A presidential tweet can have some serious corporate repercussions: In subsequent trading, shares in Lockheed Martin, the company that produces the aircraft, dipped more than 4%, and its market value plunged by $4 billion, according to CNBC. To put that in perspective, it’s 1/100th the estimated cost of the weapons program itself, which some believe could reach $400 billion.
Lockheed isn’t the only one. Last week, Trump called out Boeing as well.
Boeing is building a brand new 747 Air Force One for future presidents, but costs are out of control, more than $4 billion. Cancel order!
Boeing secured a contract in January 2016 to start work on the 747 jets meant to replace the 25-year-old Air Force One planes, which will be phased in early next decade. And although its stock price dipped by 1% after the tweet, it has since recovered.
But companies across the country are feeling the sting of Trump’s Twitter attacks. Northrop Grumman is only a component producer on the F-35, and its stocks hit a one-month low as a result of the tweet. While these companies have more than enough financial capital to withstand such attacks, other smaller contractors may not be so resilient.
Hopefully these companies fare better than the F-35 in a thunderstorm. Around the same time the president-elect was firing off his tweet, a pair of the stealth aircraft that were scheduled for delivery to Israel — the first installment of 50 planes that have been promised — were grounded for several hours in Italy due to bad weather.
The San Antonio-class amphibious transport dock ship USS Arlington. (U.S. Navy/Mass Communication Specialist 3rd Class Chris Roys)
The Navy is investigating reports that a female Marine discovered a hidden camera in one of the women's restrooms aboard the USS Arlington, an amphibious transport dock that's currently on at port in Greece, NBC News originally reported.
It's been 30 years since an explosion inside the number two gun turret on the USS Iowa killed 47 American sailors, but for Mike Carr, it still feels like yesterday.
"I knew all 47 guys inside that turret because as part of the ship's policy we had rotated between all three turrets," Carr, who served as a gunner's mate in the Iowa's aft 16-inch turret, told Task & Purpose. "We all knew each other rather intimately."
On April 19, 1989, the day of the blast, the ship was preparing for live-fire training at Vieques, Puerto Rico Naval Training Range.
Carr was wearing headphones that allowed him to hear what the crews in the other turrets were saying.
"At 10 minutes to 10 a.m., somebody came over the phones and said, 'We're having a problem, Turret 2, center gun,'" Carr recalled. "Then approximately two minutes later, I recognized Senior Chief [Reginald] Ziegler, who was the chief in charge of Turret 2, yell into the phones: 'Fire, fire, fire! Fire in center gun, turret 2. Trying to contain it.'"
Then came the blast, which was so strong that it ripped the headphones right off Carr's head.
As a graduate of the U.S. Military Academy at West Point and a newly minted second lieutenant, I felt well-prepared to tackle the challenges facing a junior field artillery officer in the U.S. Army. When the time came to leave the Army, however, I was much less prepared to make the transition into the yet-unknown civilian sector.
One of the primary issues facing veterans after we transition is that we lack the same sense of purpose and mission that we had with our military careers. Today, more than ever, our service members volunteer to put themselves in harm's way. They are defending our freedom across the globe and should be recognized as our country's true heroes. It's critical that employers educate veterans and provide viable options so we can make informed decisions about the rest of our lives.
The two-star general in charge of the roughly 15,000-strong 2nd Marine Division has turned micromanagement into an art form with a new policy letter ordering his Marines and sailors to cut their hair, shave their faces, and adhere to a daily schedule that he has prescribed.
In his "Policy Letter 5-19," Maj. Gen. David Furness lamented that he has noticed "a significant decline in the basic discipline" of troops he's come in contact with in the division area, which has led him to "FIX IT immediately," instead of relying on the thousands of commissioned and non-commissioned officers below him to carry out his orders.