Mediaboss Marketing

AstraZenecas Calquence (acalabrutinib), a next generation, selective Brutons tyrosine kinase (BTK) inhibitor, has been conditionally approved in China for the treatment of adult patients with mantle cell lymphoma (MCL) who have received at least one prior therapy. This is the first approved indication for Calquence in China.

The conditional approval by the National Medical Products Administration (NMPA) was based on positive results from two clinical trials, including the ACE-LY-004 global Phase II trial in adults with relapsed or refractory MCL and a Phase I/ II trial in Chinese patients with relapsed or refractory MCL and other B-cell malignancies.1,2 Continued approval for this indication may be contingent upon verification of ongoing randomised controlled confirmatory trials.

MCL is typically an aggressive, rare form of non-Hodgkin lymphoma (NHL) that accounts for between 2-6% of all patients diagnosed with NHL in China. Patients are generally diagnosed around 60years of age, often at later stages of the disease.3

Jun Zhu, Chief Physician, Department of Lymphatic Oncology, Peking University Cancer Hospital, Beijing, said: Mantle cell lymphomaprogresses rapidly and responds poorly to conventional treatmentsuch as immunochemotherapy.Before the emergence of BTK inhibitors, there were few satisfactory treatment options forpatients.The next-generation BTK inhibitor Calquence has higher target selectivity, fewer side effects, and a higher response rate compared to currently available treatments. This approval of Calquence in China can provide a new treatment option which can better benefit patients with this disease.

Dave Fredrickson, Executive Vice President, Oncology Business Unit, AstraZeneca, said: This approval for Calquence offers people living with mantle cell lymphoma in China an effective and tolerable new treatment option to help control their disease. As the first approval in China for Calquence, it is also an exciting step forward for AstraZeneca in blood cancers, enabling us to help more patients across the globe gain access to innovative treatments.

Results from the ACE-LY-004 Phase II trial showed at a median follow up of 15.2 months, investigator-assessed overall response rate (ORR) with Calquence was 80.6% (95% confidence interval [CI] 72.6-87.2), with a complete response (CR) achieved in 39.5% of patients with relapsed or refractory MCL (95% CI 30.9-48.7).1 Longer-term follow-up data showed at 38.1 months, patients treated with Calquence remained progression-free for a median of 22 months, with median overall survival (OS) of 59.2 months (95% CI 36.5-NE).4

Additionally, results from a Phase I/II trial conducted in China showed Calquence achieved a 82.4% ORR, with a CR achieved in 35.3% of patients with MCL based on a blinded independent central-review (BICR) analysis (95% CI 65.5-93.2). Calquence reduced the risk of disease progression or death by 51.5% (95% CI 33.3-67.0) at 12 months, with an estimated duration of response (DOR) of 65.5% (95% CI 66.6-93.3). The median DOR was not reached.2

The safety and tolerability of Calquence in these trials was consistent with that observed in previous clinical trials.1,2,4

Calquenceis approvedfor the treatment of chronic lymphocytic leukaemia (CLL) and small lymphocytic lymphoma (SLL) in the US and Japan and is approved for the treatment of CLL in the EU and in several other countries worldwide in the treatment-nave and relapsed or refractory settings.Calquenceis also approved in the US and several other countries for the treatment of adult patients with MCL who have received at least one prior therapy. Calquenceis not currently approved for the treatment of MCL in Japan or the EU.

Notes

Mantle cell lymphoma (MCL)MCL is a rare B-cell malignancy subtype and is typically clinically aggressive with a poor prognosis.3The epidemiology of MCL in Asia is not well documented, with few published datasets describing the incidence and outcomes.3MCL accounts for between 2-6% of all patients diagnosed with NHL China.3Patients are generally diagnosed around 60years of age and often at later stages of disease (Stage III or IV).3

