Shooter_ The Autobiography of the Top-Ranked Marine Sniper - Jack Coughlin [24]
The drooping tents were the type Bedouin tribesmen had used for centuries in this hot, sandy region, not crisp military style, only ours had wooden floors instead of Persian carpets. Since I was in charge of assigning spaces for everyone in the battalion, I gave myself one of the best and created a private area, walled off by pallets of bottled water and rations, in one corner.
Everything that had been disassembled back in 29 Palms began arriving and had to be put back together and readied. Once in place, the battalion bulked up with a trade that swapped a company of our riflemen for a company of tanks from the 1st Tanks Battalion. We all watched with awe when the fifteen huge M1A1 battle tanks of Bravo Company rumbled over to live with us. The things are huge! With those and our own assault amphibious vehicles (AAVs), better known as “Amtracs” or just “tracks,” we now had quite an armored punch. Then we added units of engineers, artillery and air-strike spotters, guys who specialized in detecting chemical weapons, the translators and intelligence dudes of the “Human Exploitation Teams,” and miscellaneous other support personnel. All of them came to us eagerly, because getting attached to the 3rd Battalion of the 4th Marines was like being drafted by the New England Patriots. Our job was to move and attack, not hold and pacify, and we had a reputation for getting the job done.
“You’re all gonna die,” called the skeptics. “No,” we corrected. “We’re going to kill people.”
Joining the Bull carried a price for these newcomers, however, because we worked them like dogs. It was not unusual for me to storm into a tent before dawn, yelling, “Get the hell up, you sons of bitches!” I would grab some lazy bastard out of the sack and force him outside for an exhausting physical training exercise in full combat gear. The newbies kept waiting for us to lighten up, but we never did, and slowly they adjusted to life in an elite combat unit. We knew that being brilliant in the basics would keep them alive when the shooting began.
We trained in every conceivable format, and when we learned that our first target in Iraq would be the southern city of Basra, we scripted that battle as if we were planning a Super Bowl, right down to watching Falcon View computer imagery that exactly painted the route to the city. A Dragon Eye unmanned drone gave us real-time aerial pictures until somebody goofed with the automated controls and rammed it into the side of an Amtrac during a training exercise. It seemed that we had everything but the home telephone numbers of the defending soldiers.
Casey and I worked the troops hard in shooting, moving the convoys, and getting into and out of dangerous dispersal areas on a crowded and shifting battlefield. A sense of urgency seeped into the training, because after months of practice, we were running out of time.
Chairman Mao Tse-tung wrote that power grows out of the barrel of a gun, but I had found that sometimes it also grew nicely out of a typewriter. While rummaging among the paperwork and personnel problems, I had uncovered a jewel: the Table of Equipment, the bible that spells out who gets what. It specified that the Headquarters and Supply Company was authorized to have several hardback, armored Humvees. It did not say exactly how the vehicles should be allocated, so Casey and I figured that it was best that the company executive officer and gunnery sergeant should each have one for his own use. Who was going to argue? The Humvees were parked outside the tent at that very moment, each with a powerful Mark-19 belt-fed automatic grenade launcher mounted in a turret. Presto, through a little administrative magic, we had firepower and mobility.
I had readily surrendered my plan for a fast-moving sniper force a year and