Death Before Dismount: Tran

At 0400 hours and under three percent illumination, a platoon of 19 soldiers, accompanied by an interpreter, with the company command and control (C2) and psychological operations team attached, departs base camp to conduct a dismounted raid. The dismounts move using night vision and ground command pointer infrared (IR) lasers to guide their point man. The soldiers communicate using PRC-119 manpack single-channel ground and air radio systems (SINCGARS) and integrated communications security (ICOM) squad radios with head sets. The company fire support team (FIST), located at an observation post (OP) east of the target house, overwatches the sniper team and objective with a 13-power magnification thermal command launch unit (CLU) sight. The company sniper team, inserted hours earlier, is set, overwatching the target house with 10-power magnification thermal AN/PAS13s and AN/PVS7Bs. The team is concealed in ghillie suits and marked with Budd lights; they report negative contact — no movement on the objective. The remainder of the company, mounted in high-mobility mul tipurpose wheeled vehicles (HMMWVs), is staged on the base camp prepared to move. The dismounted platoon pauses just short of the objective and coordinates with the sniper team by radio; negative contact — still no movement. The company HMMWV element is ordered to start point (SP). The dismounted platoon then moves in, establishing a base of fire and setting the inner cordon; negative contact — no movement — surprise is achieved. The HMMWVs quickly move in to the objective area and set the outer cordon to protect the search teams. 0500 hours: the company cordon is set; negative contact — no movement on the objective — surprise is maintained. The sforming An Armor Company a rocket-propelled grenade (RPG) launcher and warheads are found! Within seven minutes of conducting actions on the objective, an armor team moves into an adjacent objective area with M1A1 tanks and M2 Bradley Fighting Vehicles to begin their mission. The primary target’s home phone rings and the company interpreter answers. The caller quickly identifies himself and warns the primary target by name to “get out now, the Americans are coming!” The interpreter thanks the caller and hangs up. Further questioning of the detainees identifies the caller’s location; the dismounted platoon moves in and detains the caller. The house and objective area search continues; security is maintained. The mission nets the primary target and his associates, a small weapons cache, and intel documents — all with zero casualties. Mission accomplished! dismounted platoon’s first assault team (four-man stack) moves to the entry point. GO! The number four man breaches the door and the assault team quickly enters the house, clearing the first room. The lights are on, night vision is not needed, the soldiers use M68s to scan with both eyes open and quickly identify targets. The team moves to the second room and repeats the process, catching the primary target as he begins moving to a cabinet to secure an AK47. The primary target is detained. The assault team continues to clear the house, room by room, and secures additional detainees. The platoon’s security team quickly follows the assault team into the house and secures each cleared room and the detainees. The detainees are segregated, secured, and questioning begins — identities are confirmed. A simultaneous thorough search of the house and objective area begins with AN/PSS11 metal detectors —

This was Cobra Company in the spring of 2004. No longer an outfit full of typical 19Ks, it has been transformed over the past nine months from a tank company of 74 soldiers manning 14 M1A1s, conducting armor-only missions, into anew organization that adapted to its environment. Today’s Cobra Company has 85 soldiers in three line platoons manning one M1A1 tank and 15 HMMWVs (a mix of M1114 and M1025). These soldiers conduct armor, cavalry, and infantry missions and fight mounted and dismounted, similar to the dragoons of the 16th century, who fought as light cavalrymen on attack and as dismounted infantrymen in defense. Cobra Company was alerted in July 2003 to deploy in support of Operation Iraqi Freedom. Cobra Company turned in its 14 M1A1 tanks at Fort Riley, Kansas, and quickly trained on M1025 HMMWVs, along with a company from the Bounty Hunters of 1st Battalion, 34th Armor, and one company from the Iron Rangers of 1st Battalion, 16th Infantry. The company then deployed in early September 2003. Once on the ground in Kuwait, the soldiers drew their new mounts, the M1025 and M1114 vehicles, and began movement into the task force’s area of responsibility, only a short six weeks after notification of the deployment. On the first day outside the base camp, during aright-seat ride in mid-September, Cobra Company made contact with an insurgent complex ambush — improvised explosive devices (IEDs), RPGs, and small-arms fire. The fight began. The company’straining, personnel, equipment, and tactics, techniques and procedures (TTP) continually evolved over the next nine months as missions and the enemy changed. The company served as the task force’slight wheeled force, conducting missions, such as quick reaction force (QRF), convoy escort, cordons, and route