Secret Locations

Paul Bennewitz photo of ETV at Wirt Canyon near Dulce NM - Lg

[ IMAGE ( above ): Special motion picture film and photographic imaging equipment caught this particular near still image of what Paul Bennewitz obtained certain information about ExtraTerrestrial Vehicles ( ETV ) passing in-to and out-of this particular solid rock face mountain at Wirt Canyon near Dulce, New Mexico, USA ( click on image to enlarge ) ]

Secret Locations
by, Kentron Intellect Research Vault ( KIRV )

March 17, 2011 11:08:42 (PST)

NEW MEXICO, Santa Fe – March 17, 2011 – Paul Philip Schneider, a mechanical engineer, was no slouch but a patriotic ex-military American who was found garroted to death shortly after publicly exposing a work-site area near the Archuleta Mesa ( between Colorado and New Mexico ) where an event occured while he worked under ‘contract’ for MORRISON-KNUTSON INC. that upon instructions from the Los Alamos Scientific Laboratory ( LASL ) Geosciences Division – now known as – Los Alamos National Laboratory ( LANL ) caused him to be sent down an ‘old nuclear bomb borehole’ ( see further below about “Nuclear Fracturing” ) he claimed was located in a ‘remote area of northern New Mexico’ where his mission was to discover why huge plumes of ‘black soot’ were forcefully being shot up into the atmosphere’ at an active drill site where his team was located.

Paul Philip Schneider 8

Schneider, by his own accounts, claimed the black soot atmosphere smelled like a sulphuric gas lingering in the air all around the drill-site, but who ever heard of a ‘carbon atmosphere’ of ’black sulphur gas’?

It is still seriously doubted if Phil Schneider knew what was actually happening down in the cavern he was ordered into through the borehole.

Did Schneider, know:

– What those plumes of ‘black soot’ actually consisted of, and ‘why’ it was being ‘forcefully shot-out of the borehole’ with such ‘pressure’;?

– How a ‘huge cavern came to be made’ at the bottom of the borehole?

– What the ‘cavern had been filled with and why’?

– Why boreholes were ‘specifically directed to be drilled precisely where they were’?

From what has been able to be gathered from in-depth research, Schneider was apparently sent by KNUTSON to perform his role as a ‘mechanical engineering consultant’, who totally by accident discovered something beyond his wildest imagination – and many other’s too.

Schneider was lowered down one of the boreholes with an ‘armed black beret military team’ that surrounded him but he could not understand ‘why’ he had such escorts – except for some unknown military security reason he wasn’t cleared to know, and being ex-military, Schneider knew-better than to ask any questions, but to ‘do what was asked of him by his superior’.

Now comes the point within this report that information becomes incredibly bizzare, however by in-depth research Schneider’s claims ( below ) have been pulled somewhat back into ‘more detailed perspective’ by ‘incredibly related facts’ that existed long ago.

Schneider and the other armed U.S. federal military employees discovered a group of what Schneider claims were ExtraTerrestrial Biological Entities ( EBEs ) that he referred to as alien “Grey talls” ( 7-foot extraterrestrial aliens with a bluish purple bioskin color.

Once lowered through the borehole, a deep underground cavern appeared and this is when Schneider claims he instantly got off several rounds of his own ammunition ( from his sidearm pistol ) before being shot by some ‘blue beam of light’ – leaving him cut wide-open in the chest as having several fingers of his cut-off  from what the first ( 1st ) alien he encountered ( down there ) apparently aimed at him ( Schneider ).

Paul Philip Schneider 2

Paul Philip Schneider 7

Schneider further claimed that nearly sixty ( 60 ) U.S. government personnel and contractors lost their lives during this August 1979 ‘unpublicized event’ in what Schneider described having been involved-in an underground cavern filled with alien beings.

Hard to believe, I know because at-first I totally scoffed at Schneider’s claims being utterly ridiculous, until some unrelated research studied earlier portions of what Schneider claimed.

Years earlier ( 2002 ) I was exchanging communications with someone related to Paul Philip Schneider, on an entirely ‘different subject’ related to work his ‘father’ Oscar Schneider was involved-in with the U.S. Navy, and current research now dovetailed back to that which I was researching years ago surrounding a U.S. National Security Agency ( NSA ) ‘precious metals’ scientific recycling process that involved baking ore resulting in low-yield nuclear energy transmutation of material into high-yield elements.

