1.    Meet Scott “GAK” Gallagher, our newest TOP GUN COMMUNICATIONS team member.  Scott is a fully-qualified US Navy F/A-18 Hornet Strike Fighter pilot and TOPGUN graduate. He is also a member of TAC AIR. Scott brings a wealth of knowledge, experience and leadership to TOP GUN COMMUNICATIONS. As a member of our team, he’ll share with you and your business colleagues his diverse experiences in managing challenging situations. Welcome to TOP GUN COMMUNICATIONS, Scott!  

 SCOTT R. GALLAGHER
Scott is a self-described “team-oriented operational leader, financial manager and solutions provider.” He has 5 years of executive experience and 15 years of management history directing diverse, cross-functional teams in dynamic, challenging situations. He is adept at both strategic business planning and tactical execution, and his award-winning performance across multiple disciplines has come while part of several organizations. Especially skilled in high-pressure, multi-leveled environments, Scott is a polished communicator with two decades of public speaking experience at myriad venues.

Most recently, Scott was the commanding officer/chief operating officer of the VFA-94 in both California and Japan. There, he directed and guided all aspects of day-to-day operations, financials, strategic and tactical business direction and risk management for a $30,000,000 aviation operation. He expertly managed 5 diverse departments, including Operations, Aircraft Maintenance, Safety, Logistics and Training, with over 100 direct reports. (To give this some perspective, only 10% of eligible officers are ever chosen for Aviation Command-At-Sea).

Before this, Scott directed award-winning operations for US Navy aviation squadrons from 1999-2004. He expertly managed the daily, weekly, long-range plans and high-tempo operations for two F/A-18 squadrons. During this time, Scott garnered two major organizational awards and two US Navy-wide individual awards, including the Navy’s Top Carrier Aviator and Exceptional Pilot trophies. One of his key accomplishments during this time was reducing overall costs by 10% while simultaneously eliminating a four-month production backlog.

As an advanced combat-tactics instructor with over 3600 hours of flight time, Scott has some 600 aircraft carrier landings to his credit along with numerous Iraqi combat missions. He has also garnered  a multitude of individual medals and awards: the Meritorious Service Medal, Air Medal, Joint Service Commendation Medal, Navy Commendation Medal, US Navy Achievement Medal and 9 other awards for excellence in operations from US Navy aircraft carriers around the world.

Rolland C. Thompson

 RC comes to us by way of Tactical Air Support, Incorporated; TAC AIR for short. TAC AIR is a  veteran-owned small business incorporated in August of 2005. They provide a wide range of  aviation specialties: commercial air services for the U.S. Government, aviation consulting,  adversary air support and aviation-related systems engineering. RC currently serves as their  president. 

He previously served as Senior Director of Midwest Operations and Aviation Services for Ocean Systems Engineering Corporation (OSEC). There, RC’s division provided support to the United States Strategic Command in many areas, he built a division focused on tactics development, concept design, training programs and engineering and analytical-support services.

During this time, he built a division focused on tactics development, concept design, training programs and engineering and analytical support services.

Prior to joining OSEC, RC served 25 years in the Navy and 4 years in the Army. Some of his many assignments and positions included: “Exec” to the Commander, U.S. Strategic Command; Commander of Operational Carrier Air Wing; Strike Warfare Commander for Operation Enduring Freedom; Commanding Officer of TOPGUN; Director of Training at the Naval Strike and Air Warfare Center (NSAWC); Operational Command of an F/A-18 squadron; and Deputy Director on the Navy Staff dealing with requirements and budget process.

His aviation experience also includes two instructor tours at TOPGUN and over 6500 hours in fighter aircraft, achieving full qualifications in the F/A-18, F-14, F-16N, A7, A4, and AH-1 with additional experience in the Mig-17/21 and Mig-29. RC was designated an Army Aviator at the age of 19 and has completed 3 combat deployments since that time.

RC holds a BS degree in Aeronautics from Embry-Riddle Aeronautical University, an MS in National Security Strategy from the National War College and an MBA from the University of Nebraska.

RC ,Welcome to TOP GUN COMMUNICATIONS

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 You can see more of our videos and read our clients’ success stories at www.topguncommunications.com

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You can see more of our videos and read our clients’ success stories at www.topguncommunications.com

“At one point in my 35 year career at Dow Jones, I was asked to take responsibility for Sales, Marketing and Management conferences, tasks that had, each year, occupied our entire Marketing Department for six months. In years past, fifty people had worked on these projects thus diverting our sales force from its basic mission: selling.

