as washing a truck in the fire service, right? If you have a. There's nothing necessarily, quote, traditional about washing a truck. In many cases, it's an expectation or a desire, you know. But something as simple as washing a truck then lends very nicely to, as you just said, wanting to be the best darn service that there is. And how do you become the best darn service that there is, whether it's the fire service, your fire department, your company, or a military branch? And so let's talk a little bit about some of the small things. And it doesn't even have to be Marine Corps related, but some of the small things that you've seen done continued on, you know, as a major in the Marine Corps, that really ties into how it is the small things that can build up to where you are today. [00:10:08] Speaker C: Well, there's this. There's this great video of a general, Marine general, and he. And he's talking about our dress uniforms. And he says to the audience, does anyone know why our medals are an eighth of an inch above our pocket? And there's sort of, you know, silence. And he says, nobody. Well, we made it up, right? And since the day we made it up, we have reinforced the fact that those metals must be an eighth of an inch above your pocket. Right? An eighth and centered. And Marines can tell at a glance whether someone's uniform is squared away, whether their rank is in the right place, whether their medals are in the right place, the right precedence. And the general went on to explain that attention to detail in the small things, a draconian adherence to discipline is an indication of our ability to have discipline in the bigger things, right? How can I trust that you are going to be able to get the azimuths right? The fields of fire Correct. If you can't even put your uniform on correctly, if you can't. Can't render the proper greeting of the day if you aren't aware of customs and courtesies, why can I trust or how can I trust that you'd be aware of the. The bigger responsibilities? And it's not a direct correlation, right? Like, there are. There are some guys that are probably, you know, hot garbage in their uniforms who are hot on a battlefield. And I bet. I bet you see it in the fire department too, right? Just because someone looks great in their uniform doesn't mean when they get into a house, they're going to be the guy you want on a line. But an initial take. You take a look at some units that show up to fires, I'm sure some engines that show up to fires, and it is a clean engine, and people pop out and they are energetic and squared away, and someone is like, I'm glad that engine arrived. Right, dude? [00:12:19] Speaker A: All right, so we call it. I'll use a quick example with firehose, right? We call it. Or what we say is if it packs pretty, it pulls pretty. And the reality of it is that is such a. You know, we repacked a line today, in fact, that, you know, had, you know, my lieutenant walked by the line and was just like, man, something's off about that. What is that? And I was like, I don't know, you know, he said, let's pull. So we pulled it, pulled like trash. We repacked it. And I'm telling you what, I am not astute enough with our lines in Hinesburg yet to be as, you know, dialed in as he was, but it pulled like trash. And then we repacked it and it looked slick. And I guarantee we didn't. We didn't pull it because it looks so damn slick. But. But he, you know, indicated he was like, I'm able to tell whether it be the lines off the rear, the cross lace, whatever it is something so simple, right. If you take the time to. To make sure that your lines are laid out correctly, that when you really need the metastructural fire, right. People joke about and what you just said. Well, right. The clean truck. Well, nobody's going to give a hoot when your. Your house is on fire for you have a clean truck or not. Well, it all plays into it. And you're right. You're the people who have that line. Sure. Dirty truck shows up, clean truck shows. Doesn't matter, because as long as the firefighters inside are squared away. But Then that goes a little deeper. It bears asking, are the firefighters inside if they have a dirty truck, Outside of the fact that they might have been running 16 rounds all day and it stayed dirty, that's a different story. But are the firefighters inside truly squared away and have that real desire, you know, that. That, you know, to do the job and do it well? If they had downtime and they chose to perhaps not clean that truck? [00:14:03] Speaker B: Yeah. I definitely like what you guys are saying here about all this taking care of your equipment and looking good and making sure everything's ready to go. You know, there's an old adage that I'm sure, you know, will knows in the military, too. It's the if you take care of your equipment, your equipment will take care of you. This reminds me of a story when I was first starting in the fire service in Burlington. We had this guy who's a really high quality, worked for a logging company, so he'd cut down trees all day, and he was great with chainsaws. He worked on the tower company. He's a really good dude. And he brought us in to do chainsaw work. And I was like, oh, cool. We're gonna cut up all these