ACE-LY-004ACE-LY-004 is an open-label, single-arm Phase II clinical trial evaluating Calquence in adult patients with relapsed or refractory MCL.5 Patients in the trial were adults with MCL and an Eastern Cooperative Oncology Group (ECOG) performance status (PS) of 2 or lower who had relapsed or were refractory to 1-5 prior therapies, had no prior BTK/BCL-2 inhibitor exposure, and did not require warfarin/vitamin K antagonists. Patients received oral Calquence 100mg twice-daily until progressive disease or toxicity. ORR (investigator-assessed partial response or better per Lugano classification), DOR, progression-free survival (PFS), OS and safety were assessed.1

Phase I/II trial in Chinese patientsThe Phase I/II trial is an open-label, multicentre clinical trial evaluatingpharmacokinetics, safety and efficacy ofCalquencein adult Chinese patients with relapsed or refractory MCL and other advanced B-cell malignancies.2In Phase I, patients with relapsed or refractory B-cell malignancies received a single dose ofCalquence100mg orally followed by a two-day washout period and subsequent treatment withCalquence100mg orally twice daily in 28-day cycles, until progressive disease (PD) or treatment discontinuation (TD) for any other reason. In Phase II, patients with relapsed or refractory MCL and ECOG status of 2 or lower receivedCalquence100mg orally twice daily in 28-day cycles until PD or TD. The primary efficacy endpoint was ORR per Lugano classification for NHL assessed by BICR. Secondary endpoints were investigator-assessed ORR, BICR- and investigator-assessed time to response, DOR, PFS, OS and adverse events.2

CalquenceCalquence(acalabrutinib) is a next-generation, selective inhibitor of BTK.Calquencebinds covalently to BTK, thereby inhibiting its activity.6In B cells, BTK signalling results in activation of pathways necessary for B-cell proliferation, trafficking, chemotaxis and adhesion.

Calquenceis approved for the treatment of CLL and SLL in the US, approved for CLL in the EU and many other countries worldwide and approved in Japan for relapsed or refractory CLL and SLL.

As part of an extensive clinical development programme,AstraZeneca is currently evaluating Calquencein more than 20 company-sponsored clinical trials. Calquence is being evaluated for the treatment of multiple B-cell blood cancers, including CLL, MCL, diffuse large B-cell lymphoma, Waldenstrms macroglobulinaemia, marginal zone lymphoma and other haematologic malignancies.

AstraZeneca in haematologyAstraZeneca is pushing the boundaries of science to redefine care in haematology. We have expanded our commitment to patients with haematologic conditions, not only in oncology but also in rare diseases with the acquisition of Alexion, allowing us to reach more patients with high unmet needs. By applying our deep understanding of blood cancers, leveraging our strength in solid tumour oncology and delivering on Alexions pioneering legacy in complement science to provide innovative medicines for rare diseases, we are pursuing the end-to-end development of novel therapies designed to target underlying drivers of disease.

By targeting haematologic conditions with high unmet medical needs, we aim to deliver innovative medicines and approaches to improve patient outcomes. Our goal is to help transform the lives of patients living with malignant, rare and other related haematologic diseases, shaped by insights from patients, caregivers and physicians to have the most meaningful impact.

AstraZeneca in oncologyAstraZeneca is leading a revolution in oncology with the ambition to provide cures for cancer in every form, following the science to understand cancer and all its complexities to discover, develop and deliver life-changing medicines to patients.

The Companys focus is on some of the most challenging cancers. It is through persistent innovation that AstraZeneca has built one of the most diverse portfolios and pipelines in the industry, with the potential to catalyse changes in the practice of medicine and transform the patient experience.

AstraZeneca has the vision to redefine cancer care and, one day, eliminate cancer as a cause of death.

AstraZenecaAstraZeneca (LSE/STO/Nasdaq: AZN) is a global, science-led biopharmaceutical company that focuses on the discovery, development, and commercialisation of prescription medicines in Oncology, Rare Diseases and BioPharmaceuticals, including Cardiovascular, Renal & Metabolism and Respiratory & Immunology. Based in Cambridge, UK, AstraZeneca operates in over 100 countries and its innovative medicines are used by millions of patients worldwide. Please visitastrazeneca.comand follow the Company on Twitter@AstraZeneca.

Contacts

For details on how to contact the Investor Relations Team, please click here. For Media contacts, click here.