First, we analyzed all the prior meetings and seminars. We examined their content. We studied the programs that made up a four-day International Conference at an offsite location for 300 people. Our conclusion was disturbing: We had created a monster. A monster that fed upon an enormous amount of non-productive, downtime hours.”

Our solution was obvious. Less is more. We gathered the best and the brightest from our sales and marketing departments. A total of six people. This ‘go to’ group would create, design and execute the complete plan in four months instead of six months. And that’s exactly what happened. Each year the Sales, Marketing and Management seminars got better.

The conferences got better. And the group of six became know as ‘The Staff’, a badge we wore with honor.” Where do you find these rare individuals? How do you recognize them? For answers, we turn once again to Dr. Al Chase, who’s advised and coached leaders, executives, and gifted candidates most of his professional life. Al refers to the process of finding the best and the brightest as “Sourcing.”

Some of the answers are obvious. Take advantage of the well-known and universally respected criteria for identifying hard working, ambitious, and bright women and men. Look for those with one or more of the following credentials:

• Phi Beta Kappa honors cum laude, magna or summa cum laude

• White House Fellows, Rhodes Scholars

• Congressional aides, former military officers with records of success and promotion

• Those with a consistent record of being elected by their peers or appointed by superiors as trusted leaders… student government,athletics or civic organizations.

• Those who have published or have been recognized for special pro-jects, inventions, or innovations

• Those who began to work early in their teenage years and continue to show an exemplary work ethic

So much for the obvious. Here are some other, less visible, identification areas:

• Readers, those who are interested in a broad variety of categories– from fiction to art to technical books

• Travelers, and those who can communicate cross-culturally

• People who have learned several languages

• Those who have played team sports, especially those who’ve rowed crew

Once you find these rare people, your mission is to keep them, to nurture them, to train them. They are essential to the growth and success of your organization. This is where TOP GUN COMMUNICATIONS can help. Mark Dahl and Tom Glass, the founders and leaders of TOP GUN COMMUNICATIONS, base their unique program, word for word, on the Eight Principles developed by TOPGUN’s ‘Best of the Best‘ thirty-five years ago.

Does the TOP GUN program deliver on its promise? Is it effective? Does it work?

Per Voie is the former President of Skaugen PetroTrans Inc, a major player in the oil tanker and transportation world. Here are his thoughts regarding hiscompany’s recent experience with TOP GUN:

“When we decided, a few months ago,to seek external help in order to improve our performance, we knew we had a good company; a company with excellent brand recognition. We also had a talented management team. But they were brand new, and, it seemed, unable to consistently pull together and focus on one direction.

TOP GUN helped us to quickly identify our internal issues. And it was nothing short of amazing how, after a couple of sessions of TOP GUN coaching, the group identified and agreed on the core beliefs of the management team.

Those core beliefs, embraced by all, provided the impetus behind our reaching the goals and objectives set down in our Corporate Mission and Vision Statement.”

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TOP GUN COMMUNICATIONS can help you realize your future. The skills we teach, when applied to an organization’s management and sales teams, have yielded outstanding results.

COME SOAR WITH US

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FOR MORE INFORMATION ABOUT TOP GUN COMMUNICATIONS, PLEASE CONTACT:
www.topguncommunications.com
topguncommunications@gmail.com

This is the first in a continuing series of newsletters addressed to a select group of business leaders.

We’re interested in you and, as you learn more about TOP GUN’s people, programs, and principles, we’re confident you’ll be interested in us.

But first, a few questions:

• When you turn the lights off at the end of the day, is your organization better than it was yesterday? Are you?

• Is mediocrity your company goal? Is it yours?

• Are you managing time or are you managing tasks?

• Someone, somewhere, is changing the game. Are you prepared to play?

• Do you know the difference between core belief and corporate belief?

• Do your people spend a lot of time in the “comfort zone”? Do you?

• Is training a dirty word? Or is it the wrong word?

• Whatever you do, is it the best you can do?

We don’t have the answers. You do. But they are questions worthy of thought, aren’t they?

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ABOUT TOP GUN COMMUNICATIONS

The US Navy Fighter Weapons School was born in the midst of the roar of war. Its mission was to win the sky by fighting better, smarter, and more creatively then the enemy. The school was not planned, organized, or directed by high- ranking brass wearing braided epaulettes.

No. In its wisdom, the Navy gathered the best of the best, the absolute top-notch pilots who were actually flying hazardous combat missions, and charged them with training other pilots. The success of the school, now widely recognized as the gold standard of training, was enormous and complete… and its name, TOPGUN, became legendary.

