Shooter: The Autobiography of the Top-Ranked Marine Sniper

by Gunnery Sgt. Jack

  I personally didn’t care about being called a marksman, winning a medal or trophy, or becoming an Olympic shooter, because a competitive rifle expert must spend so much time at the training range that his body becomes programmed to do just that. By doing so, he loses the skill sets necessary to be a good sniper. Paper targets don’t shoot back, so it’s really kind of boring.

  It is important for snipers to thoroughly understand that what we do is not a competition. The best sniper in the world will have no success if there are no targets, but even an average shooter can rack up a bunch of kills in an environment filled with possibles, so the numbers can lie. Put an excellent sniper in a target-rich situation, and amazing things happen. One of the best was a young Russian who mowed down German soldiers during World War II like a John Deere tractor tearing through a Kansas wheat field. The soldier’s name was Lyudmila Pavlichenko. That true rarity, a woman sniper, she terrorized the Eastern Front, with more than three hundred confirmed kills. For myriad valid reasons, American armed forces do not train women to be snipers, but this Russian Annie Oakley of the Steppes could stall an entire attack.

  That, and more, is exactly what I planned to do during Project Metropolis, which was why I was out walking the deserted streets in a rainstorm. An attacking force has a tall order to fill when it tries to advance through warrens of buildings, maneuver through tight doorways, and run across open areas, snoop around corners, and wiggle through windows. From the point of view of a defending sniper like me, things couldn’t be much better. The historical casualty rate for an attacking unit in such fighting was estimated at 30 percent, and I intended to keep it at least at that level. This was my town, and it was golden with opportunity.

  After my unauthorized tour, we went to work on insertion tactics to determine ways to get into the fighting zone, and then I took the boys inside the city to set up hides. In a real combat situation, we would have gotten into position early, so why not do the same in a war game? And why not do it in secret? We would never tell the enemy what we were doing. We established excellent rooftop positions, found spots deep in the shadows inside the buildings, arranged some other sneaky hides, and made ourselves at home.

  Then we practiced moving quickly and aggressively from one hide to the next, taking advantage of the cluttered urban terrain. I had no intention of being a sitting target for a bunch of tanks and artillery or being overrun by infantry troops. In this miniwar, we would be fine just sneaking from one position of cover to another, but I could not help thinking of the future. When a real fight came along, we would need solid, hardened vehicles to safely cover long, exposed distances, and I wanted other Marines around to protect us with additional firepower, so we could concentrate on dominating the battle. Moving from place to place alone or with just another sniper would leave us much too vulnerable. Without good protection, survivability became the ultimate issue, and a dead sniper is useless.

  For ProMet, though, our boots would serve us fine, and by the time the other side got to where we had been hiding, we should already be gone. Let them try to find us. Urban sniper movement can be a bitch to solve, and combat in tight quarters can be a terrifying business. Streets and alleys are ready-made kill zones, and closely packed buildings are obstacles for troops and vehicles alike. We could pop somebody from a rooftop and two minutes later be shooting from behind a bunch of street junk, staying on the move.

  Instead of real bullets, everyone would be firing lasers and would be festooned with MILES gear, electronic devices that simulate shots from the various weapons. A hit triggers buzzers on the web gear and helmets of the “enemy” soldiers, and a person who is hit immediately lies down and pretends to be dead. He cannot give advice, talk on the radio, or participate in the fight in any way. All he can do is lie on his ass and wonder what hit him.

  Our targets, I reminded the boys, were not the grunts in front. We wanted to reach over their heads and touch more important targets. Get the officers first, then any enemy snipers who might threaten us, then go after their forward observers and senior sergeants. In other words, decapitate the leadership. Next would be the crew-served weapons like big machine guns and rocket launchers. In a real war, we would also shoot the radios themselves. Put a bullet in the operator, and someone else can pick up the handset and make a call. Put the radio out of commission, and the operator makes no difference whatsoever. There was a whole long list after that, but the important thing for them to remember was to shoot priority targets that could make a difference, then get away from the advancing troops and do it again.

  By the time I finished my final walk-through, visualizing the coming battle, and returned to my room, I was satisfied that we indeed had found something useful to do. I gathered the lads and gave them a final talking to. We all knew exactly what was expected—nothing less than changing the way some of the most influential people in the Marine Corps thought about the way snipers could be used in combat.

  Dawn on the day the exercise began brought more cold, wet weather, and we were hidden in our positions, waiting, hours ahead of time. The attack force gathered outside of town, and after a nice breakfast, the USFOR leaders came out to play. Officers from foreign armies had been invited to observe ProMet and see how Marines could take a city. There were final briefings, equipment checks, and a lot of engines revving to life. The noise was incredible as they moved into position. Stealth was never a factor for them, but it is everything to a sniper. That’s what the manual says, so it must be true.

  The defending force was already positioned inside the city, but we snipers, unloved little bastards that we are, were operating independently. Our positions were marked on the map grid lines of the commanders, but those were going to be obsolete after the first shot. I would not be playing fair today, because I believe it is sometimes better to beg forgiveness than to ask permission. We were in our hides long before the first attacking unit of Marines crossed the starting line. Welcome to my world.