roofs. We're gonna do all these crazy cuts, the, you know, the louver cuts and all that fun jazz. He's like, no, today's just about the saws. I was like, what do you mean? And all we did for the entire day was take saws apart, look at every single component, put them all back together, and we just drove from station to station, and we put our hands on every single saw the department owned, from the K12s to the metal cutting blades, to the masonry blades, to the wood saws, the small ones, you know, the fancy little angled roof saw. And we just took them apart, put them back together over and over and over again. And he was telling us about how important it is to make sure you take care of your saws, and you go through them on truck check, and you make sure you service them right after they're used. And it really came into play for me at a big fire when I was still pretty new on the ambulance, because the tower companies were up there cutting, and the saws would come down, and then guess who got to service those saws and get them ready to go. And when you're working on a big fire, you only have a handful of saws, so you want to make sure that those things are working well. And when you go to a big incident and you need a saw to work if you've been taking care of that piece of equipment on your truck, if you're assigned to an apparatus and you know your saw is going to work because you take care of it, you'll see a lot of guys who will bring their saw right up to the staging area and say, you know, hey, I'm happy to do whatever you need me to do, but let me bring my own saw, you know. And this concept of take care of your equipment and your equipment's going to take care of you has always served me well in any job I've ever had. For sure. [00:16:11] Speaker C: Yeah, I think so. When I was in OCS in Officer Candidate School in 2008, there was this former machine gunner, he was a sergeant and he was going through ocs and he explained the look hot, fight hot concept. He was like, hey, you know, if I kick down a door and I go in there and there's, you know, the enemy, right? And they've got a gun near them and I look like a spaghetti monster, my pack is falling off, I've got a canteen, you know, hanging off my hip and, you know, I just look like garbage, right? He's gonna think, maybe I can take this guy. But if you kick down a door and you've got your Oakleys on and all of your straps are taped and everything's tight to the body and you look like, you know, clean and dangerous, this guy's gonna think twice, right? And so the look hot fight hot concept was something I tried to take into, you know, training and eventually the Marine Corps, where I want to be squared away. Because if my stuff is set up and looks hot and is clean, I feel better about the, the beginning of anything, right? Like, I don't want to start off at a disadvantage. I don't want to disadvantage myself at the beginning of anything. I want everything to be squared away. And I'm sure it's the same way in the fire department, where I agree with what you were saying. If they've been running 16 runs, if the truck was clean at the beginning and is dirty now, those are hard working firefighters, right? Like, I don't want Marines washing trucks out in the field, but I want that truck to be clean before it left the field. [00:17:57] Speaker A: And it's a whole concept of, right? So the firefighters that run 16 runs and are dog tired at the end of their shift, well, guess what? Whether shift changes in one hour. Cause you've been up all night and you're trying to catch 45 minutes of snooze or what you Know that Those firefighters, even 16 runs in are going to wake up, and before shift change, they're going to turn over a clean rig. [00:18:16] Speaker C: We talk about this look hot, fight hot. And, you know, if it looks pretty, it pulls pretty. What it comes down to is, are you capable of fighting that enemy? Have you taken the steps you need to before you get to that fire? Well, before you get to that fire, did you take the steps you needed to on Monday to fight that fire on Friday? [00:18:41] Speaker A: So. So. And I'm going to. I'm going to just keep going on that because, first of all, just, you know, preach, brother, preach. Right? But it is. It is that. That adherence to the. The fact that what it boils down to is the man or woman to your immediate left or your immediate right, and the fact that. So we in the fire service, the big words get tossed around is brotherhood and sisterhood. [00:19:02] Speaker C: Yeah. [00:19:02] Speaker A: And. And I think what slays me about that term, I use it all the time, but I think what slays me about it, and this is one of the things that I would argue is changing is the fact that that term has begun getting. It's. It's morphed. Okay? So now it's just like the cool thing. If you're part of the brotherhood or the sisterhood. The cool thing. Well, there's a big difference between the cool thing and the thing slash, person that could save your life and, And I mean literally drag you out of a fire. Or how about the oath? And you. You were talking about raising your right hand. Listen, 1% of the people, if you in the fire service are listening to this podcast and you have not actually taken an