Read more:
Calquence granted first regulatory approval in China for adults with ... - AstraZeneca

LOS ANGELES, March 23, 2023 /PRNewswire/ --FaZe Holdings Inc. (Nasdaq: FAZE) ("FaZe Clan"), the lifestyle and media platform rooted in gaming and youth culture, today announced Matt "BK" Augustin has been promoted to Vice President of Brand & Creative Strategy. Augustin, who has been at FaZe Clan for just over two years as Director of Brand & Creative Strategy, will lead a team that will work cross-functionally to optimize FaZe Clan's creative, brand and media strategy. Augustin will report to President and COO, Zach Katz.

"BK is a one-of-a-kind executive and vital asset who not only brings immense value and critical strategy to FaZe Clan, but he also brings steadfast determination and energy that permeates throughout the building everyday," said President and COO Zach Katz. "Lee and I are thrilled to elevate him into a stronger leadership position as we continue to optimize FaZe Clan's creative, brand and media strategy."

As VP of Brand & Creative Strategy, Augustin will oversee a team that's involved in the full life-cycle of business development for FaZe Clan including helping identify existing opportunities for current and potential partners, developing the creative strategy for new business proposals & brand strategy for current and potential partners and working cross-functionally to help produce award-winning content.

"Having a chance to work in gaming, a space that isn't just growing, but one I'm a legit member and contributor of, has been amazing," said Augustin. "Being able to help build a brand like FaZe through the lens of fans first is an opportunity I refuse to take for granted."

During his time at FaZe Clan, Augustin has been instrumental in cementing and continuing partner relationships and collaborations including McDonald's, Porsche, DraftKings, GHOST Energy, MoonPay, SteelSeries, SCUF, DoorDash and Totino's. In 2021, BK was featured on Ad Age's acclaimed 40 Under 40 list recognizing rising stars in marketing, advertising and media.

Prior to joining FaZe, BK worked for multiple reputable advertising agencies including DigitasLBi, FCB Chicago, Fitzco/McCann and 72andSunny where he touched several campaigns with brands including the NFL, Adidas, Under Armour, Activision, and Blizzard Entertainment. In addition to his professional experience, Augustin has dedicated himself to shining a light on the importance of diversity and inclusion by consistently using his presence on LinkedIn to form connections and serve as a mentor for underrepresented professionals. He co-founded the organization Advertising for Change, which focuses on bringing diversity to Atlanta's marketing industry and founded and served as the Global Lead of the McCann World Group Global Diversity Council where he focused on bringing their offices across the world together while pushing for a fair and inclusive environment for all. Bk is also a former ADCOLOR FUTURES board member and current alumni/mentor for Marcus Graham Project.

ABOUT FAZE HOLDINGS INC.FaZe Holdings Inc. (Nasdaq: FAZE) ("FaZe Clan"),is a digital-native lifestyle and media platform rooted in gaming and internet culture, reimagining traditional entertainment for the next generation. Founded in 2010 by a group of kids on the internet, FaZe Clan was created for and by gamers and today operates across multiple verticals with transformative content, tier-one brand partnerships, a collective of notable talent, and fashion and consumer products. Reaching over 500 million followers across social platforms globally, FaZe Clan delivers a wide variety of entertainment spanning video blogs, lifestyle and branded content, gaming highlights and live streams of highly competitive gaming tournaments. FaZe Clan's roster of more than 100 influential personalities consists of engaging content creators, esports professionals, world-class gamers and a mix of talent who go beyond the world of gaming, including NFL star Kyler "FaZe K1" Murray, LeBron "FaZe Bronny" James Jr., Lil Yachty aka "FaZe Boat", Offset aka "FaZe Offset" and Snoop Dogg aka "FaZe Snoop." Its gaming division includes 13 competitive esports teams who have won 37 world championships. The content of any website referenced or hyperlinked in this communication is neither incorporated into, nor part of, this communication. For more information, visit http://www.fazeclan.com, investor.fazeclan.comand follow FaZe Clan on Twitter, Instagram, YouTube, TikTok, and Twitch.