  It didn’t take long. I was in a prone position, rifle at my shoulder, far back in the shadows of a room, with a table and some other junk stacked in front of me, invisible to anyone looking in with powerful binos. Thanks to having done this sort of thing for much of my life, I had hardly moved since wiggling into position hours earlier and clearly heard the noise of the advancing units. Jesus, they might as well have broadcast “Hey! Here we come!” on our radios.

  A helmet peeked around a corner, and the game commenced. I let their lead squad go and held my position until one of my favorite targets came into view, a platoon commander talking on his radio. Zap! Zap! Zap! We laser-shot the lieutenant and his radio operator, then took down a squad leader, too, and the whole attack ground to a halt. Miss Lyudmila Pavlichenko would have been proud.

  That’s when I kicked in the second half of my plan. The book says that a sniper’s progress must be careful and slow, measured in feet and often in mere inches. Screw that. We hauled ass. By the time the attacking force figured out the source of the original shots, my boys were gone, and the USFOR wasted a lot of time sneaking up on empty houses.

  Movement. Mobility. Aggressiveness. We shifted from hide to hide, from one place of concealment to another, and poured beeping electronic death on our fellow Marines. We made a flank attack. We snuck into their rear area and shot anybody who even looked like an officer. Machine gunners atop Humvees were nice targets. And by increasing the pressure in one spot, we herded the ground-pounders into other kill zones, where we could shoot more of them and move on. It got silly after a while.

  By afternoon, the exercise was in chaos, and the senior planners were, shall we say, pissed off. A lot of time and money and effort had gone into running this show, and my boys and I were making a mockery of it. They said we couldn’t survive in an urban environment, but we seemed to be surviving just fine. They couldn’t find us, much less stop us.

  One young platoon commander in particular got the message. Second Lieutenant Casey Kuhlman, a linebacker-sized engineering gradua
te from the University of Illinois, was only three months out of the Infantry Officer’s Course and had been doing pretty well winning his spurs. After participating in Steel Knight, a thunderous live-fire desert training exercise, he had found the ProMet drills completely different and somewhat quieter. I had him in my scope from the moment he rolled into town atop a tracked vehicle, and I watched him dismount and walk cautiously forward. He was doing everything right, leapfrogging his boys forward with good cover, establishing bases of fire, and coordinating with the units on his flanks. Then I shot him; his buzzers erupted, and he had to lie down. The radio operator right behind him was the next to go, and then the platoon stopped, because there was nobody to command them and they couldn’t communicate. We turned our fire on the heavy weapons people next and debilitated the platoon’s firepower. I leaned from the window of my hide for a moment and waved broadly to Casey so he would know exactly who nailed him, then ran for a new location.

  Casey lay there for a while and considered what had happened. His people were adding nothing to this make-believe war, since several more of them had been tagged and had come to a beeping stop. With nothing else to do, he made a note to look into the situation when it came time to debrief. He learned fast and would later become my guardian angel when we started running sniper strike teams for real in Iraq. I never apologized for shooting him in ProMet.

  We kicked so much butt that day that after a few hours of beeping and chirping MILES belts, the game was stopped and my sniper platoon was divided, with half of us being given to each force. That only made things worse, because now we were doing it to everybody instead of just one side.

  The commanders grew agitated. If they couldn’t get rid of the pesky snipers (the ones who couldn’t survive in an urban environment), this war game would never get played, so the bigwigs finally called each other on the radio and swapped the grid coordinates of my various teams. Finally they knew exactly where we were, and they sent units out specifically to squelch us.

  It’s bad enough when the enemy doesn’t want you around. It’s worse when your own guys don’t want you either, and we started feeling unloved again. As soon as I figured out that we had been given up, I radioed word for all of my boys, on both sides, to free-play—just go out and kill as many people as possible before they get you—and we took off like a bunch of cockroaches.

  By the time they weeded us all out of the game, my small team had “killed” more than sixty men, including many of the important players, and had staggered both the attacking and defending forces. After I got beeped, I went over and sat on the porch of a small house to get out of the rain, figuring I could be just as dead dry as I could be wet. Casey and a whole bunch of other Marines were resurrected and sent back into the fight, and ProMet resumed.

  I was filthy and exhausted but happy with the job turned in by my boys. I could not have asked for a much better demonstration of my arguments for unlocking snipers from fixed positions and setting them free to roam. Our run-and-gun tactics had altered the geometry of the battlefield by turning us into a totally unexpected force, and I could easily imagine that the trouble we caused would have been greatly magnified if we had been able to increase our range by using fast, high-performance vehicles.

  Before I could delve too deeply into my recollections of the day, a high-ranking officer sloshed through the mud to find me. He was one of the foreign observers and wore the badges of a special operations unit that I knew well. He planted a big black boot on the porch, looked me in the eye, and said with a thick accent, “You’re good. Oh, you’re good.” Then he walked away, chuckling.

