What Bankers can Learn From Fighter Pilots

Chris (00:30.766)
Someone once famously said that there’s only three jobs worth having president of the United States, a rock star, and a military fire pilot. We are lucky to have Sarah with us today. Sarah, you have one of the best jobs in the world. Welcome to the show. How are you doing?

Sarah (00:46.317)
I’m good, thank you.

Chris (00:48.598)
Now you are in Okinawa, you’re a F-22 fighter pilot. How did that happen? You’re a woman in the military. How did all that happen? And tell us about your the journey a bit.

Sarah (01:03.739)
yes. So I grew up in Winter Haven, Florida, and I was surrounded by a really great community all through childhood, really just the best parents in the world, very supportive. and in high school, senior year of high school, I

wanted to be actually a civilian test pilot. and there was a lot of financial obstacles in the way for that decision. so as any good senior high schooler who is I guess wafering on

their options, I decided to pursue nursing post high school and that quickly revealed itself to me that that was not what I was meant to do. I knew I always wanted to fly and the military

was essentially the option for aircraft that I wanted to fly, which is single seat jets that could go really fast is like the the best way I could describe that. And when I when I told my parents they were like, okay, good. So we’re on the same page. they were very supportive about that decision. And I decided to go to Embry Riddle

Aeronautical University in Daytona Beach because their ROTC program had a historically high selection rate for pilot out of their Air Force program. and it was an it’s an aeronautical school, as is in the name. And went there, loved it, honestly. I really enjoyed ROTC.

Sarah (03:27.352)
That’s where I made some of my really good friends. And the junior year is when you are told if you are chosen for a rated slot. so rated would include pilot. And I got picked up for pilot in the Air Force. and then I finished out university and then I went to Vance Air Force Base, Oklahoma.

And then in ROTC I you talk to a lot of different people, and different pilots and their lifestyle and their mission set and all of that. And I knew I wanted to fly fighters and I got to talk to some people and the mission set I wanted to do was air to air, which is what the Raptor does. the the Raptors pretty much just

The best data is the best way I could put that. and it’s also very fast. And so I was like, yeah, of course I want to fly the Raptor. And so I went to Vance Air Force Base in Oklahoma. I really enjoyed T sixes. I really enjoyed flying the T thirty-eight as well. And

chris (04:46.507)
No the no the T six is a trainer, right? So you start slow and then you master that and then you kind of move up. Is that the progression?

Sarah (04:55.406)
Correct. So the T six is a turboprop. it’s a tandem seat. So the student sits in the front and the instructor sits in the back. And it’s an aerobatic trainer turboprop is what it is. And that was a lot of fun. The T six was I had a really great time in T sixes. I really enjoyed it. T sixes was kind of like the the validation of yes, okay, this was definitely the right decision.

And then in pilot training when I was going through historically you would you would get kind of tracked. So you would either go the heavy track and fly a T one, which is a more like a kind of like a charter jet, like a business type jet, and then or the T thirty eight, which is the fighter bomber track.

and so I was picked up for the fighter bomber track and I enjoyed flying the T thirty eight as well. That’s also trainer, so sitting tandem as well. that is a twin engine jet and in T 38s that is where you get your assignment. So my dream sheet is what we call them, which is how you

list out the different aircraft that you want. My my dream sheet was F twenty twos was at the top and then right below that was T six’s to go to stay at pilot training as an instructor. And then after that you would get assigned. So you would just stay at pilot training, remain there as an instructor, and then you’d get your assignment and that’s three years. and so in my drop

There were no raptors, but I did get to stay as a T6 instructor because I really I really enjoyed the T six. And I flew that one for three years instructing and I really enjoyed that. I got a lot of hours, I got a lot of experience. And then at the end of that, my assignment was the F twenty two. And after that I went to B course in

Sarah (07:21.742)
Langley, Virginia. and then

chris (07:24.518)
Well I’m sorry, explain a little bit what B course is.