oath. And I mean, doesn't matter if you're a volunteer firefighter, a career firefighter, you know, whatever you paid on call does not matter if you have not actually taken an oath, go find your chief, and you bet your bottom dollar be looking to see if my folks have taken an oath as well, because I don't know the answer to that. I haven't brought anyone new on yet. That's a big deal, because the second you actually have to raise your right hand and say an oath to the people that you serve, you know, you serve the American public, right? You have, You've. You've taken that oath for the United States of America. We as firefighters, sure are on a smaller level level, Our district, our town, our communities. But just because it's a smaller level like that does not mean there's any less sincerity to the fact that at any given moment, this is the question, you know, for anyone who knows Nick Mart, as Salisbury, South Carolina talks about the career call, right. The responding to a structure fire with a report of people trapped. Well, if you're listening to this right now and you say, oh yeah, I do fine, actually dive deep. Would. Would you do fine? Would you be able to. To rally yourself at any point, 10:10pm 10:00am whatever time it is to, to answer that call? And I'm going to drop back, Will, to the traditions. I mean, in the United States Marine. [00:21:09] Speaker B: Cor. [00:21:11] Speaker A: Version of a structural fire with people trapped. And how do your traditions and, and discipline and everything like that, how does that rally you to actually, you know, make whatever version happen? [00:21:25] Speaker C: Yeah, I mean, I think combat is it. Right. And I'm a supply officer logistics by, by education and Trade right now. And as an executive officer, I, I do all of the administrative administravia. Right. And so, you know, my equivalent of a structure fire with people trap is not, not that sexy. But for, for the Marine Corps as a whole, combat is that ultimate test. And whether or not you're ready for combat is way beyond what your training is. But certainly it goes back to that saying, the more you sweat in peace, the less you bleed in war. Right? And, and it's absolutely true. And from a logistician's perspective, and for a unit like mine, you know, it's, it's not necessarily combat. We do. Every Marine is a rifleman. We are all, you know, we all have our weapons issued. We all train annually on the rifle range, pistol range. And, and we, we spend time developing those necessary traits. But for our perspective, one of the things that my unit does is the forward arming and refueling of helicopters. And so a few times this year, we have practiced and made sure that we are able to provide the logistical support to make sure these birds are in the air and providing the COVID needed to the infantry on the front lines. So we might not be the tip of the spear, but we're the ones who are making sure that there are aircraft overhead that tip. Right. And, and supporting those aircraft often is the culmination of our training and what we look for. So that's. For my unit, I think the equivalent of a structure fire with people trapped would be supporting combat operations. [00:23:23] Speaker A: So. And I'm gonna. Man, I'm gonna footstep that real hard. When it comes to the fact that you hear the sexy stories, you know, I'm just, I'm sort of listening to Jocko's book, the Dichotomy of Leadership and every Chapter starts with a super sexy story about just bullets flying everywhere and Craig Jocko's D4. Right. And, and you get right into it. And if you really boil that down to it, each one of those stories has innumerable support staff that make that happen. The, the, you know, the, the, you know, combat. The Navy SEALs, for example, the United States Marine Corps, whatever it is, there's so many support people that make that happen. And you bet your bottom dollar that those support people are dialed in to whatever it is that they are doing. Right? Support, you know, forward, you know, refueling and ammo, everything like that. Like, don't think that the first time that those folks are on the flight line making sure the, the rotary wing aircraft are properly fueled and properly loaded to bear. Don't think that the first time is probably, you know, in combat, because that's just absolutely ridiculous. [00:24:31] Speaker C: Yeah. [00:24:31] Speaker A: And. [00:24:31] Speaker C: And to the fire department as well, both fire department and Marine Corps. I mean, fire department's a paramilitary organization, right? Like by structure, by discipline, just like the police department. They're both, they're all, you know, whether it's military or paramilitary organization, it doesn't matter. No one wants to fight or work with slobs. Everyone wants to be the best and work with the best, or you should want to be the best and work with the best. And I had a battalion commander when we went to Afghanistan who said that you are either improving or you are taking away from the unit. You are either going up or going down. Right? There is no neutral. And his big thing was, what have you done today to improve the unit or to improve yourself? And that was a, that was a kinetic deployment. And I think his, his