It appeared from further studies that Oscar Schneider’s son, Paul Philip Schneider claims required further detailed clarifications, which he either could not perform earlier due to secrecy agreements with the U.S. government or he may have felt he should ‘not’ provide too many specifics for fear of breeching a “business agreement” he made with the U.S. government, however based upon current research beyond Schneider’s claims, incredible further facts go far beyond this report sufficient to at least warrant a suitable public release of information contained herein.

In 2002, Schneider’s intinately close friend sent me “Rhyolyte 47″ ( classified ) ‘official U.S. Navy documents’ pertaining to Paul Philip Schneider’s ‘father’, U.S. Navy Captain Oscar Schneider, who from his ‘military professional medical position’ became directly involved with “Project Blue Ship” ( also known as ) “The Philadelphia Experiment.”

Phil Schneider mentions that upon drilling “boreholes” the drill-site teams were experiencing “huge plums of black soot’ or “black dust” ( that stank ) and were being ‘rapidly ejected under pressure’ into the atmosphere, which also lingered near the ground, from within these underground hole locations they were being told to drill at.

None apparently knew ‘why’ or ‘how’ these odd occurences were taking place, or why they were drilling where they were.

Initial research indicates that “Nuclear Fracturing” ( 1962 – 2005 ) had been used earlier in ‘underground nuclear blasts’ for what was said to be “oil experimentations,” which was a U.S. government cover for underground testing of nuclear warheads subsequent to Russia having exploded what it called the “Tsar Bomba,” a 100-kiloton nuclear bomb that the U.S. later claimed only yielded 50-kiloton blast with a Circular Error Probability ( CEP ) range for death from irradiation up to 60-miles away from ground-zero.

Did previously ‘large U.S. oil reserves once exist’ until subsequently becoming nuclear blasted underground, creating both a ‘high pressure black oil carbon soot atmosphere’ and simultaneously creating these ‘huge underground caverns’?

Were “Grey” alien “talls” ( 7-foot ) provided with a ‘government secret atmospheric environment’ consisting of ‘large underground cavern living where they were the only ones able to breath a high carbon pressurized atmosphere consisting of gamma irradiated particle elements” derived from ‘earlier U.S. secret military underground nuclear Projects’ publicly called “Nuclear Fracturing”? If so, could an extraterrestrial alien agreement been reached secretly with the U.S. government?

Was the LANL / LASL Geosciences Division ‘borehole drillings’ “Hot Rock” Project – publicly revealed as only seeking ‘new geothermal energy alternatives’ only a ruse?

By ‘drilling boreholes’ ( in highly ‘specific remote locations’ where contractors were ‘told to drill’ ) did that ‘actually and instantly deplete’ all of the carbon dense atmosphere used by these Grey alien “talls” whom were thereby being killed down inside these caverns? If so, why would the U.S. government destroy what it must have worked so hard to build for these aliens?

Might another “aggenda” have entered determining a take over of those Grey tall ( 7-foot + ) aliens existence underground? If so, why were these “Grey talls” suddenly considered a “threat?”

There is only rumored mentions of a percentage reduction number of Grey talls ( aliens ) being sighted on Earth, whereas “Grey shorts” ( 4-foot to 5-foot tall ) are now only but rarely sighted so, were nearly 80% of the “Grey talls” actually “wiped-out” by ‘another alien species’ – as rumored?

Is there any truth to any of this and are there any other correlations worth researching to such deep underground military bases and caverns albeit for aliens or humans?

Why have ‘sophisticated landing strips’ on “Church of Scientology” ( COS ) ‘remote properties’ been purchased by its “Church of Scientific Technology” entity that has also built ‘sophisticated underground vaults’ and ‘sophisticated long tunnel systems’ that are ‘guaranteed to last 1,000 years’ equipped with ‘sophisticated nuclear blast-proof doors’ built to withstand any direct nuclear hit? All of these have been substantiated through my research and documented by satellite photos, facility diagramatics, and land parcel details and grant information on many of these COS / CST ‘remote installation properties’.