Sarah (07:29.08)
So B course is your basic course for your jet. So that is like your initial qualification in the jet. and that lasts about eight months or so. And so that’s where you’re just learning how to fly it through the SIMs. And once you get through the SIM phase, then you can then you get to fly it.

and what’s really cool about the Raptor is they don’t have trainer jets. So the first time you fly it you get to be single seat. You don’t have an instructor. It’s really cool.

chris (08:11.644)
So hold on, tell tell us a little bit more about going from a T six instructor. I mean, granted you got had lodged a lot of hours, to a F twenty two Raptor. Like that must be is that an easy jump because it’s all fly by wire or is that really hard?

Sarah (08:30.38)
I would say so between getting your assignment and then going to your B course, regardless of what fighter you go to, you have to go to IFF, so initial fighter fundament or introduction to fighter fundamentals. and that is in the T thirty eight. So it’s not directly from the T six into the F twenty two. You you get back into a a dual engine jet type so that you can

get instructed in the basics of fighter maneuvering. and the T thirty eight does go a little bit faster than the T six. so so it’s like a little it’s like a a gentle movement, I guess.

chris (09:19.236)
And you’re having to make decisions much quicker now than in F twenty two, is that right? Or is everything done for?

Sarah (09:28.238)
as far as the quickness of making decisions, I would say anytime you’re flying high performance aircraft, especially in like an engagement, decisions do have to be made quickly. Thankfully though, the training is very thorough. So normally there’s not a situation where you haven’t trained to it.

But I will say that there’s a lot of decisions to be made depending on the mission set that you’re doing. So it’s it’s super important to thoroughly mission plan.

chris (10:12.185)
I wanna come back to mission planning, but let’s fit let’s finish off your journey. So you’re now in the basics, the fundamentals of the F-22, and you graduate and you now are forward deployed.

Sarah (10:24.958)
yeah, so anytime you go to the B course, the B course is to get qualified to fly the jet. and then you’re you’re doing some basic engagement maneuvering, but then you go into mission qualification training. So once you graduate B course, then you go into MQT, and that is where once you are done with MQT, that is where you are now.

qualified to employ the jet. so after B course I got signed to Langley, which was my first choice. I was very grateful to get assigned there. And then I went through MQT with my squadron and then pretty much directly after MQT my squadron was actually already deployed. so I got sent out to meet them, which I was super stoked about.

And at that point I was a fully qualified wingman and then you go through upgrade training.

chris (11:29.495)
All right, and that’s where you’re at now.

Sarah (11:32.777)
so in my first year and a half or so I went through two ship flight lead upgrades. So then I was qualified to lead a two ship of raptors, so two raptors, and then I quickly after that I went through four ship flight lead upgrades. So I am qualified to lead four raptors. and then right now I am in an instructor upgrade. so

when I if I complete instructor upgrade, I will be qualified to instruct.

chris (12:09.834)
And your progression, I mean, every time you’ve exceeded like most everyone’s capabilities and expectations, and you’re a woman, how hard is it comparatively to a man? Is it hundred percent harder, twenty percent harder? Is it equal? What w w how would you educate me on that?

Sarah (12:29.112)
I would say that everybody’s experience is unique. I’ve been very fortunate to not have a lot of experiences where I would say that I felt kind of like counted out because I was a woman. specifically in the Raptor, that hasn’t really been an issue. I will say that based off of a lot of hard work.

from women who kind of paved the way that has made my journey very much more simple and a lot easier comparatively to theirs. and hopefully it will kinda be a non topic fairly soon.

chris (13:18.697)
Becoming becoming one very soon. what to succeed at flying the F-22, what kind of qualities, like what really stands out of what you have to be good at to succeed?

Sarah (13:33.818)
s there is there is a level of aptitude for flying, I would say that you have to meet a certain standard as far as kind of that decision making area that we were talking about.