reconnaissance. As the battlefield changed, additional missions of raids, searches, route clearance, key terrain security, counterreconnaissance/area denial, counter-mortar operations, company forward operating base (FOB), sniper/OP operations, and dismounted patrols were added. The lessons learned throughout these nine months were invaluable. Training In an environment with zero defect and no chance to “re-key,” we quickly began training soldiers to accomplish new missions — all requiring additional skill sets unfamiliar to armor crewmen. As missions were added, the company turned to subject-matter experts, doctrine, Center for Army Lessons Learned (CALL), fellow infantry companies, and local Special Forces soldiers for TTP and training. We immediately identified the need for all soldiers to operate on the ground as part of a dismounted element. Combined arms is key, and creating and developing this dismounted element and ensuring all soldiers were trained to fill this role, were critical to the company’s success. During this transformation, we identified that most 19Ks needed additional basic infantry training to operate with confidence as a dismount in a fire team and squad. The requirement for additional individual soldier training was evident when we began to train platoons to conduct dismounted operations. Every soldier receives limited basic infantry training during initial entry training, the amount of training must be increased to ensure soldiers are confident riflemen. This training deficiency is an Armywide issue and the effects are seen and felt in Iraq, where every soldier is a potential dismount. Soldiers must be provided the basic skills to operate as riflemen during initial entry training, with focus on rifle marksmanship and fire and maneuver at team and squad levels. Leaders are obligated to ensure soldiers build these basic skills during home station and institutional training to ensure they are always ready to fight. The company focused on dismounted infantry operations, room-clearing procedures, and sniper operations. We began repetitive training to create confidence in weapons, tactics, fellow soldiers, and leaders. Training lanes were created on the FOB by platoons to execute dismounted formations, movement techniques, and battle drills, along with dismounted cordon, room-clearing (tape house) procedures, and search techniques. Leaders conducted classes, developed standard operating procedures (SOPs), wargamed, rehearsed, rehearsed, and rehearsed. Four-man stack room-clearing rehearsals were conducted several times prior to raids and searches. Training continued as we added additional equipment and soldiers. We developed TTP and SOPs for new tools, such as manpack radios, squad radios with headsets, smallarms optics, and metal detectors. Soldiers also focused on individual weapons training to include day and night fire, using new optics to gain and maintain confidence. Personnel Unit manning was the second challenge the company had to manage. Three weaknesses were identified in the typical tank, now truck, platoon: no medic, no forward observer, and no dedicated dismounted element. “Every soldier receives limited basic infantry training during initial entry training, but this training must be increased to ensure soldiers are confident riflemen. This training deficiency is an Armywide issue and the effects are seen and felt in Iraq, where every soldier is a potential dismount. Soldiers must be provided the basic skills to operate as riflemen during initial entry training, with focus on rifle marksmanship and fire and maneuver at team and squad levels.” 28 —

Medic. We addressed the medic issue first. Separate platoon-level operations increased and each platoon was widely dispersed within the task force’s area of operations. This fact drove the need to attach a medic to each line platoon to provide immediate medical support. The company medic team was task organized. One medic was attached to each line platoon to provide on-site medical support and create a team by working closely with their platoon. The medics also provided a readily available subject-matter expert to maintain soldier proficiency. Integrating medics into each platoon ultimately saved lives over the past nine months. Forward observers. We task organized the fire support team as forward observers (FOs) within the three line platoons. This improved fire support at the platoon level by allowing the platoon leader and platoon sergeant to focus solely on C2 and maneuver while FOs executed the call for fire. The attached FOs worked closely with their platoons, integrating fire support into the platoon leaders’ maneuver, and providing a ready subject-matter expert to maintain soldier proficiency. If fires were needed, FOs could switch the truck’s second radio to the task force fires net, leaving platoon leaders free to maneuver platoons. Dismounts: Finally, each platoon required a dismounted element not organic to a tank platoon. An armor platoon consists of 16 soldiers. The minimum crew requirement to maneuver four gun trucks is 12 soldiers, eight if the trucks are stationary, maintaining security, and only move during an emergency. This allows for one dedicated four-man dismounted team if the platoon is maneuvering. Using only one team assumed too much