FORWARD LOOKING STATEMENTS:Theinformation in this communication includes "forward-looking statements" pursuant to the "safe harbor" provisions of the United States Private Securities Litigation Reform Act of 1995. All statements, other than statements of present or historical fact included in this communication, regarding the company's strategy, future operations and financial performance, market opportunity prospects, plans and objectives of management are forward-looking statements. These forward-looking statements generally are identified by the words "budget," "could," "forecast," "future," "might," "outlook," "plan," "possible," "potential," "predict," "project," "seem," "seek," "strive," "would," "should," "may," "believe," "intend," "expects," "will," "projected," "continue," "increase," and/or similar expressions that concern strategy, plans or intentions, but the absence of these words does not mean that a statement is not forward-looking. Such statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 and are based on the management's belief or interpretation of information currently available.

These forward-looking statements are based on various assumptions, whether or not identified herein, and on the current expectations of management and are not predictions of actual performance. Because forward-looking statements are predictions, projections and other statements about future events that are based on current expectations and assumptions, whether or not identified in this communication, they are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict. Many factors could cause actual results and condition (financial or otherwise) to differ materially from those indicated in the forward-looking statements. These forward-looking statements are provided for illustrative purposes only and are not intended to serve as, and must not be relied on by any investor as, a guarantee, an assurance, a prediction or a definitive statement of fact or probability. Actual events and circumstances are difficult or impossible to predict and will differ from assumptions. Many actual events and circumstances are beyond the control of the company. Forward-looking statements speak only as of the date they are made. While FaZe Clan may elect to update these forward-looking statements at some point in the future, FaZe Clan specifically disclaims any obligation to do so. These forward-looking statements should not be relied upon as representing FaZe Clan's assessments as of any date subsequent to the date of this communication. Accordingly, undue reliance should not be placed upon the forward-looking statements.

Press Contacts:FaZe Clan: [emailprotected] + [emailprotected]

SOURCE FaZe Clan

More here:
FAZE CLAN PROMOTES MATT "BK" AUGUSTIN TO VICE ... - PR Newswire

CDC, along with the General Services Administration, today announced the acquisition of a site in Mace, West Virginia for a new facility that will focus on the mining industry and advance the agencys research capabilities. The new National Institute for Occupational Safety and Health (NIOSH) Underground Mine Safety and Health Research Laboratory will support research programs focused on miner safety and health issues.

The mission of the NIOSH Mining Program is to eliminate mining fatalities, injuries, and illnesses through relevant research and impactful solutions, said NIOSH Director John Howard, M.D, M.P.H. The new facility will allow NIOSH to once again conduct full-scale mine explosion studies, support research on various topics such as refuge alternatives and fire suppression and address other issues critical to the safety and health of mine workers.

In March 2023, CDC will begin the planning, design, and construction process for the underground mine safety research facility. CDC anticipates the facility to be completed approximately three years after construction begins.

The acquired site includes approximately 465 acres located off U.S. Route 219 in Randolph and Pocahontas Counties near Mace, West Virginia, and will replace the former Lake Lynn Experimental Mine in Fayette County, Pennsylvania.

NIOSH will now be able to conduct critical research that had to be suspended or redirected after the closing of the Lake Lynn laboratory, said Josh Bornstein, M.P.A., Director of CDCs Office of Safety, Security, and Asset Management. Building this facility supports CDCs master-plan goals to modernize existing laboratory space where economically and programmatically feasible, and to construct new facilities when required.

NIOSH plans, directs, and coordinates a national program to develop and establish recommendations for occupational safety and health standards. NIOSH also conducts research and training, provides technical assistance, and performs related activities to ensure safe and healthful working conditions for every working person in the United States.

For more information about NIOSH please visit NIOSHs website.