I would say that with any with any flying position, specifically fighters, probably the biggest quality is the ability to receive and process criticism, constructive criticism specifically. So being able to listen to

how you can do things better and then applying that is very important. And then also your ability to retain information, I guess is a good way to say it. but it’s it’s really just about tenacity, I would say. I think everybody has the apt aptitude to fly. It just takes people it takes some people a little bit longer than other people and to be able to keep up in a fighter community

It would it would be based off your ability to receive and then apply feedback is a big one.

chris (15:00.626)
And you’re getting tested almost every day, right? I mean, this is constant criticism and upgrades and learning. Is that kind of your daily life?

Sarah (15:10.182)
I would say that even in our training missions, so not necessarily upgrade missions, but even just like our our basic daily sorties, we debrief pretty thoroughly. And then if you are in an upgrade sortie, the debriefs are extremely thorough. I think the the longest debrief I ever had to date was

somewhere around eleven hours and that was for a one hour sortie. So we we debrief a lot. We we go over everything with a fine tune or a fine tooth comb and we make sure that if if there was a mistake or if there was anything that we could have done better, it’s it’s thoroughly broken down and we make sure that there are no questions when we leave the debrief.

chris (16:03.821)
And let’s talk about that just for a sec, ’cause I don’t think bankers do that enough. Do you still call it an after action review in AAR? Is that what you call it?

Sarah (16:13.0)
after after action we we really only r refer to after action reports for large scale engagements. so that’s when there’s like a an a very large exercise that maybe is looking for feedback on efficiency in the future. but we normally just call debriefs debriefs. Yeah.

chris (16:33.466)
Debrief. Got it. And and take us through like what’s that like and talk about maybe leaving rank at the door and and how how you can talk to a superior to correct them.

Sarah (16:45.942)
Yeah, so that’s a great question because I will say I can’t speak for other communities, but specifically for the Raptor community, they do we do a really good job of when you’re in the debrief, it’s less of a I’m talking to somebody of a higher rank, and it’s more of a instructor student relationship.

And sometimes your instructor could be a lower rank than you, depending on who the student is at the time. But it’s it’s very the debrief is almost kind of academic. So like I said, we we leave with no questions. and it’s it’s highly encouraged where if you if you need to focus more on a certain area and discuss something with more detail then

Like by all means speak up so that when you leave you fully understand it.

chris (17:47.534)
And not only understand, but you’re asking enough questions, everyone’s asking enough questions, drilling down, getting to what was a critical error, how you could have done things better. And you’re walking away. Like are you taking notes and you’re walking away with things to improve on?

Sarah (18:01.91)
Yes, definitely. Always taking notes. I have I have multiple notebooks full of notes. and I would say that the notes are good, especially when you are mission planning for your next sortie. but what like kind of the meat and potatoes of it is the ability to f have the open forum of Okay, understood. I I can do this better.

Now I need to really walk through the situation and make sure that my understanding is complete. finding out if there are holes in your knowledge and then making sure that all of those holes are being filled, so to speak.

chris (18:49.376)
And you’ve mentioned mission planning several times and that’s kind of the other area that I’m not sure we do enough in bank in banking. When when you talk about mission planning, tell us a little bit about what what a workup looks like and what you hope to accomplish during that that mission plan and how long it takes.

Sarah (19:05.964)
Yeah, so that’s gonna be highly based off of what type of mission it is. if you are if you’re talking like basic fighter maneuvering, which is like a one v one, normally that’s that’s pretty scripted as far as here are the things I’m gonna prepare for the sortie and here are the things I’m gonna say during the brief, and then you go out and execute and then you debrief to all of those things, which is the basic outline for

an actual s or different sorties, but like if you’re talking like an ACT vol, so air combat training, that’s going to include a lot of aircraft. So anywhere between 10 and it could be a red flag exercise, which has upwards of 40 aircraft. and then your your amount of mission planning is gonna be based off of essentially how large the engagement is.

chris (20:03.807)
And maybe just take us through like what does a day in the life look like for for you, Sarah? Like what what happens on a normal day and like how often are you flying during the week and how much mission planning do you do and debrief do you do versus actual flying time and what do you do in your off hours?