risk, so the goal became to create one squad-sized organic element per platoon. We built this squad by adding one more soldier to each platoon, in addition to the medic and forward observer. Our goal remains to add an additional soldier per platoon to increase the line platoon’s strength to a total of 20 soldiers. Each platoon then identified a truck commander to lead the squad. The platoon leader typically led the squad on all planned patrols and raids. This squad enabled each platoon to conduct patrols, OPs, room clearing, and then maneuver with both mounted and dismounted elements if contact was made. Additional challenges became apparent while conducting company-level missions when the medics and fire support team were task organized and we began using snipers from the headquarters platoon. The medics remained with the platoons to provide immediate aid. If only two platoons were needed during a company mission, the third platoon medic accompanied the first sergeant to conduct aid and casualty evacuation (CASEVAC). If three platoons were required, a fourth medic from the medical platoon was added under the operational control (OPCON) of the company first sergeant. The fire support officer (FSO) was added to the commander’s vehicle to integrate fires. The FSO used the task force net to call for fire while the commander fought on the company net. When missions required the maneuver of the entire company and close air support (CAS) was likely, the FIST was consolidated to man its gun truck and accompany the commander. Sniper operations were conducted by using headquarters personnel to create two teams. Simultaneous company-level and sniper operations were accomplished by using mechanics to fill in for the command crews (drivers and loaders) and company trains. To alleviate all three manpower shortages in the future, the headquarters platoon should include seven additional soldiers — four to serve as dedicated sniper teams, one to serve as a headquarters medic to assist the first sergeant, and two additional soldiers to man the FIST truck with the fire support officer, allowing FOs to remain with their platoons. Equipment Equipment was the third challenge. Most of the tools required and provided by a typical infantry or cavalry modified table of organization and equipment (MTOE) were not readily available in the tank company’s MTOE. These infantry/cavalry tools include M68 close combat optics (red dot sights), backup iron sights, M4/M16 rail systems, IR lasers and spotlights (PAQ4Cs and PEQ2As), additional night vision goggles (NVGs), SureFire spotlights, M203s, and M16 rifles. All of these tools provide precision fire during both day and night. “The minimum crew requirement to maneuver four gun trucks is 12 soldiers, eight if the trucks are stationary, maintaining security, and only move during an emergency. This allows for one dedicated four-man dismounted team if the platoon is maneuvering. Using only one team assumed too much risk, so the goal became to create one squad-sized organic element per platoon.” — 29

Prior to deployment, the company was issued additional M16A2 rifles, shotguns, M240B machine guns,.50-caliber machine guns, and PAS13s. Upon arrival in Kuwait, the company was issued 12 M1114 trucks prior to movement into Iraq. Through months of hard work and persistence, the company, task force, and brigade filled most equipment requirements such as additional radios, gun shields, HMMWV kevlar blankets, M203s, rail systems, and personal weapons optics. Vehicles: Currently, the company is equipped with 15 gun trucks (M1025/1114) and now only one M1A1 tank. The three line platoons use the M1114 uparmored HMMWVs, which have proven to be more survivable than the typical M998/1025 trucks due to their improved armor package. Each line platoon has four gun trucks and the headquarters has three trucks (commander, XO, and FIST). The FIST truck is used only on company missions due to FOs being task organized with line platoons. The tank sees occasional use at the company FOB or on security missions. The company trains consist of three M113A2s, two M998 HMMWVs, and three M923 trucks. The M113s transport the first sergeant, maintenance team, and medics when armor is needed. Through experience, we have identified that M113s have limited use due to their reduced top speed, weight (pontoon bridges), and our current task organization of personnel. The three 5-ton trucks are used by supply and maintenance. During a typical company mission, the trains will consist of one M998 cargo HMMWV prepared to carry casualties or enemy prisoners of war (EPWs) and may include an M923 to carry additional class I and V, seized weapons, equipment, and EPWs. The maintenance team is prepared to move with the first sergeant in the second M998 HMMWV. Weapons: Line platoon crew served weapons consist of M2HB.50-caliber flexes and M240B machine guns. Each platoon is equipped with four.50-caliber machine guns mounted on MK93 heavy machine gun mounting systems and four M240Bs that are used mainly by the dismounts. The headquarters carries two.50- calibers and two M240Bs, with one mounted on an M6 pintle mount in the first sergeant’s M998 truck. The first sergeant and maintenance M113s also carry a.50-caliber, along with the supply and maintenance M923 five-ton