Follow this link:
CDC Acquires 465-Acre Site in Mace, West Virginia for Research ... - CDC

The U.S. Army Corps of Engineers Jacksonville District invites Project Delivery Team members, stakeholders, partners, and members of the public to attend a virtual Project Delivery Team (PDT) Meeting for the Biscayne Bay and Southeastern Everglades Ecosystem Restoration (BBSEER) Project study on Tuesday, April 4, 2023, from 1 to 4 p.m., AND requests RSVPs for In-Person (Hybrid) back-to-back PDT Meetings Thursday, April 27 from 8:30 a.m. to 5 p.m., and Friday, April 28, 2023 from 8:30 a.m. to 3 p.m., at the South Florida Water Management District Headquarters at 3301 Gun Club Road in West Palm Beach.

Please join the BBSEER Project Delivery Team on Tuesday, April 4, 2023, as we evaluate Round 2 alternatives, said April Patterson, BBSEER Senior Project Manager. The BBSEER team will review model results, assess findings using eight ecological performance measures to determine benefits and calculate habitat units. An in-person workshop will be held on April 27 and 28, 2023, at the South Florida Water Management District Office in West Palm Beach for the team to formulate the Round 3, Final Array of Alternatives. BBSEER alternative plans are intended to restore freshwater flows to terrestrial and coastal wetlands in Biscayne Bay and the Southeastern Everglades.

Please join the Biscayne Bay and Southeastern Everglades Ecosystem Restoration Project for a virtual Project Delivery Team (PDT) Meetingon Tuesday, April 4, 2023, from 1 to 4 p.m.

Details: https://www.saj.usace.army.mil/BBSEER/

If you have any questions, please send an email to BBSEERComments@usace.army.mil.

Virtual Meeting Instructions:

BBSEER PDT MeetingTuesday, April 4, 2023, from 1 to 4 p.m.Webex Login: https://usace1.webex.com/meet/April.N.PattersonMeeting Number: 199 320 6340Call-in toll-free number: 844-800-2712Call-in number (ATT Audio): 669-234-1177Access Code: 199 320 6340

BBSEER Meeting Objectives:

TENTATIVE AGENDA

BBSEER Hybrid In-Person and Virtual Project Delivery Team Meetings April 27 and 28

USACE requests RSVPs for in-person BBSEER Project Delivery Team Meetings on April 27 and 28, with a virtual option.

The U.S. Army Corps of Engineers Jacksonville District requests RSVPs for two back-to-back in-person Project Delivery Team (PDT) Meetings for the Biscayne Bay and Southeastern Everglades Ecosystem Restoration (BBSEER) Project study on Thursday, April 27, and Friday, April 28, 2023, at the South Florida Water Management District Headquarters at 3301 Gun Club Road, West Palm Beach, Florida 33406. There will also be a virtual option available for those unable to attend in-person.

The BBSEER team is looking forward to discussing changes to Round 2 alternatives that provide better distribution to Biscayne Bay, the Southern Glades, and eastern panhandle of Everglades National Park, and many other concepts and measures for entry into Round 3 of modeling, said Brad Foster, BBSEER Senior Planning Technical Lead.

Please join the Biscayne Bay and Southeastern Everglades Ecosystem Restoration Project Delivery Team (PDT) for back-to-back in-person and virtual (hybrid) meetings with break-out sessions at the South Florida Water Management District Headquarters at 3301 Gun Club Road, West Palm Beach, Florida 33406, on Thursday, April 27 from 8:30 a.m. to 5 p.m., and Friday, April 28, 2023, from 8:30 a.m. to 3 p.m.

IF YOU PLAN ON ATTENDING THE IN-PERSON MEETING AT THE SFWMD HEADQUARTERS ON APRIL 27 and 28, 2023, PLEASE RSVP to nniemeye@sfwmd.gov WITH YOUR NAME AND AFFILIATION AT YOUR EARLIEST CONVENIENCE (recommended subject: RSVP for BBSEER Apr 27 and 28, 2023 In-Person PDT Meeting).

There will also be a virtual option for those unable to attend in-person.

BBSEER HYBRID PDT Meeting (Breakout Groups)Thursday, April 27, 2023, from 8:30 a.m. to 5:00 p.m.WebEx Login:https://usace1.webex.com/meet/jennifer.h.johnCall-in toll-free number: 844-800-2712Access Code: 199 320 6340##

TENTATIVE AGENDAApril 27, 20238:30 a.m. to 5 p.m.

