Tag: U.S.

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NATO Isn’t Breaking. It’s Being Repriced.

Introduction

On 12 April 2026, President Trump announced a move to close the Strait of Hormuz effectively, but with a twist. This isn’t a literal blockade of all shipping. It’s a coercive strategy aimed at undermining Iran’s ability to control and monetize the strait. However, those in the EU, particularly Britain, do not agree. Sky News quoted a British government spokesperson who stated, “We continue to support freedom of navigation and the opening of the Strait of Hormuz, which is urgently needed to support the global economy and the cost of living back home”, the spokesperson said, according to Sky News. “The Strait of Hormuz must not be subject to tolling”, the official added.

The current tension has put the alliance’s unity to the test.

As the United States is moving toward enforcement. The EU is signaling restraint. The question is whether NATO can hold together under pressure.

That is the wrong question.

Understand that NATO is not on the verge of collapse—at least not yet. It is not even necessarily weakening in the conventional sense. What we are seeing instead is a shift in how the alliance functions under stress.

The issue is not whether allies agree.

It is whether they are willing to pay.

Because beneath unity and cooperation, a more basic dynamic is emerging: Security is no longer assumed. It is being priced.

This is not just a temporary disagreement over Iran, maritime enforcement, or escalation risk. Rather, it is a shift in how alliances work when the costs of keeping things running get unevenly distributed.

The United States is not asking for support.

It is attempting to preserve control over the system that governs the movement of energy, capital, and coercion—and to determine who bears the cost of enforcing it.

Europe, for its part, is trying to preserve that system while limiting its exposure to escalation and domestic political risk.

Those positions overlap.

But they are not the same.

And the gap between them is where the real change is taking place.

Before proceeding, a brief clarification of what is meant here by “the system.”

The system is the U.S.-led framework that keeps global trade, energy flows, and financial exchange functioning. It is an order the United States pays to enforce—and expects others, particularly within NATO, to help sustain rather than free-ride on.

Strategic Level — System Over Solidarity

The United States is not trying to “get Europe to help.”

That framing is too narrow.

What it is trying to preserve is control over the system that governs the movement of energy, capital, and coercion. The Strait of Hormuz is not just a geographic choke point—it is a test of whether that system can still be enforced under pressure.

From Washington’s perspective, Europe supports open sea lanes—but hesitates to enforce them when contested. Washington’s question for the EU or NATO is, “What are you worth?”

The issue shifts from disagreement to imbalance. Imbalance creates uncertainty—and uncertainty sends mixed signals. A system built on credibility, mixed signals become a liability.

The question now becomes: who pays to maintain the system?

U.S. strategy has to shift under those conditions. From alliance cohesion to enforcement; from shared values to cost distribution; and from unity to tiered participation.

This does not mean abandoning the alliance.

It means redefining it in functional terms.

In some respects, this begins to resemble older political structures more than modern alliances. Not in form, but in behavior. A loose collection of states, unequal in capacity and commitment, cooperating when interests align, diverging when costs rise. At times unified, at other times fragmented, they are constantly negotiating their place within the larger system.

The pattern is familiar, but the comparison is not exact.

Operational Level — Coalition, Not Community

Operationally, the alliance is still holding together. But it’s starting to split into different roles — some countries stepping up, others stepping back.

Willingness to act begins to matter more than formal membership.

In practical terms:

1. The core group (U.S., UK, FRA, DEU, etc.) conducts enforcement operations, deterrence, and escalation management.

2. The secondary group (NLD, SVK, HUN, etc.) contributes indirectly through escort missions, intelligence, and stabilization.

3. All others remain politically aligned but operationally absent.

Collapse?

No.

But a task-organized alliance.

Uniform participation?

No.

Selective contribution.

Pay to play, in one sense.

Political Level — Negotiated Obligation

Politically, the shift is visible.