trucks. The optimal organization would have each line platoon mounting two M240Bs, one.50-caliber, and one MK19 machine gun on the four gun trucks. The MK19 40mm grenade launcher is very effective in open terrain, as well as behind berms or on rooftops, as we have seen with the task force scouts and fellow motorized infantry company. The M249 squad automatic weapon (SAW) would also fit well in place of the dismount M240B machine guns. Personal weapons consist of M4 carbines and M16A2 rifles. Prior to deployment, the company fielded 14 M16A2s (including headquarters and headquarters company weapons) and 33 M4 carbines for a total of 47 weapons spread over 81 MTOE soldiers. In this environment, every soldier must be equipped to fight dismounted and must have a rifle or carbine to be effective. Currently, the company has 76 weapons for 85 soldiers with the goal of every soldier carrying a rifle or carbine. Each M4 is equipped with the M4 rail adapter system, which allows soldiers to mount IR lasers and spotlights. We currently have one for each of the 32 M4s. There are no rail systems available for the M16A2. In the future, every M4 and M16 should have a rail system to mount equipment. Additional personal weapons include the M500 shotgun, M9 pistol, M203 grenade launcher, and the M14 sniper rifle. The M500 shotgun is carried on dismounted patrols and each platoon is equipped with one or two. The M9 pistol has seen little “Currently the company is equipped with 15 gun trucks (M1025/1114) and now only one M1A1 tank. The three line platoons use the M1114 uparmored HMMWVs, which have proven to be more survivable than the typical M998/1025 trucks due to their improved armor package.”

use, but is carried by all gunners and truck commanders. Two M203 40mm grenade launchers have been added to the company to equip each platoon with one system. An additional M203 per platoon and per sniper team is the goal. The M14 sniper rifle is used by the two sniper teams in conjunction with a 10- power daylight Leopold scope or a heavy thermal PAS13, and is paired with a 32-power spotting scope. In the future, the M249 SAW should replace the two dismount M240Bs. The M249 SAW provides a lightweight automatic weapon with small-arms capability, rather than the medium caliber M240B, and is best used in the military operations in urban terrain (MOUT) environment to mitigate effects of larger caliber machine gun fires. The SAW is easy to carry and can also be mounted on the weapons station of the gun trucks. Optics for rifles, carbines, and machine guns make soldiers lethal during both day and night. Almost every soldier in the company who carries a rifle or carbine is equipped with either the PAQ4C or PEQ2A IR laser, which is mounted on the M4 rail system or to the top of the M16A2 rifle. These IR lasers allow soldiers to target, illuminate, and accurately hit a target while using night vision goggles. The PEQ2A also has an IR spotlight, which can assist in illuminating rooms and areas during low illumination. The PEQ2A should also be mounted on all dismount M240Bs (at least two per platoon). All M4 carbines mount the M68 close combat optic (CCO), a backup iron sight, and a SureFire spotlight. The M68 allows soldiers to scan with both eyes open and then accurately fire during close combat by placing the red dot on the target. When the CCO fails, the backup iron sight is available for use. The M68 can also be mounted in place of the handle on the M16A4 or on the rail system of an M16A2. SureFire spotlights have proven to be effective during house and vehicle searches. Every line platoon soldier should be equipped with one. SureFires can also be mounted on the M16 with tape or straps if a rail system is not available. Additional daylight optics that have proven useful include the AN/PVS6 mini eye-safe laser infrared observation set (MELIOS) for the fire support team. The company has one MELIOS, which is currently rotated by the three platoon FOs, depending on who is more likely to call for fire during a platoon mission. All three line platoon FOs must be provided with one AN/PVS6 MELIOS to assist with fire support. Also, in the future, each M240B or M249SAW should be equipped with a 3-power machine gun optic (MGO), which provides more accurate fire during daylight. Night vision: Night vision is critical to mission success and each soldier and platoon must be properly equipped to operate in limited visibility. The company currently fields 51 sets of PVS7B/D for 85 soldiers. Each platoon fields up to 14 sets of PVS7s for 19 soldiers, with the goal of one set per line soldier. AN/PVS14s are every soldier’s choice because they provide monocular vision and an increased depth perception. In the future, each truck commander, driver, and gunner should be provided with PVS14s and every line platoon soldier must have a set of NVGs. Thermal sights combined with NVGs have proven extremely effective during limited visibility. Each truck mounts one AN/ PAS13 heavy sight on its M2HB or M240B, which provides a 3.3-power and 10-power narrow field of view (NFOV) thermal image. Line platoons also have two medium thermal sights, which are a wider field of view at 2-power and 3.3-power. They can be mounted on the dismount M240Bs, used in OPs, or carried during dismounted patrol