The founders of TOP GUN COMMUNICATIONS, Mark Dahl and Tom Glass, know what matters in the life and death world of combat…and in the win or lose world of business. Today’s TOP GUN COMMUNICATIONS program is based, word for word, on the Eight Principles developed by the best of the best thirty-five years ago. They comprise a template that gives business a constant compass with which to succeed.

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The proper application of these principles has helped many companies and organizations change, adapt, and create a vibrant culture of success. TOP GUN COMMUNICATIONS can help you build a foundation committed to excellence. The skills we teach, when applied to an organization’s management and sales teams, have yielded impressive results.

NOW, MEET THE FOUNDERS OF TOP GUN COMMUNICATIONS:

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Mark E Dahl
Mark is a graduate of the University of Texas at Austin. He fulfilled a lifelong dream and entered Naval Aviation in 1980 and served for nine years. In 1984, he graduated from the Navy’s TOPGUN school. He saw service on the USS Mid-way in the Western Pacific, Sea of Japan, and the Indian Ocean. He’s logged more than 1500 flight hours and is credited with 250 carrier landings. After leaving the Navy in 1989, Mark continued his education and received his MBA from Pepperdine University.

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Tom Glass
Tom built a noteworthy reputation and career with Dow Jones and Company. In his thirty-five years of service he touched multiple facets of the business world… from sales, marketing, and advertising to creating and conducting national and international sales and training seminars. He is credited with the development of The Wall Street Journal’s sales and marketing training programs and the introduction of Sports and Events marketing initiatives.
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In the future issues of this newsletter we’ll introduce you to business leaders who have benefited from TOP GUN programs. You’ll meet other TOP GUN teachers and instructors and learn how they apply the Eight Principles to both business and daily life.

We look forward to our dialogue.

COME SOAR WITH US

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FOR MORE INFORMATION ABOUT TOP GUN COMMUNICATIONS, PLEASE CONTACT:
www.topguncommunications.com
topguncommunications@gmail.com

How did this Met team of twenty-five different individuals, with diverse skills and personalities and desires become a coordinated, dedicated, efficient, and successful group? They did it by committing to a core belief and working together to achieve their common goal: a World Championship. They did it by believing in themselves and in each other. They committed. They believed. They won.

COMMIT TO A CORE VALUE OR BELIEF is one of the Eight Principles developed thirty-six years ago by TOPGUN’S “Best of the Best”.

The proper application of these principles has helped many companies and organizations change, adapt, and create a vibrant culture of success. TOP GUN COMMUNICATIONS can help you build a foundation committed to excellence. The skills we teach, when properly applied to management and sales teams, have yielded impressive results.

Here are a few thoughts by Tom Glass, co-founder of TOP GUN COMMUNICATIONS, on the intriguing subject of Core beliefs:
“All of us have a set of Core Beliefs, or Values. They range from family to hard work, from merit to creativity, from empathy to honesty. They are our basic values and give us purpose. Simply put, they define WHY we do what we do. They should, but often do not, work in concert with what we do (the corporate mission or vision).

The first step toward success is to look within ourselves and determine who we are, what makes us tick, and what our true Core Beliefs are. Then we must determine what we’re going to do with them.

According to Barack Obama, in his book The Audacity of Hope our values never change. Values are the key ingredient for success, whether corporate en-deavors or personal goal. Beliefs usually come packaged with energy and commitment (see Tug McGraw), and can become infectious, and your best people adopt a similar work ethic and then channel this energy into success.”

Recently, co-founder Mark Dahl gave a presentation to a premier division of Merrill Lynch. This is what Mark had to say about TOP GUN COMMUNICATIONS:

“Core belief is different from corporate belief. Corporate belief is a mission statement, something written during someone’s vacation on the back of an envelope and then quickly forgotten. Core belief is what makes you turn off the snooze button every day, because you just can’t wait to get to work.

Core belief is that no phone rings more then three times in this office before someone picks it up. That’s core belief and it has nothing to do with corporate profits or anything else. Core belief is a total buy into excellence. Core belief says ‘This is where we want to be , this is the best we can be.‘ The rewards are beyond money.

Let me take you back to my TopGun days…when I got my patch, I didn’t get a bonus, and my patch said that I would work harder than I ever had before. I couldn’t wait to do it. It had nothing to do with money. I know this and you should know this: If you hire and you retain and you build a program around money, someone always has more money.

