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Page 11.

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This first bit really happened, in 2008, more or less as depicted, with allowances for my memory not being perfect after, alarmingly, nearly 18 years, and for the inherent limitations of putting things in comic form. It was not well received at the time. This isn’t a trope that I invented, it’s well depicted in, say, Generation Kill “Police that Moostache!” and also in the entire life and career of GEN George S. Patton, who famously instituted monetary fines for officers not wearing ties in combat.
Most charitably, I would say that the Command Sergeant Major in question – again, a real person - was understandably if incorrectly in the event trying to get the traumatized Soldier back in a more stable frame of mind by giving him a concrete, familiar and easily achievable task to do – changing his uniform, cleaning up, restoring a military appearance – in an effort to restore a sense of normalcy and comforting, if controlling context. “We don’t stop polishing our boots just because men are being killed around us, therefore everything is normal and I do not need to panic.” This doesn’t always work, didn’t in this case, but it’s basically the equivalent of giving everyone at an accident scene some task to do so they feel simultaneously useful and in control of their circumstances.
More prosaically, people in stressful situations do tend to fall back on what they know, and for a Sergeant Major rolling up on a group of Soldiers who aren’t in immediate danger anymore but who look like a bag of smashed assholes, that can only mean one thing.
Anyway, say what you will about his methods, we will see a different side of this character over the next 18 pages, so there’s more to it than that.
***
It’s also been brought to my attention by my lovely but very civilian wife that the role of the Sergeant Major, and the type of person that it attracts, is not well understood in the civilian world. Thinking of an analogy, I came up with the following.
Say you have a factory, which produces a product through a complicated process with many steps and the usual array of safety hazards that you have in a factory environment. Wanting to improve operations, you take your most senior foreman, GED class of 1979 but has worked at the factory for decades, and make him Senior Executive Vice President for Quality Control and Compliance, reporting only to the CEO. He has no staff or direct reports or hiring or firing authority, but it’s well known that the CEO has a lot of confidence in him and that anyone who has a problem with him has a problem with the boss. That guy’s the Sergeant Major.
Now, if you’ve picked someone suitable, it’s quite possible that his deep awareness of the production process and long-developed knowledge of OSHA regulations mean that he’s a hugely effective troubleshooter, more so than the MBAs who were hired last year, and if he knows how to pull the right levers within the larger corporate organization he now has the authority to make real improvements, far beyond his direct ability to do so. Those exist.
HOWEVER. If you have someone unsuitable, then he doesn’t know and will never learn how to pull levers to effect widespread change, and he’ll often fall back on what he DOES know, which is direct enforcement of individual safety regulations and micromanagement of those few parts of the production process where he personally has the most experience. He’ll show up on a production line one day, disrupt everything by making people turn in unserviceable high-vis vests, make minor and inconsequential changes to the floor layout, and take off, having cost the company ten times his salary in lost effort through his pestering. Those exist too.
Sergeants Major in the audience will note that the E5/SGT in the first panel was also, improperly, not wearing his cover outdoors, and hastily replaced it when the Sergeant Major walked past him. Lieutenant Colonels in the audience will also notice, but not care that much.
For further illustration on the subject of Sergeants Major, see Monty Python’s the Meaning of Life. “Don't stand there gawping, like you've never seen the hand of God before!”
Page nine.
Page eight.
Page seven. The way this is written, the reader is going to have to recognize this guy out of uniform in a later panel, so we'll see if my ability to depict faces in a way that's situationally recognizable is up to it.
The TC in the first panel is placing the drip pan under the front differential, despite the fact that there are in fact four. That shows discipline like nothing else.
Lastly, ICE must be destroyed as an organization and its membership prosecuted to the fullest extent of the law.

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Page 6. 2010 Keith would have taken three pages for this, so I guess that's progress.
Page five.
Page four.
Page three, continuing the setup.
Page two.

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You would think that being furloughed would give me plenty of time to work on these, but you would be sadly mistaken.
New comic!
The prime responsibility of the Command Sergeant Major is Standards and Discipline. Over the next 35 pages of comics, we’ll explore a couple examples of what that means, or doesn’t. It’s nuanced.
This is the last truly LONG comic story that’s going into this book. There are a couple of ten pagers, and a couple of short 1-2 page ones, and then that’s it. No more Army comics, because I'll be retired by that point.
Today I published the last three pages - total of 39 - of my most recent story, Back to the Army Again. I might get one more one-pager in next weekend before I have to spend a few weeks in Europe for work, and then I’ll start on another long one, which will be one of two more long ones that will go into the final book once it’s finished in 2027-8 or so. There are a couple of short ones that I’ll throw in there, and of course there will be the interminable process of laying it all out for publication. Overall it’ll be about 250 pages, though in retrospect the layout for these is not that efficient and I could have made it a lot shorter with some thought. It’s a lot easier, given my limited time, to just write these as “one panel page” and “two panel page” (saved as templates on my computer) and not worry about laying each one out like I’m Bill Waterson or something, but it does lead to inefficient use of space where I’m spending half a page showing one part of a conversation, where it could just as easily be two heads on a little panel. My next work is going to be done, as an experiment, in traditional media, which means that I’m going to have to thumbnail it out anyway instead of just having a general vision in my head and going to town in the knowledge that I can just CTRL+Z it if it sucks.
Page 36.
These men just stole the personal information of everyone in America AND control the Treasury. Link to article.
Akash Bobba
Edward Coristine
Luke Farritor
Gautier Cole Killian
Gavin Kliger
Ethan Shaotran
Spread their names!
Engineers between 19 and 24, most linked to Musk’s companies, are playing a key role as he seizes control of federal infrastructure.
elon is really mad about this so it would be a shame if people kept spreading the names around

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Four more pages to go on this. When I started, I thought it would be complete by the end of 2024, so March 2025 isn't bad.
The Sound of Music (1965) dir. Robert Wise