missions. Gunners wear PVS7s and switch to thermals during operations. This allows gunners to identify friendly forces marked by IR Budd lights, chemlights, or strobes. Each platoon is also equipped with a 1-power handheld thermal viewer. This small thermal viewer is useful during dismounted patrols only. It provides a thermal capability of 75 to 100 meters on the move. When stationary, the patrol switches to the PAS13 to increase thermal range and magnification. Currently, the company sniper teams use a daylight scope with a PAS13 during the night. The PAS13 can be mounted on the M14 rifle, but the rail system initially provided with the M14 did not support the weight properly. The preferred sight for the M14 is the 8.5-power AN/PVS10. This sight is a must for any sniper team and is critical to ensure the sniper can place accurate fires during limited visibility. Communications: Building the communications architecture for the company created its own challenges. The company deployed with the radios and systems required to operate the MTOE-assigned vehicles. The dismounted requirements were not taken into account until later. Currently, each platoon is equipped with two AN/PRC-119 manpack systems with one dedicated 1523E model all-source imagery processor (ASIP) radio for each dismounted squad. The ASIP radios are perfect for dismounted patrols due to their small size and weight. One 1523D radio can be pulled from a truck as needed to create a second manpack system for multiple OPs or elements. The line platoons also carry five ICOM squad radios with two boom microphone headsets and three locally purchased walkman-type earpieces. The ICOM is the primary radio used during patrols and the headsets allow for noise discipline during OPs and raids. The commander and executive officer each carry one to monitor dismounts during raids, route clearance, patrols, and contact. Nine ICOMs with headsets is the goal for a platoon, allocating one per truck (four), team leader (two), patrol leader, point man, and trail man. Miscellaneous equipment: Additional useful equipment includes PAS13 and ICOM battery recharging stations, HMMWV towbars, HMMWV towropes, AN/PSS11 metal detectors, 12- ton hydraulic jacks, tire ramps, and picket pounders. HMMWV towbars and towropes are carried by all platoons to conduct self-recovery and the ropes are used when time is critical or when under fire. The metal detector is used to locate caches during raids, cordons, and searches. The 12-ton hydraulic jack was used in place of heavy scissor jacks until they began to arrive through the supply system. The jacks are used in combination with the tire ramp, which was made to elevate the truck. The crew drives the flat tire onto the ramp, which lifts the truck just high enough to place the jack and jack plate beneath. Picket pounders are used to breach during raids and bolt cutters assist with entry. All trucks carry a litter to facilitate platoon extraction of wounded personnel. Every soldier carries Budd lights to mark their positions during limited visibility. The IR strobe is also used to mark OP positions for friendly ground and air units. If possible, obtain the SINCGARS ear bud system, which facilitates gunner and truck commanders monitoring the C2 nets during offensive operations. The ear bud system also allows the dismounted radio operator to move hands free. Each platoon should be provided with two per truck and two for the dismounted radio operator for a total of 40 for the company. Creating an intercom system for the M1025/1114 truck may be a solution to this communications challenge. Platoon and company leaders should be equipped with the blue force tracker (BFT) to increase situational awareness with real time operational information. Typically, a platoon operates as an independent task force asset, rather than under company control, so the BFT better facilitates C2 at the task-force level for clearing fires, deconflicting direct fire, and rapid response of the QRF. Each platoon should be permanently outfitted with one — 31 countermeasures system as a force protection measure. This device is used for route clearance and convoy escort, protecting dismounted as well as mounted soldiers. Tactics, Techniques, and Procedures TTP also evolved as the fight continued. Every mission was a learning experience as we continued to develop TTP. Intelligence: Enemy pattern analysis and dissemination at the company level is based on products provided by the battalion S2. The battalion S2 disseminates recent enemy actions down to the company level, weekly and monthly, through the event matrix and a map, diagramming the locations of enemy events. By using these two documents, company leaders develop intelligence preparation of the battlefield (IPB) at the company level. Having a complete picture of enemy activities along main supply routes (MSRs) and in the areas of operation (AO) enables company leaders to identify or template areas that the enemy is using for ambushes and IED emplacement. Leaders can then plan movement techniques or formations to defeat the templated enemy. Producing both documents monthly allows company leaders to better see trends and identify where and when enemy activity has occurred. Satellite imagery has improved our ability to visualize the battlefield