Sarah (20:21.816)
So a typical day, if it’s an upgrade, if I have an upgrade sortie that I’m planning for, usually you will be you’ll have a dedicated mission planning day the day prior. So that’s like a solid, you know, twelve to fourteen hours of you go in the vault and you prepare the sortie from everything from the brief to

every phase of execution down to how you’re gonna debrief. depending on if you’ve done that type of mission planning before, it’s the day prior is probably the minimum amount of time that you want to dedicate to that. Normally you’ll be dedicating probably your weekend to to that mission. and then so

If I was to have an upgrade sorted this week, which I do, on the day prior, I will show up in the morning. I’ll probably wake up around 5:30 to 6. and then I will be at work by about seven, and then I will go into the vault. And for my particular sorties that I’m flying right now, which is BFM, I will mostly practice my brief and then

chairflies so chairflying is kind of our mental model of how we’re gonna execute during the sortie and that’s you know everything from ground ups so calling for taxi and then takeoff you chairfly the departure you chairfly the recovery you chairfly the landing the taxi back to chalks and you chairfly the actual engagement so how the fights are

chris (22:02.129)
First.

chris (22:15.706)
When you say chair fly, you’re just kind of walking through it like in a chair in you know, mentally walking through everything? Is that what you’re doing?

Sarah (22:23.04)
Yes. So it’s it’s visualization is the main thing and then litany practice, so almost like following a script. and then you you will visualize what you are expecting to see and then you’ll visualize okay, when I see this, I will then execute this, and you will visualize how you’re gonna execute that.

And then you’ll visualize their reaction to that execution. and then the different contingencies where if they react like this, I’m gonna do this, and if they react like this, I’m gonna do this. and then that’s that’s kind of the gist of chair flying.

chris (23:11.218)
And when you chair fly, I imagine the actual one v one combat part or whatever your sortie is, that’s the hardest part, right? That that’s where you have a million different contingencies that you’re trying to mentally run through so you have a plan for each one. Do I have that right?

Sarah (23:27.789)
Yes.

chris (23:30.822)
All right. and what would you say to a normal banker about visualization, walking through like how helpful is it in your role and how helpful could it be to a banker to maybe visualize a negotiation or visualize, you know, how they’re gonna handle a customer or deposit pricing? tell us how important is that to you?

Sarah (23:53.007)
To me personally, it’s very important. some people get more out of chair flying than others. I for me it’s highly important. I always do much, much better with the more chair flying that I do. and that’s that’s based on the fact that I am a I’m a person who is the more prepared I feel

the more confidence that’s going to instill in me. And if I if I feel confident that will lead to a certain level of comfortability. And if you are much more comfortable with what’s about to happen, then there’s less things that can take you by surprise. And even if there are things that take you by surprise, now you have an avenue to work back towards your baseline. and for me, the visualization piece is

is ex it’s kind of pivotal, a it’s really a critical point of my preparation. And I would say for any any part of my daily life, not just flying, the more prepared I am, the better that that encounter is probably gonna go. So if I have to talk to

a high ranking person, so lieutenant colonel, generals, anything like that, what you will find me doing is rehearsing. And I would say that anybody that has to talk to people like customers, especially in the banking world where I know money is kind of a sensitive topic for some people, I would say running through a scenario where somebody can react poorly is definitely gonna make you feel

More prepared to handle that situation.

chris (25:51.637)
For sure, for sure. Now you’re upgrading your flying skills while you’re also upgrading your leadership skills. Tell us like what have you learned about leadership and what makes a good leader in your eyes and what are you trying to become doing doing a better job at becoming a leader?