admonition about that was well received. [00:25:31] Speaker B: This is always an area that's a real passion for me. I feel like one of the most important things that we're responsible to do for the people around us is make sure that we can do our job well, especially when it comes to the safety of the crew around us or the people that we're serving. I think it's really important that, you know, for example, if you're a firefighter, you are able to go into a burning building, pull that hose line to the floor. It needs to be on, potentially package and remove a victim and, or rescue one of your fellow firefighters. And I think one of the things that's kind of the uncomfortable truth that we don't always talk about is what if we have people with us that can't do that? How do we approach that topic and how do we how do we address it so that it doesn't continue? Because at the end of the day, if people can't get the hose line where it needs to go and they can't remove the people from a burning building, I mean, we got to take a step back and think about what it is that we're doing here. [00:26:30] Speaker A: I can. I can't say how much I can appreciate that, you know, the 1% better. Kaizen. I had one recruit school that I really dove deep into. That is one of my final speeches to them. And I even have the flag hanging in my home gym downstairs about 1% better. Because there's days I don't want to do a single push up, I. I ab. I don't even want to roll out of bed. But thinking about the fact that if I'm able to get out there and if I'm able to do, you know, 10 push ups or just that one or whatever, you know, am I better off than I was yesterday? Physical fitness wise, am I better off than I was yesterday? Did I leave the building better? And that can be as simple as the see a problem, fix a problem mentality, which is what I want to hit on, sort of. We'll begin landing the plane here shortly. But I. I want to hit on. So we've been talking a lot about trad. Is there anything that we must under all circumstances keep when it comes to traditions, discipline, things like that? Like what? What are your thoughts from a Marine Corps side of things like that? Just under no circumstances should we let lapse standards. [00:27:40] Speaker C: I think it's irrespective of service of whether it's the fire department or the Marine Corps. You know, when, when women were integrated into combat, there was a lot of outrage and a lot of sort of hoopla over the whole thing. And what we lost sight of was are we. Are we enforcing the standard? Are the men who we are sending into combat meeting the standard? And if not, then like when a woman comes along and can do it and can meet the standard we've set for a Marine in combat, then I. It shouldn't be controversial to say, like, maybe we should be looking at the dudes who can't make meet the standard. And it shouldn't be whether it's men or women. It should be, can this Marine meet the standard? And it's the same thing for me in the fire department. And what it, what it comes down to as I look at the standards that you have in the fire department is. And this might be a harsh thing to say, but like if you, my brother fell in a fire, could that firefighter carry you out? Right. And I look at some of these firefighters that I see and, and I'm not just, you know, dumping on the fire department because I look at some of these Marines and I'm like, oh Lord, could you carry my, you know. [00:29:08] Speaker B: Right. [00:29:09] Speaker C: But if the standard is that you should be able to drag a fallen firefighter out of a building and you can't, then what have you done today and what will you do tomorrow to get there? It doesn't mean quit it. It means swing a hammer, swing an ax, throw a sandbag over your shoulder, like hit the pavement. Whatever it takes to be able to get to the point that you can fulfill the responsibilities to the, to that man or woman to your left and your right and meet the standard. It's not like you have to be a superman. There's a standard for a reason. [00:29:47] Speaker A: I, I appreciate that beyond measure, especially for the non negotiable, you know, the standards that exist. I want to ask you. So one of the things you had said pre chat was related to calling people out. And you're a major in the Marine Corps, which means that you very much have the ability and authority to call people out. I'm a fire, I have the ability and authority to call people out. It is the, arguably one of the hardest, shouldn't be. But for me I'll just be transparent. It is a very difficult thing to do especially in the volunteer fire department. And I would be curious about the United States Marine Corps Reserves as well. At what point are you like to that point of the standards and having to call people out? Is there any, are you picking up what I'm laying down as far as that hard decision making point? [00:30:40] Speaker C: Yeah. So I, I can see the correlation between a volunteer fire department and the reserve. So a lot of our guys aren't obligated. Right. [00:30:50] Speaker A: They're. [00:30:51] Speaker C: They can they show up as volunteers on a drill weekend. They get paid. Right. But they show up and they. It's harder to enforce some of those standards