and plan operations. Conducting IPB and executing missions using imagery has made C2 and maneuver easier for every leader who has a copy. Using satellite imagery for maneuver does assume some risk, depending on the age of the data. Buildings may have been constructed or canals built that block routes to an objective. Unmanned aerial vehicle (UAV) imagery can counter the risks of using outdated imagery. Knowing the people, the enemy, and terrain is a must. A typical battalion’s AO is so large that it necessitates breaking up the task force AO into company AOs. If executed, this allows each company to become more effective by gaining knowledge of the area and becoming familiar with specific areas, the terrain, people, leaders, police, public facilities, businesses, and culture. Over the course of three months, the company conducted a counterreconnaissance mission to secure a highway. The soldiers met with local families, highway police, and vendors in the area the road passed through, which improved the soldiers’ ability to identify who did not belong and facilitate information flow. The company used countless dismounted patrols to gain intimate knowledge of the area, which was passed on to the task force. This familiarity enabled soldiers to pick up on details that an unfamiliar unit might overlook. Our regular presence also encouraged people to talk and provide information. Aviation: Using aviation during ground operations creates a com bination that the enemy is not well prepared to counter. FM communications and marking techniques are a must for air-ground operations. Dropping aviation to the company frequency during contact or operations allows the company commander to directly communicate and coordinate efforts. Aviation, in conjunction with amounted reconnaissance, adds anew dimension that the enemy must face and increases the task force’s ability to detect possible ambushes and IEDs. Aviation can also be used as an air reconnaissance and QRF element to escort convoys. Combined-arms operations work — air and ground forces are a powerful combination. In the future, a task force should have a close relationship with an aviation unit to provide dedicated air support. Signals: Each platoon requires a set of pyrotechnics and visual signals. We have developed a company SOP for signals to use in the event FM and squad radios fail. Soldiers are marked with an IR chemlight, Budd light, or glint tape to mitigate fratricide during limited visibility. Vehicle missions and load plans: Each truck platoon must always be prepared to execute any mission while in sector including traffic control points (TCPs), cache searches, house searches, EPW processing, limited visibility operations, and medical evacuation (MEDEVAC). Each vehicle in the platoon is assigned specific missions and carries required equipment. Equipment and supplies that a truck platoon carries include slave cables; spare tires on frames, mounted at the rear of the truck commander’s side of the truck; batteries; petroleum, oil, and lubricant (POL) products; ice chests; a fifth VS17 panel for marking landing zones; a digital camera for capturing images of EPWs, IEDs, and caches; two lensatic compasses per truck; a class V basic load; and a class VIII medical load. “In the future, the M249 SAW should replace the two dismount M240Bs. The M249 SAW provides a lightweight automatic weap on with small-arms capability, rather than the medium caliber M240B, and is best used in the military operations in urban terrain (MOUT) environment to mitigate effects of larger caliber machine gun fires. The SAW is easy to carry and can also be mounted on the weapons station of the gun trucks.” 32 —

React to contact: Actions on contact have evolved to meet enemy TTPs for IEDs, direct fire, or a complex ambush, which includes an IED and a direct-fire attack. During direct fire contact, the platoon returns fire, moves out of the kill sack, sets a base of fire, and maneuvers on a flank to destroy the enemy. The FOs are prepared to call for fire or CAS. Each section is prepared to dismount and maneuver in restricted terrain. When a platoon makes contact with an IED, the section outside the kill sack stops and sets security. If the platoon identifies the triggerman, they engage. All trucks scan for additional IEDs before moving through the area. A section maneuvers to a flank and dismounts a team to search for trigger devices, wires, and residue from the IED. The platoon is prepared to search houses for the triggerman, gain intelligence on enemy activity, or use metal detectors to search for nearby caches. If the IED was discovered before detonation, the platoon then secures the area around the IED and searches for a potential triggerman until an explosive ordnance disposal unit arrives. All personnel maintain 360-degree security during the battle drill while searching for secondary IEDs or a possible ambush. Complex ambushes force a platoon to fight in two directions. A typical ambush includes IEDs and small-arms and RPG fire from one or both sides of the road. The enemy also places a second IED further down the road in the direction of travel where a convoy may stop, following the ambush in an effort to hit a stationary target. The platoon reacts to contact with fire, maneuvers to flank, and destroys