BBSEER HYBRID PDT Meeting (Final Breakout Groups)Friday, April 28, 2023, from 8:30 a.m. to 3:00 p.m.WebEx Login: https://usace1.webex.com/meet/jennifer.h.johnCall-in toll-free number: 844-800-2712Access Code: 199 320 6340##

TENTATIVE AGENDAApril 28, 2023, from 8:30 am. - 3 p.m.

The U.S. Army Corps of Engineers (USACE) is in the planning phase for the Biscayne Bay and Southeastern Everglades Ecosystem Restoration (BBSEER) Project, an important part of the Comprehensive Everglades Restoration Plan (CERP). The South Florida Water Management District (SFWMD) is our partner as the non-federal sponsor for this project.

The BBSEER Study is focused on formulating plans to restore parts of the south Florida ecosystem in freshwater wetlands of the Southern Glades and Model Lands, the coastal wetlands and subtidal areas, including mangrove and seagrass areas, of Biscayne Bay, Biscayne National Park, Manatee Bay, Card Sound and Barnes Sound. These areas have been affected by over-drainage and by large-volume freshwater releases from canals, such as the C-111 Canal. As part of the study, the USACE will publish information in a Draft Integrated Project Implementation Report (PIR) and National Environmental Policy Act (NEPA) document.

To meet BBSEER objectives, this study will identify, consider, and assess a comprehensive list of features and operational changes. The features and operational changes may include, but are not limited to, canal plugs and backfilling, structure removal, conveyance features, stormwater treatment areas, reservoir and storage areas, seepage capture, treated wastewater, new levees or berms and controlled burns. During the study, additional measures may be added, and project locations and dimensions will be specified in the draft integrated PIR/NEPA document.

Similar to other CERP studies where multiple components are combined into one planning effort and Project Implementation Report, the BBSEER Study will also include more than one CERP component. The BBSEER Study will begin with six CERP components identified in the 1999 study known as the Restudy or Yellow Book. These components include:

For additional information regarding the project, please visit the project webpage http://www.saj.usace.army.mil/BBSEER

View the Biscayne Bay and Southeastern Everglades Ecosystem Restoration Project (BBSEER) Fact Sheet at https://usace.contentdm.oclc.org/utils/getfile/collection/p16021coll11/id/5451

The Everglades ecosystem encompasses a system of diverse wetland landscapes that are hydrologically and ecologically connected across more than 200 miles from north to south, and across 18,000 square miles of southern Florida. In 2000, the U.S. Congress authorized the federal government, in partnership with the state of Florida, to embark upon a multi-decade, multi-billion-dollar Comprehensive Everglades Restoration Plan (CERP) to further protect and restore the remaining Everglades ecosystem while providing for other water-related needs of the region.

The BBSEER Study is the first CERP Study to incorporate the evaluation of sea level change early in the planning process and is the next important step for CERP.

Continued here:
USACE announces virtual BBSEER Project Delivery Team Meeting ... - saj.usace.army.mil

The Iraq War began on March 19, 2003, when U.S. planes and warships based in the Persian Gulf hit targets within Iraq with a barrage of Tomahawk missiles. The next day, the ground phase of the war started when the first of some 160,000 U.S. troops entered Iraq.

The invasion was swift and successful. During the first week, Marines encountered heavy resistance near the southern Iraq city of Nasirayah, which the Marines called the wild west. By April 9, after a six-day battle, U.S. forces captured Iraqs capital of Baghdad. By May 1, President George W. Bush declared that the first phase of the war was complete.

The following is a recount of the initial fighting that led to the capture of Baghdad.

Marine Cpl. Edward Chin of 3rd Bn., 4th Marines, covers the face of a statue of Saddam Hussein with a U.S. flflag before toppling the statue on April 9, 2003, in downtown Baghdad. The Marines were helped by jubilant Iraqis, signaling the end of Husseins reign. AP photo by Jerome DelayFIERCE FIGHTINGSome 100 miles north of Kuwait, Nasiriyah was not a priority when U.S. troops began advancing toward Baghdad. The Armys 3rd Infantry Division bypassed the city of 500,000 people, leaving it for U.S. Marines to secure. But Marines encountered unexpected resistance, resulting in days of intense fighting and mounting casualties.

