De-Icing Fluid in Africa — Lessons from a Misunderstood Mission

In the spring of 2002, during my first deployment in support of Operation Enduring Freedom, I found myself at the center of a logistical mystery that would leave me humbled, wiser, and with a better understanding of how complex systems really work.

Our C-130 crew was stationed in Muscat, Oman—living in tent cities, flying night missions into Afghanistan, and running occasional supply routes throughout the Persian Gulf. Amid long nights and scorching days, one of our scheduled “Bravo Alerts” (standby days for unplanned missions) seemed like an ideal break from combat operations. That is, until the call came.

We were tasked with a flight to Djibouti—a small country on the Horn of Africa—to deliver two full pallets of… de-icing fluid.

Wait, what? De-icing fluid? In Africa? In summer?

That was the collective reaction from our crew as we reviewed the cargo manifest. The barrels were clearly marked: “FLUID, AIRCRAFT - DEICE,” labeled corrosive, and fully loaded. In the 100+ degree heat of Oman, this cargo made no sense. And Djibouti, located just north of the equator, wasn’t exactly known for snowstorms.

I marched over to the Air Terminal Operations Center, convinced this was a bureaucratic mistake. But I was quickly informed the mission had been approved at the highest levels—the Joint Chiefs, no less. The urgency, the official priority code, and the tight coordination all indicated this wasn’t a casual mix-up. Still skeptical, I bet $10 we’d be bringing it back later that day.

Fast forward a few hours—we land in Djibouti.

We were met by eager Marines and a grateful airfield manager who excitedly radioed someone named Tom to let him know his precious cargo had arrived. My sarcastic quip—“Bet you were hoping for de-icing fluid today!”—landed flat. Because, incredibly, they were hoping for de-icing fluid.

Turns out, their MH-53 Super Stallion helicopters had been grounded. The regular degreasing agent used to clean their tail rotor hubs—critical to flight—was on backorder. So the team found a workaround: de-icing fluid. Ethylene glycol, the main ingredient, works just as well for dissolving grease in this context. They had been waiting over a week for the shipment.

We were stunned. What we thought was a classic case of military waste turned out to be a practical, mission-critical solution executed by Marines who thought outside the box. And we had nearly refused to fly it.

What did I learn from delivering de-icing fluid to Africa? Plenty.

1. See the Bigger Picture

   
   

   It’s easy to criticize decisions from afar when you don’t have all the context. Our mission had priority from the Joint Chiefs, and rather than dig deeper, I let my assumptions take over. Leadership isn’t about having all the answers—it’s about asking better questions and being open to perspectives you don’t immediately see.

   
   

2. Trust the Process

   
   

   Complex systems—especially in the military or in business—are designed to work most of the time. The fact that a mission didn’t make sense to me didn’t mean it wasn’t right. When you follow the process faithfully, you build trust and resilience. Focus on consistency over control.

   
   

3. Respect the Variables Outside Your Control

   
   

   I didn’t know who requested the mission or why. I didn’t understand how de-icing fluid could be used in a hot, sandy climate. But that didn’t mean there wasn’t a good reason. In leadership and operations, trust the people behind the curtain—you’re often just one node in a much larger web.

   
   

4. Seek the Simple Solution

   
   

   The Marines’ creative use of de-icing fluid reminded me that innovation doesn’t always come from fancy technology. Sometimes, it’s about asking, “What do we need this to do?” and letting go of rigid definitions. Simplicity cuts through complexity.

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That day, I added another red pushpin to my map at home—marking my first landing on the African continent. But more than that, I gained clarity about working within big systems, trusting your team, and not letting pride cloud good judgment.

So yes, sometimes the system does work. You just have to stop assuming it’s broken long enough to see why it’s there.

— Marc Ayala, Founder of Second in Command Consulting

Former C-130 Pilot | Military Leader | Business Strategist