Related points to initially consider:

– Schneider claimed his work was on a Los Alamos National Laboratory ( LANL ) Project, that my research indicates was actually performed the name “Los Alamos Scientific Laboratory” ( LASL ) Geosciences Division”  within its geothermal ( volcanic magma ) “Hot Rock” Project during August 1979 or ‘likely earlier’;

[ IMAGE ( above ): Archuleta Mesa ( top ) where ( due south ) is Dulce, New Mexico ( click to read, enlarge image ) ]

– Schneider of KNUTSON worked at this Archuleta Mesa / Kit Carson National Forest (aka) Carson National Park work-site during the August 1979 alien event;

– Schneider possibly a ‘sub-contracted engineer’ ( like Keith Millheim of CER GEONUCLEAR CORP. ) working for KNUTSON ( Tulsa, OK ) performing what that industry refers to as “high risk construction contracts;”

– New Mexico site on the Archuleta Mesa / Kit Carson National Forrest – aka – Carson National Park ( New Mexico near Colorado border ), research land grants near Edith, Colorado and Blue Lake, New Mexico ( Indian land );

– KNUTSON, which Schneider claimed to have been working for, may have been a ‘specially named adjunct’ working out-of Area 51 / S4 ( Groom Lake, Nevada ) while Schneider travelled from to work at the Archuleta Mesa ( Edith, Colorado ) site. Could Schneider have been covering-up the exact location being actually in the Kit Carson National Forest Indian land of Blue Lake, New Mexico ) near Taos, New Mexico where the phonemena of the “Taos hum” is and all the UFO sighting northeast of Taos, which would place the UFO sightings directly over Indian land of Blue Lake, New Mexico;

– Check both work and worksite connections between EG & G CHANDLER ENGINEERING ( Tulsa, OK ) and KNUTSON ( Tulsa, Oklahoma ) on work-site contracts that took place during 1979 ( or ‘earlier’ ), in the area of the Kit Carson National Forest ( New Mexico ) and /or Archuleta Mesa ( New Mexico or southern Colorado ), performing an industry referenced “high risk construction contract;” and,

– Google Earth shows a ‘gigantic cave-in’ or ‘explosion hole from something’ where scattered atop is an unusual ‘broken and caved-in lattice pattern’ of ‘huge very-very long beams / tubes’ [ cavern / cave / tunnel support beam cylinders ] that appear ‘snapped like twigs’ and sunken into a remote cave-in area nearest Edith, Colorado of the Archuleta Mesa area.

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Part 2

COS CST & IGSS Brief Note –

Church of Scientology ( COS ) and Church of Scientific Technology ( CST ) New Mexico vault tunneling construction performed by INTERNATIONAL GROUND SUPPORT SYSTEMS ( Santa Fe, New Mexico ).

Note all ‘sub-contracts’, ‘consulting engineers’, ‘consulting architects’, ‘insurance companies’, and any other ‘related construction support firms’ for connections, between:

– INTERNATIONAL GROUND SUPPORT SYSTEMS ( Santa Fe, New Mexico ); – CER GEONUCLEAR CORPORATION of EG&G ( Las Vegas, Nevada 89114 ); – MORRISON-KNUDSEN INC. – aka – KNUTSON ( Las Vegas, Nevada ); – MORRISON KNUDSEN ENGINEERS – aka – KNUTSON ( Tulsa, Oklahoma ); – CHANDLER ENGINEERING of EG&G ( Tulsa, Oklahoma ); – Others ( e.g. AUSTRAL OIL, et al. ).

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PART 3 –

Nuclear Fracturing Projects –

Atoms for Peace program fails oilpatch testing. Atoms for Peace was a grand idea aimed at benefiting the world and was tested in the oilpatch. It never reached its potential in ‘industrial use’, however it did set an active alternative; accelerating the nuclear arms race between the U.S. and Russia.

– –

UNITED NATIONS ( UN ) – UNITED STATES President Dwight D. Eisenhower –

It kicked off on November 28, 1953 when the United Nations ( UN ) General Assembly asked the Disarmament Commission for suggestions to halt nuclear proliferation, 10-days later U.S. President Dwight D. Eisenhower addressed the UN General Assembly saying:

“The United States would seek more than the mere reduction or elimination of atomic materials for military purposes. It is not enough to take this weapon out of the hands of soldiers. It must be put into the hands of those who will know how to strip its military casing and adapt it to the arts of peace.”

– –

OPERATION PLOWSHARE ( 1972 ) –

In the United States, that effort kicked-off OPERATION PLOWSHARE – named for the Biblical passage that referred to turning swords into plowshares. The United States had high hopes for Operation Plowshare. It anticipated twenty-seven ( 27 ) nuclear programs using atomic devices for peace.