Sarah (26:11.734)
Interesting question. So I would say that in your basic military training you learn a lot about leadership of kind of large force structures as far as people of different ranks and anytime you talk about leadership you’re always talking in the context where they’re lower lower ranking than you. and then I would say especially in the fighter community, it’s more of like a peer leadership. So

depending on your actual rank, it kind of will place you in certain billets where you are a major now, so you are gonna be the assistant director of operations, even though the people that you are technically supervising are a higher qualification than you, which can make the leadership piece a little bit more complicated. So

I would say that I have been learning a lot as far as peer leadership goes and how to navigate that, especially with how you speak to people who do hold a certain level of influence over you, regardless of the rank. like I was saying, sometimes your instructor is lower rank or lower ranking than you. And it’s it’s a unique it’s a unique challenge for sure. thankfully

I was raised by two very charismatic parents who have taught me through their examples of how to approach speaking to people as well as how you can influence them through just specifically your own interactions and your own type of example. And I I haven’t had a lot of

super challenging days, which is awesome, but I am still learning every day about how you can be better. especially when you’re when you’re coming in as a brand new wingman and you’re higher ranking than a lot of your bros, like a lot of your peers. but it’s still kind of like a different dynamic.

chris (28:30.857)
Now you’re doing all this and you’re also having to manage those that support around you. So you have, you know, weapons crews and support personnel, maintenance crews all around you. Tell us about your interaction with them and how do you get the most out of them? Yeah. How do you maintain morale? How do you build resilience? How do you motivate them to make you look good up up there?

Sarah (28:51.852)
Yeah, so we work in tandem with maintenance, but ops and maintenance are two separate structures. So we’re not we don’t hold supervisory positions over anybody in maintenance, but your relationship with them is extremely important. and

I have been very fortunate with the fact that the maintenance team at Langley is awesome. they are the hardest working people that I have met in the Air Force. And as far as how the interactions go that affect daily operations is more of just a team mentality. So

when we go out there greeting them like you’re greeting a teammate is I would say the best interaction that you could have with them because that’s that’s really what you are as a team and obviously they’re they’re handling the aircraft that I will be flying in the air. And so far everything has been like super great and it hasn’t been

anything glaring where there’s been gaps in maintenance. and that’s that is a contributed to because they have awesome leadership too, which is super helpful that the fact that my leadership and maintenance leadership gets along and there’s not a lot of friction there, which is awesome. I know that some units probably don’t experience the same thing, but

We just approach it like a team and I’m really grateful for the maintenance team that we have ’cause they are just literally the best of the best.

chris (30:57.559)
And you stick with the same team, right, for some time. So you get to know these men and women that work with you day in, day out. Is that right?

Sarah (31:04.928)
Yes. some of my some my favorite parts of the day are when I get to step to the jet and I see a familiar face and we just kinda dab it up and we just like have a moment where it’s like, dude, it’s good to see you. I’m super stoked to get to fly your jet today and when you come back they’re like, Hey, how to go? And I get to be like, dude, the jet was awesome. And it was it was great.

chris (31:30.79)
And you’re kinda like a race car driver in that. Like, you know, you you have a full debrief with them as well, I imagine.

Sarah (31:37.461)
we don’t usually fully debrief with the crew chiefs. We debrief with th their counterparts in what we call debrief, so maintenance debrief. We go over and and debrief with them. but we do give like a quick rundown of like, hey, here’s here’s something that was like struggling a little bit or here’s what you can expect for the next sortie, something like that.

chris (32:03.248)
Real quick, I just want to go back, use the term when you do your mission planning, you’re in the vault. Just tell us about the vault and what that means conceptually to a civilian.

Sarah (32:12.91)
So the vault is part of the squadron building or whatever building you’re in. That is a secured area where you leave your cell phones and your yeah, like all that stuff, you leave it outside of the vault. and then you will badge into the vault through, you know, a few doors or or however many it is, and then that’s where we keep our

chris (32:27.014)
All electronics. Right.