European governments emphasize restraint and legality. The United States emphasizes credibility, deterrence, and enforcement. Both positions are valid and rational within their respective frameworks.

However, those two approaches do not always line up. And when they do not, the whole character of the alliance starts to shift. What used to be treated as firm, agreed-upon obligations are now quietly renegotiated — made conditional, hedged, or even reversible depending on the moment. Support is no longer something you can count on. It gets evaluated, case by case.

Not in the abstract sense — but in terms of cost:

What does this require?

What does this risk?

What does this return?

The alliance begins to resemble a market. Not because countries have become mercenaries, but because the value of commitments is no longer taken for granted.

Economic Level — Coercion Without Participation

The final layer is economic—and it is decisive.

European states may choose to limit their military role. But they cannot opt out of the system’s economic consequences.

Disruptions in Hormuz translate into:

Energy price volatility

Industrial strain

Insurance and shipping cost increases

Even without direct participation, costs are still imposed.

From a U.S. perspective, this creates leverage.

If allies do not contribute to enforcement, they will still experience the consequences of instability—and may be compelled to align through financial, industrial, or regulatory pressure.

In this sense, strategy extends beyond military action.

It becomes systemic.

NATO is not breaking.

NATO is adapting to pressure in a way that reveals something deeper about how alliances function when costs rise.

The question is no longer whether allies agree—it is whether they are willing to contribute, and at what level.

That shift changes the character of the alliance—not in form, but in function.

What was once assumed is now negotiated.

What was once shared is now distributed.

What was once taken for granted now has a price.

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Pressure Without Victory: The Strategic Stalemate with Iran

Introduction

This is a follow-up to my last article titled What Would War with Iran Look Like?, published on February 25th, 2026. In that article, I outlined what a conflict with Iran might look like militarily and strategically.

In this somewhat shorter article, I want to examine what has actually been done strategically and tactically since then, among other things. What has become increasingly clear is that pressure campaigns do not necessarily produce strategic collapse. In many respects, they work exactly as intended, yet the outcome remains unresolved.

So let’s first examine the U.S. pressure architecture.

U.S. Pressure Architecture

With any nation the United States puts in the crosshairs, it essentially becomes part of a pressured network. So what do I mean by this? What exactly do I mean by U.S. pressure architecture?

Let’s start with economic pressure. What does the United States do first?

Sanctions.

Sanctions are economic, non-military punishments. Think of them as trade bans, asset freezes, financial transaction blocks, travel restrictions, arms embargoes, or even export controls imposed by one or more countries. This is often led by the United States, the UK, the EU, or the UN against a particular country. So basically, take Iran. You have certain groups or individuals pressuring them into changing their behavior—whether that means stopping aggression, halting a nuclear program, addressing human rights abuses, or ending support for terrorism—without actually going to war.

SWIFT exclusion: if you don’t know what that means, it stands for the Society for Worldwide Interbank Financial Telecommunications. SWIFT basically removes you from the global WhatsApp group that banks use to send each other money. Suddenly, your international payments just bounce with a big “user not found” error.

This brings us to energy export restrictions. An example would be Russia. Because of sanctions, Russia is often forced to sell its oil—especially crude—at steep discounts. Sometimes prices fall $10 to $30 per barrel below global benchmarks like Brent crude because buyers know Russia has fewer options and faces higher risks and costs from sanctions.

And lastly, secondary sanctions.

Secondary sanctions, in a nutshell, are when the United States tells foreign banks and companies worldwide: if you keep doing major business with Russia’s military suppliers or Iran’s oil sector, we’ll cut you off from the U.S. financial system—even if you’re not American and the deal technically has nothing to do with us.

Take Russia again as an example. Outside firms helping Russia’s war economy have been forced to drop deals to avoid losing access to dollars and U.S. markets. For Iran, it’s a classic case of non-U.S. banks having to choose between Iranian oil trade and their U.S. correspondent accounts, massively slashing Iranian export revenues.