– –

– PANAMA – – NICARAGUA – – COSTA RICA –

Among those plans were proposals to use more than one-hundred ( 100 ) nuclear explosions to blast a 37 mile ( 60 kilometer ) long canal across the isthmus of Panama at San Blas.

Another plan would use at least 250 blasts for a 140 mile ( 225 kilometer ) canal on the Nicaragua Costa Rica border.

– –

– ALASKA –

PROJECT CHARIOT Cape Thompson, Alaska

Another, PROJECT CHARIOT, almost went into action that would have used several hydrogen bombs to blast out a harbor at Cape Thompson, Alaska in the Chukchi Sea about 75 miles ( 121 kilometers ) from the Russia border in the Bering Sea Strait.

– –

– NEVADA –

PROJECT SEDAN ( 06JUL62 @ 10:00 a.m. ) Yucca Flats, Nevada

Concerns over the native population reduced that to a 104 kiloton proof-of-concept blast called SEDAN at Yucca Flats, Nevada on July 6, 1962. The blast displaced 12,000,000 million short tons of dirt and released a 12,000 ft. high ( 3,660 meter ) radioactive cloud.

– –

– NEW MEXICO –

PROJECT GASBUGGY ( 10DEC67 ) Kit Carson National Forest ( New Mexico ) / Archuleta Mesa adjacencies: Dulce, NM; Blue Lake, NM; and, Edith, CO. LAWRENCE LIVERMORE NATIONAL LABORATORY ( Livermore, California ) U.S. ATOMIC ENERGY COMMISSION ( AEC ) EL PASO NATURAL GAS

Native American indians of the Tiwa tribe, continue cultural traditions to this day. Around 1903, by Executive Order, U.S. President Theodore Roosevelt took over 48,000 acres of Tiwa tribal land ( in the “Sangre de Cristo Mountains” of New Mexico ) making it the “Kit Carson National Forest” (aka) “Carson National Forest” in New Mexico. In 1970, by Executive Order, U.S. President Richard Nixon returned part of that land to the Tiwa tribe.

A ‘tribal disaster’ ( elsewhere ) was mentioned in an official U.S. Administration letter. Pull letter from existing files under Knights of Malta member Thomas Sawyer.

Kit Carson National Forest, Sangre de Cristo Mounbtains, Archuleta Mesa, and other names ‘narrow area’ of ‘work-site location(s)’ requiring ‘further research’:

– Jemez Plateau; – Jemez Mountains; – Fenton Hill, New Mexico <?> – UNION OIL ( Baca location ) or UNOCAL Geothermal Division ( Los Angeles, CA ); – Mayrsville <?> could be “Marysville” < sp ? >; – Coso; – LASL Geosciences Division; – ERDA ( Energy Research and Development Administration ) National Laboratories Division of Geothermal Energy ( DGE ); – Drilling Third ( 3rd ) Borehole ( code name: EE-1 )

Most of the real testing took place in the oilpatch, starting with PROJECT GASBUGGY – the first test aimed at releasing natural gas from tight sands and the first use of a nuclear device for industrial purposes.

It took place on December 10, 1967 in the Carson National Forest of New Mexico – about 90 miles northwest of Santa Fe, New Mexico and 25 miles southwest of the town of Dulce, New Mexico.

The U.S. ATOMIC ENERGY COMMISSION ( AEC ) was the oversight agency as LAWRENCE LIVERMORE NATIONAL LABORATORY ( LLNL ) and EL PASO NATURAL GAS ( EPNG ) conducted the test. They set off a 29 kiloton blast 4,240 ft ( 1,293 m ) underground in a tight shale. According to official figures, the blast created a cavity 80 feet ( 24 m ) wide and 335 feet ( 102 m ) high filled with gas. Unfortunately, the ‘gas was too radioactive’ to use. They didn’t stop there.

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– COLORADO –

PROJECT RULISON ( 10SEP69 ) Rifle, Colorado; CER GEONUCLEAR CORP. ( Las Vegas, Nevada ); Keith K. Millheim ( president of Strategic Worldwide LLC The Woodlands, Texas ) under CER GEONUCLEAR CORP. contract; AUSTRAL OIL ( Denver, Colorado ); TELEDYNE ISOTOPES ( Palo Alto, California ); ATOMIC ENERGY COMMISSION ( AEC ).