Sarah (32:43.024)
classified material that we can study. and that’s where we also have our briefs where we can brief classified material.

chris (32:50.684)
And and it sounds like you’re a part of your career where you gotta make the transition d from being a, you know, tactically brilliant wingman to leading a four ship flight and being responsible for the entire package. Is that where you are right now? And what do you think you need to do to succeed at that next level? Because I imagine that’s a pretty good jump right there between supporting a lead and being the lead.

Sarah (33:05.601)
Yes.

Sarah (33:18.09)
Yes. So coincidentally when you start flying as an IP, you’re normally flying in the wingmen positions. sometimes not. but what’s what’s different about it is now instead of focusing on the broader picture, like the broader perspective, now you’re focusing on

Okay, the flight lead has identified an error or how we could have done something better. they debrief to the how and then you debrief on maybe more fine detail or efficiency. It’s more about it’s more about supervising and then making sure that every detail of the debrief point has been

Addressed.

chris (34:19.701)
And you’re you’re trained and kind of work through a lot of procedures. I imagine you use a lot of checklists, you know, during the flight, before the flight, after the flight, is that right? And how do you balance like just gut intuition when you’re up there and your procedures? Like, how do you make that decision? Is that just something you learn? Or is there a and I imagine you still use the Oda loop for making decisions? Is that right? Still training military. and so how do you balance that?

Sarah (34:28.608)
Yes.

Sarah (34:44.429)
Yes.

chris (34:49.735)
Between the two. Like when do you know to when do you know to stop from the the checklist? Like deviate.

Sarah (34:57.486)
So for checklists, which I’m a huge fan of checklists. I love checklists. so for checklists, those are procedural. So if there is a checklist for something, you should be following that checklist. and if you are gonna deviate from that checklist, there needs to be an extremely important reason why you’re doing so. and

chris (35:04.151)
Come on.

Sarah (35:25.366)
And you need to be prepared to explain why you have done so. and then as far as the decision making point, that is gonna be more for engagement and employment. and those are usually decisions that you have mission planned to. and then the contingency land is something that you normally mission plan to as well. You can’t mission plan for every single contingency, but

I would say that the point where you are now making decisions is less procedural and it’s more based off of what you are seeing, which you know, you can’t you can’t know how to do something intrinsically without having seen it first. So sometimes when you’re in an upgraded sorty, the first time you that’s that’s the first time you’re gonna see something, which is probably what you’re gonna debrief to.

which is why our training is so thorough so that if it ever comes down to a point where you’re seeing it for real, hopefully you have already seen that in training.

chris (36:36.201)
So what would be one lesson that you’ve learned from your training or your time in the cockpit that you know we might be able to use as as bankers? What’s what’s maybe something about accountability or mental composure, decision making under a high pressure situation that might be applicable to us that you rely on?

Sarah (36:55.042)
Yeah, so I would say something that I have taken away from my training, that I would

use in everyday life is we call it snowballing. So the ability to prevent a snowball from happening. And what that means is akin to a snowball rolling down a mountain of snow and picking up more snow and becoming a bigger snowball. the the ability to recognize that a mistake has been made or

The ability to recognize that, okay, that did not go as well as it could have, but I still have the rest of the mission to execute, and I will file that away for now. We’re going to talk about it in a debrief. but I’m going to execute the rest of the mission accordingly to the way that I mission planned it or to make sure that it goes well. so not letting your mistake affect you and

kind of force you into making more mistakes because you keep dwelling on the mistake. I would say that that would really be boiled down to compartmentalization, which I am I have been kind of honing that skill ever since I started flying. And I would say it’s an extremely important skill because I have never met somebody that has had a perfect sortie. I have never had a perfect sortie. And

If you if you dwell on something that you did less than stellarly, that will one hundred percent affect how you’re gonna do everything else. So compartmentalization is very useful in literally every facet of everyday life, I would say.

chris (38:46.357)
I love that. You’re not only talking about constant improvement, but constant improvement on the process of constant improvement. That’s that’s fantastic. Thanks for that. what would be one aspect of the military or one aspect of being in that cockpit that might surprise a civilian like ourselves? Like what what don’t what doesn’t a civilian understand about what your job is?