This brings us now to military pressure, much of which I discussed in my last article: precision strikes, carrier groups, airpower, and ISR surveillance. That in turn overlaps with cyber and intelligence pressure, including cyber operations, assassinations, intelligence disruption, and infrastructure sabotage.

To make all of this work, the United States usually relies on outside help. When it comes to Iran, Washington has been fairly effective at regional containment through Israel, the Gulf states, maritime patrols, and missile defense networks.

All of these arrows point toward Iran.

Why?

Because the objective is the systemic degradation of Iranian power.

IRAN

This brings us to the article’s target: Iran. When it comes to the Iranian regime, you cannot look at it as a single knot. Rather, think of it as multiple smaller circles connected together and labeled. You have the Islamic Revolutionary Guard Corps, the Qods Force (lit. “Jerusalem Force”), the political leadership, the energy economy, the security apparatus, and ideological legitimacy. All of these represent what is essentially a distributed internal structure.

Iran’s Distributed Response

Iran’s distributed response radiates outward rather than pointing inward. Now, what do I mean by that?

Let’s start with the proxy-warfare network they maintain: Hezbollah, Iraqi militias, the Houthis, Syrian militias, and Palestinian groups. Iran has a rather large network of proxies outside its borders that it can rely on. And it is without a doubt that many of these proxies have networks of their own. They also do not have to be kinetic all the time.

Then there is Iran’s economic adaptation: the shadow oil fleet, China trade networks, smuggling routes, and sanctions evasion. All of these have helped fund the Iranian regime and continue to do so.

So what is Iran’s strategic deterrence in all of this? They rely heavily on missiles—lots of them—and drones as well, which allow for maritime disruption. Think of the Strait of Hormuz. Iran still maintains leverage there.

The reason Iran has been so effective overall, and why it has not really been nudged off course, appears to lie in a combination of nationalism, revolutionary ideology, and a deeply entrenched anti-Western narrative.

The bottom line in all of this is that when it comes to Iran, persistent strategic friction is neither victory nor collapse. It is simply continuous pressure and adaptation.

Taliban commanders once made the point clearly: “You have the watches, but we have the time.” Ambassador Ryan Crocker later echoed this sentiment when discussing Afghanistan: “Americans have the watches; the Taliban have the time—we ran out of patience… Failing to be ready to stay the course is a huge problem for American diplomacy.“

The same logic applies to Iran.

The United States and its allies may have the watches, but Iran has the time. They have been waiting it out since 1979, and it appears they are prepared to keep doing so.

However, I could be wrong.

Conclusion

The problem facing the United States is not the pressure campaigns. It’s not that pressure campaigns fail. Frankly, it’s the opposite. In many respects, they succeed. Take Iran, for instance. Iranian infrastructure is degraded, leadership figures are periodically eliminated, and the economy is continually squeezed, if not in some ways obliterated. On paper, therefore, Iran has already been defeated. But the difficulty lies elsewhere.

Understand that the Iranian system was never built around a single center of gravity that could be struck or collapsed. Instead, it resembles a distributed hydra, so to speak, capable of absorbing blows while shifting pressure outward through its proxies.

Economic adaptation under pressure produces ripple effects. As Iran scrambles to safeguard what strategic assets remain after repeated strikes, it doubles down on asymmetric pressure through its proxy networks across the region. This, in turn, forces surrounding markets and actors to adapt as well, spreading the disruption horizontally across the broader system.

What emerges is not victory, but a form of strategic fiction—sustained through a persistent pressure war in which neither side achieves decisive results, yet neither side disengages. Frankly, what we have here is a strategic standoff that could potentially put the broader global economy at risk.

There are two ways to look at how both the U.S. and Iranian systems are designed. The United States system is built for the decisive degradation of centralized adversaries. The Iranian system is built for distributed survival.

Both systems function exactly as designed. The result is strategic stalemate.