The industry moved on to Project Rulison, probably the best known of the nuclear blasts for peace. This blast, also under the control of the ATOMIC ENERGY COMMISSION ( AEC ), was conducted by CER GEONUCLEAR CORP. ( Las Vegas, Nevada ) and AUSTRAL OIL ( Denver, Colorado ).

In between international assignments Keith K. Millheim ( president of Strategic Worldwide LLC The Woodlands, Texas ) was seconded by CER GEONUCLEAR CORP. to help design the drilling and testing of the Project Rulison Nuclear Gas Stimulation Experiment.

This 43 kiloton blast – 2.6 times the size of the bomb dropped on Hiroshima, Japan – was lowered 8,426 ft ( 2,568 m ) underground from a drill site on the southwest flank of Doghead Mountain in Battlement Creek Valley in Garfield County, Colorado approximately 40 miles northeast of Grand Junction, Colorado and 11 miles southwest of Rifle, Colorado. During hearings in the area, testimony revealed that the government believed the blast would fracture the tight MesaVerde gas sands and release more gas than conventional fracturing. If they could find a better way of fracturing, they might have the key to releasing more of the 317 Tcf of gas in place in tight sands, according to an article by Chester McQueary ( Parachute, Colorado resident ) writing for the High Country News. Also during the hearings, David Evans from Colorado School of Mines testified the industry would have to set off 13,000 similar blasts to get the kind of recoveries the government wanted. According to Chester McQueary, 1-week before the blast the AEC set up a 5 mile ( 8 kilometer ) quarantine zone around the well site as workers lowered the bomb into the hole. It even paid some homeowners to leave for the day. Unfortunately, winds that could have carried radiation north to Rifle, Colorado or west of Grand Junction, Colorado delayed the test until September 10, 1969. Protesters entered the quarantine area in 2s and 3s so they couldn’t be easily removed. KWSR radio station in Rifle carried a countdown for the blast. Finally, security forces just left protestors, McQueary among them, in the quarantine area. He felt a “mighty thump” that lifted him 8 inches into the air and measured 5.5 on the Richter scale in Golden, Colorado. Again, about 30-days later, the test team found the ‘gas was too radioactive to use’, but that wasn’t the end of the ‘nuclear program in natural gas’.

– –

– COLORADO –

PROJECT RIO BLANCO ( 1971 – 17MAY73 )

EG&G CER GEONUCLEAR CORP. ( Las Vegas, Nevada – 1971 – 1973 ) EQUITY OIL CO. ( Salt Lake City, Utah ) C.F. KNUTSON ( 1973 – 1975 ) D.L. Coffin ( 1968 – 1971 ); F.A. Welder ( 1968 – 1971 ); R.K. Glanzman ( 1968 – 1971 ); X.W. Dutton ( 1968 ).

<?> Virginia Glanzman ( USGS – Denver, Colorado ) <?>

The next test also took place in the Piceance Basin of Colorado, this one on May 17, 1973. It was called Project Rio Blanco and was scheduled in Rio Blanco County about 75 miles northwest of Grand Junction, Colorado and 30 miles ( 48.3 kilometer ) southwest of Meeker.

EG&G CER GEONUCLEAR CORP. ( Las Vegas, Nevada ) and EQUITY OIL CO. ( Salt Lake City, Utah ) conducted the blast where the operators set three ( 3 ) 330 kiloton devices between 5,838 feet and 6,689 feet ( 1,781 meters and 2,040 meters ) to blast out a huge cavern in the tight Mesaverde below the Green River oil shale. The blast went off, but the caverns didn’t connect.

– –

– NEVADA –

Nevada Test Site ( NTS ) ( 1993 – 1995 ) Nellis Air Force Base, Test Range Site, S-1 ( Nevada ) Area 51

LAWRENCE LIVERMORE NATIONAL LABORATORY ( LLNL – Livermore, California ) DESERT RESEARCH INSTITUTE ( P.O. Box 60220, Reno, Nevada 89506-0220 ) D.K. Smith; B.K. Esser; J.L. Thompson; J.I. Daniels; R. Andricevic; – 1994 – L.R. Anspaugh  ” ; R.L. Jacobson  ” ; I.Y. Borg; – 1976 – R. Stone  ” ; H.B. Levy  ” ; L.D. Ramspott  ” .