because if I have a full time job and I then on Friday night drive in to drill or Saturday morning drive into drill and someone's going to yell at me. I might not want to show up. But it goes back to the point that nobody wants to be part of a bad organization. You want to be part of the best. And how we get there is by ruthless adherence to the standard. And when you see someone outside of that standard, correcting them is, is the only way to really get a unit to that point. And one of the other things we say is that failure to. Failure to enforce the standard establishes a new standard, right? So if I. If I let some sergeant or staff sergeant walk by me and not salute, and someone of lesser rank sees that, they're like, well, I don't have to salute the major. And is it because I need a salute? No, like, I don't need a salute to feel good. I've been doing this for 15 years. Right? But it's because that's what we do. It's because I wouldn't go by someone who outranked me and not salute. It's because I wouldn't let someone go by my boss and not salute. It's because if you can't adhere to the customs and courtesies, United States Marine Corps, what else can't you do? I don't trust that you can do your job if you can't do the simplest customs and courtesies. And again, like, it might not be a direct correlation, but it certainly is in my mind. Marines judge other Marines on two things immediately. Their haircut and their sleeve rule. [00:32:41] Speaker A: Right? [00:32:41] Speaker C: Like. Like, is that a high and tight. No, not anymore. I'm in a Marine wing support squadron, so I've got a mustache and pilot hair, but. And I'm, you know, a major at this point, so my sleeves aren't that nice. But early in my career, my wife had to pull my sleeves off at the end of every day because I would iron and starch my sleeves. So they were tight on the muscles. Like, just that. As a lieutenant, that's just what I did. As a captain, that's what I did. [00:33:10] Speaker A: And, and don't, don't. You're down. You're downplaying yourself. And even as a major, I've seen. The sleeves, I've seen. Don't. The haircut, I'm looking at right on the screen, man, don't go downplaying that, because even as a major, you are adher. There is a ruthless adherence, even though you don't think there is. And whatever there is, I'm seeing it right here in front of me. So. But, I mean, we'll land the plane here because I got to tell you, this is everything that I have wanted from this episode. And I really hope people out there are listening to this, because at the end of the day, people, you said it the best, right? The ruthless adherent. Ruthless adherence to standards is of critical importance, but for what reason and the reason you gave it. Everybody wants to be part of the best team. They want to be part of the best engine company, they want to be part of the best support squadron. Whatever it is that you are a part of, team of any kind, you want to be the best. And the way to do that, leaders out there call people out. If you see something you have to use that, you don't need to be a dick about it, you can call people out in a respectful way because at the end of the day, what you allow is, is going to become, as you just alluded to will, the new standard. Man. I. I want to toss it your way for any type of kind of closing or wrap up thoughts on this as. As you think about 250 years as a United States Marine. That's. That's incredibly impressive. And anything to sort of wrap us up. [00:34:45] Speaker C: Yeah, I think whether it's the Marine Corps or the fire department, whether it's the reserves or active duty, it comes down to what you've done today to be better at your job, to be deadlier. Whether it's your enemy, like I said, a indiscriminate and persistent enemy, that is fire, or whether it's our enemy who might not be known yet. Right. But somewhere out there, someone is training to kill us. And somewhere out there is a lurking risk of a structure fire with people trapped. And if there is a doubt in your mind whether a firefighter or Marine that you are prepared to meet that challenge, then you have to take a step tomorrow, one step in the right direction to correct that deficiency. Because the man to your left and your right, the man or woman to your left or your right is counting on you to do so. [00:35:49] Speaker A: Yeah, okay. Mic drop on that one, my brother. Major in the United States Marine Corps, I could not be more proud of you. I could not be happier to finally get you on this podcast. [00:36:03] Speaker B: Yeah, I 100% agree. That was a great mic drop. Thanks for being here, Will. I appreciate it. That was awesome as usual, Prescott. Thanks for taking the lead on this one. I really appreciate it. We better end this episode before your twin telepathy is going to start a small fire here. So appreciate you both being here and talking about some of the ways that we do things well and how we can continue to be great in the future, whether it's the military or the fire service or any agency, really, any organization. So thanks for tuning in. And for the listeners, we'll see you next month for another new episode of the Code 3 Quarter 1 podcast. Stay safe. [00:36:40] Speaker A: Stay safe, everyone.