  My boys had proven some things that day, and the overall tactics that Marines would use in taking a city had to be reconsidered. Snipers still had a place in war, and the ways to use them had increased. The experiences of ProMet in the neighborhoods of George AFB were important.

  It didn’t make me too popular with most of the planners, but it did make me right, and I liked that better. We had proven that snipers had a valuable role in modern warfare, with possibilities that could not be ignored. We had brought an attack to its knees, and even when the enemy knew where we were, it was hard to snuff us out. Give us wheels and we would be only more deadly.

  ProMet was in January 2001, and the world had not yet collided with the horror of mass terrorism, for 9/11 was still nine months away. We had no idea that the lessons learned on the tidy streets of an abandoned Air Force base would soon be put to use in other towns in another desert. The War Lab swamis had called it right.

  5

  Winds of War

  Twenty-nine Palms, California, is a company town, and its business is the United States Marine Corps. It has more barbershops than convenience stores, and apartment leases run month to month instead of by the year because Marines are transferred at a moment’s notice. Fast-food joints stay open late, knowing that we may be in the field long past normal closing times, and the dry cleaners keep their doors open on Sunday nights so we can pick up pressed uniforms after a long weekend. Despite the name, it is an arid desert so devoid of majestic palms that we call it “the Stumps.”

  I am stationed there as part of the 3rd Battalion of the 4th Marine Regiment, attached to the 7th Marine Regiment of the 1st Marine Division. The reasons for this numerical soup are complicated and confusing, even to those who understand them, and make little difference anyway. We are called “the Three-Four”—it’s written like a fraction, 3/4—and because of our aggressiveness, our nickname is “the Bull.”

  Out here, in nine hundred square miles of emptiness, we have as much room to play as the mind can imagine, and roaring, thunder-clapping, live-fire exercises are common as we train to the breaking point. We fire our weapons in a totally tactical environment that we make as realistic as we dare: Real bullets are fired right over the shoulders of the troops, tanks attack with real cannon fire, and planes drop real bombs. Then we do it all over again because we never consider ourselves ready enough. There are no days without gunfire or Marines running in the sand at 29 Palms, although only a few miles away down Highway 62, the rich folks play golf and enjoy a champagne brunch in Palm Springs.

  Other units are sent here for specialized training, but this is our home turf, and we know every inch of it. An area called “Range 400” is considered one of the scariest stretches of territory in the Corps for training, but that range is so familiar to us that it is no longer challenging, so we devise different, and more difficult, scenarios to practice. The result is a unit so razor sharp that we walk with a swagger and are always ready to be the opposing force in some war game. The Bull is the home team, the varsity.

  But it didn’t feel like that on September 11, 2001, when terrorists drove two hijacked airliners into the Twin Towers in Manhattan, crashed another into the Pentagon, and sent still another spiraling down into the placid countryside of Pennsylvania. Thousands of American civilians were murdered that day, and there wasn’t a damned thing the Bull could do about it. Not yet.

  Only the month before, in August, most of the battalion had packed up and departed for Okinawa. This small island in the Pacific had been one of the most contested battlegrounds of World War II. Now Japan owned the place again but allowed the United States to keep the 3rd Marine Division, our official parent unit, on the island to respond to area threats. The 4th Regiment headquarters was also out there, along with a rotation of its fighting units. It was the Bull’s turn to go sit on the Rock for a while and do some jungle training. Among those who made the trip was Lieutenant Casey Kuhlman, the platoon commander I had “shot” during ProMet. We still barely knew each other, because we were in different companies within a large organization, and while he went to Okinawa as the executive officer of a rifle company, I stayed in the Stumps.

  Colonel Steve Hummer, the commanding officer of the 7th Marines, was what we call a warfighter, the highest accolade an enlisted man can bestow upon an officer, and he was always preparing for the fight he was sure was coming. Hummer didn�
�t know exactly who, when, or where—only that it was coming and that he would have his Marines ready.

  He had become a fan of my idea for a Mobile Sniper Strike Team that could yank snipers out of the shackles of yesteryear, and his eyes would almost glow when we discussed turning such a team of highly trained killers loose on a battlefield. A sniper platoon with fast-attack vehicles would give him a valuable new asset that would combine reconnaissance with a lethal strike team. So while the rest of my battalion went to Okinawa, Hummer kept me in California as his regimental chief scout/sniper, gave me bankers’ hours, and told me to stop talking and bring my idea to life.

  With the colonel behind the plan, pushing and cajoling and opening doors, things actually began coming together. I needed special weapons, and a fellow sniper at another base was maneuvering that paperwork for me. For vehicles, I wanted to leapfrog over the available Humvees in favor of quicker desert-rat dune buggies. Hummer said, “Do it.”

  I also needed men for my plan to work. Not just any troops, but those finely tuned overachievers from advanced schools such as Recon and Sniper. I wanted to take five to seven men from each battalion, personally train them in the new tactics, then have them train others. That’s where I ran headlong into the regimental operations officer, a bear of a lieutenant colonel named Bryan P. McCoy. Since Marines don’t grow on trees, any men I gained for my team would be subtracted directly from McCoy’s roster of combat personnel. He didn’t like that.