– –

– WYOMING – PROJECT WAGON WHEEL

AUSTRAL OIL PRESCO INC. ( The Woodlands, Texas – V-P: Kim R.W. Bennetts ) EL PASO NATURAL GAS U.S. ENVIRONMENTAL PROTECTION AGENCY ( EPA )

The federal agency had planned to move next to PROJECT WAGON WHEEL, but that test never took place. Wagon Wheel was scheduled to loosen up the tight formations on the Pinedale Anticline in Sublette County, Wyoming – an area operators have only recently started developing with large numbers of wells.

Unlike PROJECT GASBUGGY, which was a cost-is-no-object technical test, PROJECT WAGON WHEEL was supposed to ‘test profitability of atomic fracturing’ and was the biggest test to-date with plans for five ( 5 ) 100-kiloton nuclear explosions set-off 5-minutes apart and from 9,220 feet to 11,570 feet ( 2,812 meters to 3,529 meters ) in a field discovered by EL PASO NATURAL GAS.

The operators planned to wait 4-months to 6-months before testing the well, and thought radiation released in testing would be lower than normal background radiation. But the project gathered a lot of opposition. Among the statements that killed it was testimony by Dr. Ken Perry, a geologist with the University of Wyoming.

Looking at plans for 40 to 50 nuclear explosions per year, he said for full area development.

Southwestern Wyoming would be the ‘earthquake center of the world, according to Adam Mark Lederer in a thesis entitled, “Using Public Policy Models to Evaluate Nuclear Stimulation Programs: Wagon Wheel in Wyoming.”

After the PROJECT RIO BLANCO blast, officials plugged and abandoned three ( 3 ) wells in the area, but left three ( 3 ) wells open on the RB-E-01 drill pad so they could monitor the wells. When they finally abandoned the surface facilities, the radiation was no different than the background radiation in the area except for tritium readings, which exceeded government criteria in several samples.

In 2002, officials decided to lift all restrictions on surface activity. They did mandate there should be no penetration of the surface to 1,500 feet ( 458 meters ) within 100 feet ( 30 meters ) of the well bore and no intrusion from 1,500 feet to 7,500 feet ( 458 meters to 2,288 meters ) within a 600 feet ( 183-m ) radius of the well bore. The situation was similar at the Rulison well site, but with a recent twist.

Following the $6,500,000 million ( USD ) Rulison well, also called the AUSTRAL OIL Hayward #25-95 in Section 25-7s-95w, the government continued monitoring the subsurface as it had at Rio Blanco. In both cases it wanted to monitor the possible migration of radiation. The Environmental Protection Agency ( EPA ) also conducts annual sampling of deep monitoring wells and water sources in the area. Except for deep radiation at both sites, the areas are clean.

Recently, however PRESCO INC. ( The Woodlands, Texas ) sought permission for 40-acre spacing over an area that would include the Rulison well site.

It already had drilled a well in prolific Rulison field 1.5 miles ( 2.4 kilometers ) from the test site with no sign of radioactivity. Approval would have allowed the company to drill multiple wells near the Hayward well bore. Kim R.W. Bennetts, vice president of exploration and production for the company, said even if it drilled into the cavity, which it didn’t plan to do, very little radiation remained. Bennetts also said the company couldn’t, and wouldn’t, sell radioactive gas. Its planned wells in the area would be 1,200 feet ( 366 meters ) to the northeast and 1,600 feet ( 488 meters ) to the southeast of the Rulison test well.

After a February 10, 2004 meeting of the Colorado Oil & Gas Conservation Commission, the company then received approval to drill only one well on 40-acre spacing within a half-mile radius of the Rulison test well.

The company even had support from the county until it raised its plans from one ( 1 ) well to four ( 4 ) wells. The Colorado commission said it would approve the wells on a case-by-case basis. Currently, with no plans by any agency to continue work with ‘nuclear devices in the oilpatch’, it looks as if that research has come to an end.

While it lasted, however, it was a daring period of research into ‘advanced methods of releasing huge volumes of natural gas’, and that research continues today.