The trouble started March 23, after advance elements of the 3rd Division had passed through Nasiriyah and the 2nd Marine Expeditionary Brigade moved in. Marine Task Force Tarawa began taking fire as it entered the city just after dawn. A six-hour battle ensued, ending after Marines called in air support. Nine Marines were killed, and 40 were wounded.

The fighting was fierce and frustrating, as Iraqi militiamen employed some of the first deception tactics of the war. They would indicate a desire to surrender, sometimes even with a white flag, then open fire on U.S. troops. They dressed in civilian clothing; they jumped out of buses and taxis and fired from behind women and children, preventing Marines from firing back.

When we came here, we were told everybody wants to surrender; nobody wants to fight, said Marine Cpl. Lames Lis. Now [Iraqi civilians] wave at me, and I wave back through my rifle sight.

Army Lt. Gen. John Abizaid underscored Liss comment: We will be much more cautious in the way we treat the battlefield as a result of these incidents.

Nasiriyah was coveted by the U.S. because a pair of bridges helped U.S. forces cross the Euphrates River on their way to Baghdad. The resistance met there was a surprise. According to The Washington Post, U.S. strategy was to move as quickly as possible toward Baghdad, leaving potentially difficult situations in the south for later resolution. But the Iraqi strategy of guerrilla attacks to draw troops into urban combat left Americans facing the enemy in the middle and rear of armored columns, in addition to the front.

AMBUSH ALLEYAlthough Nasiriyah was considered a strategic success early on (hundreds of tanks, armored vehicles, fuel trucks, Humvees and other vehicles were moved through), the battles remained intense for more than a week.

Nasiriyah was supposed to be a six-hour firefight, said Marine Gunnery Sgt. Tracy Hale on March 27. Its already been five days. Five days of 24-hours-a-day, nonstop shooting.

The constant Iraqi fire from all around led Marines to call the southern entrance into the city Ambush Alley. Some days were worse than others: March 27 saw 120 Marines under fire, losing 15 Humvees and seven-ton trucks and suffering some 60 wounded. The firefight was so fierce, the Marines were forced to call in artillery on their own position, jumping over a nearby wall for cover.

As characterized by Col. John Coleman, Its the Wild West. We control what we want to control, but its not a very safe place. That situation soon changed. Nearly 30 American Marines and soldiers including members of the 507th Maintenance Company were killed in fighting in and around Nasiriyah.

From the beginning of the war in Iraq, the battle for the capital city of Baghdad loomed in the distance. As U.S. troops making their way toward the city met limited resistance from Iraqi forces, a fierce confrontation in Baghdad seemed imminent.

The Armys 3rd Infantry Division and the Marines 1st Infantry Division took western and eastern routes, respectively, from Kuwait, converging on the city in early April. While the Republican Guard and Fedayeen did fight back against GIs entering the city, firefights were isolated and Iraqi defenses ineffective.

The long road to Baghdad had come to an end, and the city fell in just a matter of days.

The first American troops to reach Baghdad were members of the 3rd Infantry Division. They set a western course for Baghdad, moving rapidly through the desert to avoid populated areas.

The 30-mile trip took the division 17 days, though its speed pushed troops and equipment to the limit, according to The New York Times, stretching supply lines dangerously thin. Its avoidance of cities also opened it up in the rear to harassment from Iraqi paramilitary groups, such as those that plagued the Marines in Nasiriyah.

But the division completed its historic journey, pushing through the Karbala Gap and occupying Baghdads international airport.

The push through Karbala was the 3rd Divisions first major conflict in its advance into Baghdad, and by March 31, it was assembled outside the city.

The plan was to press on to Baghdad through Karbala Gap, a mile-wide stretch between the Euphrates River and a reservoir. Attack Co., 3rd Bn., 7th Inf. Regt., and two tank companies seized a bridge across the Euphrates near Hindiyah, igniting a seven-hour firefight while the rest of the division poured north through the Karbala Gap.

