Andy McNab pt.2

Andy McNab joined the infantry in 1976 as a boy soldier, becoming a member of the SAS in 1984. He served in B Squadron 22 SAS for ten years and worked on both covert and overt special operations worldwide, including anti-terrorist and anti-drug operations in the Middle and Far East, South and Central America and Northern Ireland. Now a best-selling author and multimillionaire, he talks shop with Miranda Likeman...

Did you consider the SAS involvement in the first Gulf War as a bit of a disaster because of the lack of preparation for combat on that terrain?

No, far from it. There is a misconception about Special Forces – that they know everything. They don’t. Part of the reason they exist is to find things out. The Gulf War was the first time the regiment was used as a whole group, so there wasn’t enough kit, simple as that. But once the scuds starting flying into Israel, there was a two week window where Israel said they wouldn’t join the war, because if they joined in the Alliance would crumble, all that sort of stuff. But we stopped the scuds firing in 9 days. So it was a success.

Still from Bravo Two Zero the movie, starring Sean Bean

Have you worked with less intel than what you worked with on the Bravo mission?

Most jobs are like that. During the Falklands war in Argentina, they were going in with Michelin maps of fine dining restaurant guides trying to find out how to get into the marine bases. The army is like, if we have the information, you have it, but if we don’t and you don’t like it, well get out. You’re a volunteer. The spooks sometimes get the info, sometimes they don’t. Because of the rush, you sometimes just have to get out there. You have got to get on with it. I know of a Major who was moving too slow for the sergeants in his group, so they called in a chopper and flew him out. He was home in 2 days. He was sacked. You have just got to do it.

Do you blame yourself for anything that occurred on that mission?

No I don’t blame… because all you do is the best you can at the time with the information you’ve got. Ultimately, somebody has got to make a decision. Everyone understands that, gives the responsibility to you, and if it’s wrong, it cocks up, but if it’s right, great. But somebody has to make a decision. Some decisions I made on the ground, in hindsight, were wrong – but the majority of them were right.

The integrity of the group isn’t maintained if they don’t all follow orders, and then you have more chance of dying. You’re only there making those decisions because they want you there in the first place. Argue about it at the end of the day if you’re still alive. It’s not a science – there is no control on the ground. All you can do is take what you think you know at the time and make a choice. If you start second guessing yourself and saying ‘I’ve done this wrong, I’ve done this right’ you can’t do the next job. If you make an almighty cock up, you get kicked out of the organisation itself. If you do a job and suffer 20% casualties, that’s a success, because it is under 50%. That’s what soldiers do.