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PART 4

EG&G –

EG & G INC. (aka) EG and G INCORPORATED 45 William Street Wellesley, Massachusetts 02181 U.S.A. Telephone: (781) 237-5100 Fax: (781) 431-4255 WWW: http://www.egginc.com

Statistics:

Public Company

Incorporated: 1947 as Edgerton, Germehausen & Grier, Inc. Employees: 13,000 Sales: $1.41 billion (1998) Stock Exchanges: New York Ticker Symbol:EGG

NAIC: 334413 Semiconductor & Related Device Manufacturing; 334419 Other Electronic Component Manufacturing; 334513 Instruments & Related Product Manufacturing for Measuring, Displaying & Controlling Industrial Process Variables; 334519 Other Measuring & Controlling Device Manufacturing; 54133 Engineering Services; 54199 All Other Professional, Scientific, & Technical Services; 54171 Research & Development in the Physical, Engineering & Life Sciences

Company Perspectives:

Our vision is that we can create value in an environment of ever-accelerating change. Value creation is our singular aim and ultimate measure of success. We believe that the increasing drive to create value represents the surest and most consistent avenue for us to benefit our customers, employees, stockholders and constituent communities. Our value creation model focuses on growth primarily derived from internal development.

Company History:

EG & G Incorporated is a diversified technology company that develops and provides products for public and private customers in the medical, aerospace, telecommunications, semiconductor, photographic, and other industries. The company’s operations are broken into five business units: Instruments; Life Sciences; Engineered Products; Optoelectronics; and Technical Services. Its Instruments operation is based on x-ray imaging systems and provides screening and inspection systems for use in airport and industrial security, and environmental, food, and nuclear industry monitoring. The Life Sciences unit develops systems for biochemical research and medical diagnostics. The Engineered Products unit designs and produces pneumatic systems, seals, and bellows for aerospace, semiconductor, and power generation markets. EG & G’s Optoelectronics division specializes in optical sensing devices for industrial and medical applications. The company’s final unit, Technical Services, provides engineering, research, management, and support services to governmental and industrial clients.

Nuclear Management and Monitoring: 1940s – 1950s

EG & G was established by three nuclear engineers from the Massachusetts Institute of Technology shortly after the end of World War II. These engineers, Harold E. Edgerton, Kenneth J. Germehausen, and Herbert E. Grier, had been involved in the American effort to construct an atomic bomb during the war. So valued were their contributions that after the war the government asked them to establish a company to manage further development of the country’s nuclear weapons. The three established a small partnership called Edgerton, Germehausen & Grier on November 13, 1947, and quickly began collecting contracts to advise the government on nuclear tests in Nevada and on South Pacific islands.

One of the first employees of the new company was Bernard J. O’Keefe, another MIT graduate who had worked for Dr. Grier during the war. O’Keefe served with the 21st Bomber Command in the Mariana Islands during the war, and is said to have personally wired the bomb that later destroyed the Japanese city of Nagasaki. O’Keefe was sent to Japan after its surrender to investigate that country’s progress with nuclear technology and recruit promising Japanese scientists for other atomic projects. A specialist in the design and development of electronic instrumentation and controls, O’Keefe quickly gained an important position in the growing firm.

Inconvenienced by the length of the company’s name, employees soon began to rely on the simple acronym EG & G, which later became its official name. In order to maintain close contact with MIT and its excellent nuclear and electronic engineering programs, EG & G set up its headquarters in Bedford, Massachusetts, in northwest suburban Boston.

EG & G was involved in the U.S. effort to build a more powerful nuclear weapon, the hydrogen bomb. That year, Grier and O’Keefe were present at a Nevada test site to personally witness an H-bomb detonation. After the weapon failed to explode, Grier and O’Keefe flipped a coin to determine who should scale the 300-foot test tower and disarm the bomb. Although O’Keefe lost, he won the special distinction of being the first man to disarm a live H-bomb.

O’Keefe had a second brush with disaster in 1958 when he witnessed an H-bomb detonation at Bikini Atoll in the South Pacific. There, shifting winds in the upper atmosphere caused a radioactive cloud of fallout to shower his bunker.

These experiences taught O’Keefe the awesome destructive power of nuclear weaponry and the dangers of radioactive fallout. As an engineer and manager he was bound to perform his company’s contracts, but grew personally opposed to the use of nuclear weapons. This sharpened his sense of responsibility toward the emerging form of warfare, a quality that was not lost upon the government’s Atomic Energy Commission.