Someone always has a way to write a check and take you away and take your people away. But if your organization has developed a set of core beliefs, that won’t happen. That’s when people say that there isn’t enough money to get me out of here. I love it here.
When you get to that place, the whole core belief principle has begun to embody what the organization is all about. Core beliefs have become the organizational heartbeat.”

Every individual, every organization, is rich with untapped values and beliefs. Finding, identifying, and selecting the most valuable and potent of these riches is the task of management.

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TOP GUN COMMUNICATIONS can help you make this vital mission a success. Pride, respect, loyalty, excellence, esteem, tradition, leadership… all flow from that unique and valuable CORE BELIEF. It is, indeed the heartbeat of an organization.

Future issues of TOP GUN posts will discuss and explore the other Eight Principle in depth and detail. Included will be comments from industry leaders who have felt, first-hand, the impact that TOP GUN COMMUNICATIONS has had on their organizations.

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FOR MORE INFORMATION ABOUT TOP GUN COMMUNICATIONS, PLEASE CONTACT:
www.topguncommunications.com

topguncommunications@gmail.com

He quit Y&R in 1960, and traveled around Europe. A year later, when he returned to Chicago, he started selling sailboat equipment, hardware, duffel bags, rain suits, and some clothing. He named his new company Lands’ End ( the misplaced apostrophe was a typo, but he liked it and kept it ).

You know the rest of the story. Lands’ End became one of the most innovative and largest mail-order businesses in the world. Gary Comer became one of Chicago’s leading philanthropists… funding hospitals, youths centers, scholarships, and more than we can recount. Behind all that success was a Core Belief, simply stated… the two words that Gary Comer and everyone at Lands’ End worked and lived by. “ Guaranteed. Period.” There were no ifs, no ands, no buts. Just two words… Guaranteed. Period.

By committing to a Core Belief, an organization can aim higher than the horizon and achieve beyond expectation. The Core Belief is the music people march to… it’s the reason phones are answered immediately, that the voice on the other end is friendly and knowledgeable and helpful… it’s behind a service policy that respects customers and accepts returns without hustle or hassle.

As TOP GUN COMMUNICATIONS Co-founder Tom Glass says, “ the Core Belief, combined with the Corporate Mission, is the vital heartbeat of an organization.”

Co-founder Mark Dahl describes it this way: “Core Belief is what gets you to work early and eager to start another day, happy to be doing what you’re doing and happy to be where you are. The rewards of your work are beyond money.”

THE EIGHT PRINCIPLES:

1. Select the best and brightest.
2. Commit to a core value or belief.
3. Train to that commitment.
4. Exhibit unwavering professionalism.
5. Prepare relentlessly.
6. Brief and Debrief.
7. Standardize.
8. Be Creative.

Committing to A Core Belief is one of the Eight Principles developed 36 years ago by TOPGUN’S “best and brightest”; Principles that led to striking success in the skies. Today, the proper application of these same Principles has helped many organizations and enterprises change, adapt, and create a new and vibrant culture of success. TOP GUN COMMUNICATIONS can help you build a foundation committed to excellence. The skills we teach to management, department heads, sales teams, and other key groups have yielded impressive results.

Representative Client Listing:

• The Richmond Group, New York
• The Richmond Group, London
• The Wall Street Journal
• IBM
• Executive Forum– Leadership Program
• Cincinnati Insurance Group
• Texas Children’s Hospital
• Neonatal Intensive Care Unit— National Conference
• Reader’s Digest Home Improvement Group
• ING National Honors Club
• ING National Sales Conference
• Barron’s Magazine
• Smart Money Magazine
• Merrill Lynch Investment Banking, Asia Rim
• Merrill Lynch, Japan
• Merrill Lynch, New York
• Skaugen PetroTrans, Inc
• UBS Global Asset Management

In every individual and in every organization there are untapped values and beliefs. TOP GUN COMMUNICATIONS can help you discover and select the most promising and potent of these riches. Pride, respect, loyalty, excellence, esteem, tradition, leadership….. all flow from that unique and valuable CORE BELIEF, and lead, inevitably, to an organization’s success. Future issues of our briefings will discuss in detail some of the other aspects of the TOP GUN PRINCIPLES. And we’ll pass along to you additional comments from industry leaders who have seen , first hand, what the TOP GUN COMMUNICATIONS program has done for their organizations.

FOR MORE INFORMATION ABOUT TOP GUN COMMUNICATIONS PLEASE CONTACT: www.topguncommunications.com topguncommunications@gmail.com