the enemy. The enemy prefers to hit and run and rarely stands and fights, so the platoon has to quickly react, fix the enemy, then complete their destruction. Route clearance: IED detection and route clearance are best con ducted off route and looking in from a flank to avoid an ambush or kill zone. Route clearance can be conducted with dismounted elements or a combination of dismounted and mounted elements, based on mission, enemy, terrain, troops, time, and civilians to increase security and the likelihood of IED detection. Both techniques use vehicle or handheld optics to observe from a distance, while searching for signs of an IED. Dismounts have the ability to detect telltale signs of a camouflaged IED better than mounted elements. Mounted elements may bypass a dug-in IED on a route multiple times due to the enemy’s ability to camouflage the position and speed of mounted elements. Dismounts can also maneuver in restricted terrain along the flanks of a route, ensuring standoff and concealment from enemy observation to minimize an IED ambush. Dismounts in open terrain require additional security on the flanks to prevent detonating an IED. Using binoculars and an overwatch element increases the ability of the reconnaissance patrol to detect potential IEDs and/or triggermen. Employing snipers, M1s or M2s with optics, or a truck-mounted element with binoculars, are options to overwatch a patrol and mitigate the use of a triggerman. Employing HMMWV gun trucks as overwatch and flank security, in concert with the dismounted reconnaissance element, is a technique that has been very effective. Using a vee-platoon or company formation to clear an entire route has proven extremely successful. The platoon uses two trucks at the base of the vee, providing overwatch for dismounted teams, and two trucks forward on the flanks, searching for triggermen. The dismounted teams move off road on the flanks, clearing the danger areas. Maneuvering the reconnaissance off road is highly recommended to create standoff from the actual IED. Another technique is to conduct route clearance only along routes or danger zones where IEDs are most likely, such as culverts, bridges, canals, guard rails, road signs, and soft sand or dirt in the median or along the roadside. The route clearance unit must continu- “When a platoon makes contact with an IED, the section outside the kill sack stops and sets security. If the platoon identifies the triggerman, they engage. All trucks scan for additional IEDs before moving through the area. A section maneuvers to a flank and dismounts a team to search for trigger devices, wires, and residue from the IED. The platoon is prepared to search houses for the triggerman, gain intelligence on enemy activity, or use metal detectors to search for nearby caches.” — 33 ously change time and composition of the force, such as mounted, fire teams, snipers, and armor, to prevent creating a pattern. Adding a countermeasures system (one per line platoon) to the reconnaissance may mitigate the use of remote-detonated IEDs. Once an IED is discovered, the platoon executes the IED contact SOP. Cordon and search: Due to our unique organization, we have developed a battle drill to conduct a company cordon and search. One line platoon of 19 personnel with an interpreter (with or without M1114s) moves to the objective, establishes the inner cordon, and then conducts the house search. A second truck platoon sets the external cordon to protect the search platoon. The goal is to simultaneously set the outer and inner cordons to prevent the target from escaping. The headquarters element supports the mission and consists of the commander’struck, FIST truck (optional), the XO’struck, and the first sergeant’s M998 truck, which is used for EPW and CASEVAC. Speed and surprise is of the essence — more vehicles are not necessarily better. Platoons rehearse these drills to ensure every soldier knows his task and purpose. IPB for this type of mission must identify routes and enemy dismounted avenues of approach out of the target area. The key to success is to set the cordon and deny the targets an escape route. Use HMMWVs to provide speed and ease of maneuver in city streets. Limit the number of vehicles to minimize congestion at the objective area. Only take transport for inner cordon teams and gun trucks for the external cordon and headquarters. For each raid or search, assign an interrogation team to assist the company. Designate an EPW collection and interrogation point. This allows the search platoon to focus on security and search. The inner cordon and search platoon moves, mounted or dismounted, to the objective, sets at an objective rally point, dismounts, and moves the platoon to cordon the house. One three-to four-man team sets the inner cordon, a second four-man team serves as an assault team, and a third three- to four-man team, accompanied by an interpreter, serves as the security element. The assault team executes the four-man stack once the house is isolated and the outer cordon is set. Once the first room is cleared, the security team, with the interpreter, follows the assault team into the house to secure EPWs and rooms and begin questioning. The platoon’s trucks move as necessary to improve security. The outer cordon platoon establishes