Elements of the division assaulted the airport on April 3, while others patrolled the outskirts of the city.

The airport fell easily to Army control, and the first American plane, an Air Force C-130, landed there on April 7, opening it to use as an American airfield.

Army troops were poised at Baghdads door, awaiting orders to invade.

WITH THE OLD BREEDThe Marines 1st Divisions trip to Baghdad was perilous, as Iraqi paramilitaries continually nipped at their heels as they passed through cities such as Nasiriyah and Kut. Forces assembled near Baghdad, ready to invade the city when ordered.

The morning of April 7 brought action in many areas of Baghdad. The 7th Marine Regiment encountered isolated firefights as it progressed slowly into the capital from the southeast.

The enemy is seeking to disrupt our movements by controlling key bridge crossings and the like, said Maj. Dan Healey, commander of B Co., 1st Bn. So we are rooting them out now.

The strategy, according to commanders, was to demoralize the scattered Iraqi troops and prevent a prolonged guerrilla campaign.

During their advance, Marines came upon a sprawling industrial complex they suspected was being used as the base of resistance. They spread out among the buildings, engaging in a half-hour firefight that left no U.S. casualties. It did, however, lead to the discovery and destruction of 10 Iraqi anti-aircraft guns.

At the same time, the Armys 3rd Bn., 15th Inf. Regt., 2nd Bde., 3rd Inf. Div., ran into heavy fire while holding on to a cloverleaf in the southern part of Baghdad. The convoy of Bradleys, Humvees and support vehicles began receiving fire from the north as it approached the cloverleaf. Soldiers engaged, and any vehicle that approached from the north was destroyed.

THE HEART OF THE CITYThe battle for the heart of Baghdad began and ended on April 8. U.S. tanks left the presidential compound that morning for the city streets, firing at theInformation Ministry and Iraqi broadcasting headquarters and receiving heavy rocket, machine-gun and mortar fire in return.

Marines on the southeast edge of the city were planning a bridge crossing into the suburbs when they came under artillery fire. An amphibious assault vehicle was hit, killing two Marines and injuring four.

The men pushed across the bridge on foot (partly blown, it was unable to support tanks), expecting resistance on the other side. But all they found were bunkers, as Time magazine reported, empty save for abandoned gear and piles of Iraqi army boots.

They continued on deeper into the city, covered by American snipers on rooftops, but on edge as their enemy remained curiously elusive.

Marines supported by Apache helicopters seized control of the Al Rashid military base southeast of Baghdad.

The New York Times reported that by the end of the day, U.S. forces controlled several of [Saddam Husseins] palaces, at least six ministries, the main Baghdad railway stations, the Al Rashid hotel, the Parliament building, the governments main conference center and the principal government broadcasting headquarters.

By nightfall, Iraqi resistance had died away. By the morning of April 9, it was clear that Husseins rule was over. U.S. tanks drove down the city streets, encountering only Iraqi civilians, many smiling and cheering. Marine and Army units swept through the city, according to CBS News, seizing or destroying buildings that once housed feared Iraqi security forces.

Marines drove into the city center and helped a group of jubilant men pull down a large statue of Hussein. Though the toppling did not indicate an end fighting (some of the heaviest air strikes of the campaign took place later that evening, and sporadic fighting continued for several days), it did signify the end of the Saddam regime.

That day, the city was officially out of Husseins control, and on April 14, the Pentagon declared all major combat had ended.

After three weeks of anticipation, U.S. forces entered Baghdad prepared for the fight of their life. But the 32,000 combat sorties and 20,000 bombs used to pummel Iraqi forces throughout the country essentially did the job for them.

The feared street-by-street urban combat was mostly unnecessary, and by April 20, just one month after the warstarted, U.S. troops began withdrawing from Baghdad.

During the three-week campaign in Iraq, the 3rd Division lost 34 soldiers killed and the 1st Marine Division at least 24 men.

This article is featured in the March 2023 issue of VFW magazine, and was written by the editors of VFW magazine.

Here is the original post:
20 Years Later: Recalling the US Invasion of Iraq - VFW