Sarah (38:52.94)
Yes, exactly.

Sarah (39:10.174)
I actually I get asked the question I get asked this question a lot where they’re like is it such a rush or like how do you come down from that rush afterwards? the the truth kinda is there’s like a there’s so much going on that you kind of you can kind of miss the rush. So

Every sorties, it’s kind of my personal objective to have at least one moment of pure enjoyment. sometimes there are sorties where that does not happen. But you try your best. And I would say that flying a high performance aircraft is less about experiencing the rush and because you are so focused on each individual moment.

And making sure that it goes according to plan or that you are reacting according to how it’s not going to plan. that it does I don’t want to say it becomes everyday, but it like an everyday thing, but it it is it is your objective. Like it’s your job. It’s your job to execute and to execute well. And so

I don’t really need to come down after a sortie. I don’t I don’t get a super adrenaline high. because the moment that you land you start thinking about how you’re gonna debrief things, which can be mentally exhausting. so

chris (40:52.46)
All right. Well ex exit what what’s that?

Sarah (40:53.762)
Was that the c was that the question I’m sorry. I’m sorry if I answered that.

chris (40:58.958)
No, you no, you nailed it. You nailed it. exit question. as we wrap up here, tell us about kind of the state. I mean, you’ve trained with other nations, right? I imagine you have multinational exercises. tell us about the state of the US military. We all read the headlines, we’re all worried about it. We all w want you all to have the close support possible. But how would you A talk about current morale and B talk about our capabilities and our training?

the support you get, the equipment you get versus other nations. Like how does the US rank?

Sarah (41:34.303)
I can’t I don’t really know if I could accurately compare, because I don’t I’m not super read into what the state or quality is of the other nations. I will say though that our training is extremely thorough, so as far as the US military goes in general,

we are we train constantly. I think you asked how many times a week I fly, which it really just depends on the weeks. and it also really depends on the weather. But I would say on average I’m flying probably three times a week, which is like that’s pretty considerable for actual execution. And

chris (42:30.796)
And when you fly real quick, how how long are you flying for? Like what how long does that take? Is it is it and that is it two missions a day or is it two flights a day or one flight? What does that look like?

Sarah (42:41.8)
it’s a whole smattering. So it could be it could be anything. I if you’re not going to if it’s just gonna be a single sortie and you’re not going to like for say air refuel, that is probably gonna be somewhere around an hour maybe, depending on what you’re doing. so it really depends on the mission set. and then you could be flying two or three times in a day, depending on

How that schedule is that day. and then if you’re, you know, transporting a jet, then the the sortie could be much, much longer. and those are really long flights sometimes. but yeah, I would say I would say I

I really can’t ’cause I’m at the I’m at the tactical level, not the not the strategic level, but I do know that we train very thoroughly. So that is what I would say.

chris (43:43.508)
Sarah, thank you for being on. Thank you for all that you do. You are a fantastic role model. I’ve learned a lot on this call. I know you have a lot of fans at South State. hopefully after this podcast. You have a lot of fans in the banking industry. We’re gonna follow your career. We wish you nothing but the best. And on behalf of the whole industry, we thank you and your f your fellow military brethren for everything you all do to keep us safe. And we all recognize that freedom is not free. So thank you for dedicating.

your career to our freedom. And be safe.

Sarah (44:18.882)
thank you. Thanks for having me on your podcast. And I’m a huge fan of South State, personally. I love that bank. and, I love the people that work there. I know a lot of them. So it’s super cool that we kinda get to interact this way.

chris (44:36.788)
Excellent. Thank you.