positions to block movement in and out of the search area and protects the search platoon — nothing moves in or out without approval. Weapons orientation, control status, observation, and discipline are critical. The commander is in the vicinity with the search platoon and the XO and first sergeant are near the cordon platoon. The commander can dismount and use a manpack with his loader as security and a radio operator. The first sergeant is prepared to move to conduct CASEVAC or set at the EPW collection point to load detainees and weapons from any caches. Once the search is complete, the company collapses with the search platoon moving first, followed by the cordon platoon. Traffic control points: All platoons are prepared to establish a TCP during day or night. The preferred method is to create the TCP with wire and spike strips. The platoon TCP kit contains four spotlights, two small TCP signs, four rolls of wire, four reflective triangles or orange cones, and a minimum of one spike strip. Spike strips provide the ability to slow vehicles if they cross the wire barrier. The platoon establishes an overwatch element to chase down vehicles and provide additional security, and remaining trucks establish the search area. Personnel are dispersed to minimize damage from vehicle-borne IEDs. The TCP is marked with signs, reflective triangles, and strobe lights or chemlights; wire or spike strips protect the soldiers. Six soldiers conduct vehicle and personnel searches with the section leader commanding and controlling the TCP. Two soldiers man the crew served weapons and provide security, while the final soldier guides traffic. The soldiers of Cobra Company have completed transformation during the crucible of combat and can fight and win in any situation. Throughout this deployment, the company’straining, personnel, equipment, and TTP have continued to evolve. The soldiers have continued to learn under combat conditions and have become proficient in the skills required to accomplish their missions. The transformation of Cobra from a tank company to alight and highly mobile motorized armor company would have been impossible without the unwavering courage of its soldiers and their refusal to let down their comrades in the face of the enemy. A soldier’s courage to fight day after day in the face of mounting casualties is the essence of the American soldier and the stuff of legends. The American soldier will accomplish any mission, no matter the challenges, and will always find away to win. We, as leaders, have the privilege to be entrusted with the most precious resource America has to offer — its young men and women. Army leaders at all levels must ensure every soldier is properly equipped and trained to become lethal on the battlefield. This lethality will potentially reduce casualties and increase unit effectiveness. This lethality may make the enemy think twice about attacking a convoy. The Army is focused on improving technology, combined with the necessity of accomplishing more with less. The soldier will employ that technology and accomplish the mission with less. To do this, every soldier must be equipped with a rifle or carbine, along with assorted day and night sights complete with a set of night vision goggles. Soldiers must be trained to use this equipment beginning with initial entry training and reinforced at all levels of military education, to include home station and repetitive training. Finally, the soldier must also be trained on basic small-unit tactics. On the current battlefield, every soldier is a potential dismount — they must be equipped and prepared to kill the enemy at all times. They must have the reflexes, developed through years of training, to survive and win. It is our obligation as leaders to ensure soldiers are prepared to fight and win in any situation and in any war. CPT Mike Taylor is currently commanding headquarters and headquarters company, 1st Battalion, 34th (1-34) Armor, 1st Brigade Combat Team, Camp Manhattan, Iraq, and Fort Riley, KS. He received a B. S. from Eastern Illinois University. His military education includes the U. S. Army Command and General Staff College, the Armor Captains Career Course, Airborne School, and the Armor Officer Basic Course. He has served in various command and staff positions, including commander, C Company, Task Force 1-34 Armor, Camp Manhattan, Iraq; Task Force S3 air, 1-34 Armor, Fort Riley, and Camp Manhattan, Iraq; assistant brigade S3 Plans, 1st Brigade Combat Team, 1st Infantry Division, Fort Riley; commander, headquarters and headquarters troop, 3d Squadron, 16th Cavalry Regiment, Fort Knox, KY; and troop XO, E Troop, 1st Squadron, 16th Cavalry, Fort Knox. 1SG Stephen Krivitsky is currently assigned to the 2d Region Reserve Officer Training Corps, Penn State University, Pennsylvania. His military education includes Advanced Noncommissioned Officers Course; M1A1 Master Gunner Course, and Basic Noncommissioned Officers Course. He has served in various positions, to include first sergeant, C Company, 1st Battalion, 34th Armor, 1st Brigade Combat Team, 1st Infantry Division (Mechanized), Fort Riley, KS; master gunner, U. S. Army Europe, 7th Army Training Command, Grafenwoehr, Germany; and platoon sergeant, D Company, 1st Battalion, 68th Armor, Fort Carson, CO. 34 —