As a result of EG & G’s experience with detonations, and O’Keefe’s concern for nuclear non-proliferation, the company became increasingly involved in distant monitoring projects, particularly as they related to Soviet nuclear tests. By observing changes in the atmosphere, EG & G was able to determine the incidence and strength of Soviet tests and provide important data on the progress of Moscow’s weapons program. In the process, EG & G gained highly specialized knowledge in environmental sciences. These skills had numerous applications outside the weapons industry, in such areas as pollution control and environmental management.

Exploring Commercial Markets: 1960s

As early as 1960, O’Keefe and the company’s three founders had considered establishing a new environmental analysis business, which would lessen EG & G’s dependence on low-margin government contracts and permit the company to enter new commercial markets. But at the time, neither public concern nor legislation placed a high value on such endeavors.

Three years later, the United States, the Soviet Union, and the United Kingdom signed a protocol that banned nuclear tests in the atmosphere, above ground, in the water, or in outer space.

With this document, EG & G appeared to lose a major portion of its business. However, the protocol did not prevent underground tests, which were far more complicated.

EG & G remained the only company with the proper supervisory credentials to manage this type of nuclear testing.

The company was forced to develop geologic analytical capabilities and become a ‘tunneling’ and ‘mining operation’ as well.

Furthermore, the government had also laid plans to establish a kind of NASA equivalent of oceanographics ( NOAA ).

Eager to take a place in this organization, EG & G invested heavily in oceanographic research.

While the underwater NASA never materialized, the efforts enabled O’Keefe to further cultivate new commercial markets for EG & G, including excavation and water transmission.

During this time the company’s three ( 3 ) founders moved further into retirement, taking ceremonial “executive chairman emeritus” positions.

As a result, O’Keefe became the de facto head of the company.

EG & G also pursued a strong acquisition campaign, taking over thirteen ( 13 ) companies between 1964 – 1967 when a strong environmental movement began to form in the United States.

With legislation still years away, EG & G began laying plans to play an important role in the environmental projects it was sure would result.

EG & G was divided into four ( 4 ) main operating divisions.

EG & G INTERNATIONAL, primarily concerned with oceanography, was the smallest.

EG & G standard products and equipment division produced a variety of machines and electronic devices, grew fastest during the 1960s.

EG & G nuclear detonation and monitoring business segment remained its largest.

EG & G nuclear technology group, most innovative and interesting, involved design of nuclear rocket engines ( ion engines ) for interplanetary propulsion.

EG & G CER GEONUCLEAR CORPORATION Projects included “nuclear landscaping” known as nuclear explosion controlled blasts, carving out:

Harbors; Canals; and, Passageways ( Tunnels, Pipelines, etc. ).

EG & G CER GEONUCLEAR CORPORATION Unit participations tested nuclear explosions ‘used to fracture layers of rock’ for access to otherwise inaccessible reserve locations of oil and gas for exploitation. Although feasible, these EG & G’public works’ projects failed in gaining public support.

In fact, opposition to nuclear technology in-general ‘increased’ as people grew wary of the safety of nuclear energy.

In addition, nuclear excavation would have required an unlikely waiver of the 1963 Nuclear Test Ban Treaty.

With the evaporation of good commercial prospects for its nuclear engineering expertise, EG & G was forced to rely again on military projects. Despite efforts to step up mechanical and electrical engineering work (partly by acquiring a spate of small research companies), EG & G mustered only four percent annual growth during the late 1960s.

Failed Initiatives: 1970 – 1975

Interest in nuclear power increased dramatically during the 1973 – 1974 Arab oil embargo, in which Americans sought to reduce their costly dependence on imported oil.

Realizing that the world’s oil exporting nations stood to permanently lose their largest customer, the United States, King Faisal of Saudi Arabia promptly called for an end to the embargo. Nonetheless, while Americans regained access to Arab oil, the end of the embargo was disastrous for the U.S. nuclear energy industry and for EG & G.

The end of the embargo removed one of the great justifications for nuclear power, and gave anti-nuclear activists time to properly organize legislative battles.

While EG & G was being locked out of yet another promising commercial application of its technologies, it attempted projects in other fields.

Some years earlier, in an effort to develop a new process for purifying nuclear isotopes, EG & G developed a flash tube that was ideal for photocopiers, but by the time an application could be developed, XEROX had already saturated the market with conventional designs.

In another ill-timed move, the company bet that environmental laws would cause demand for the unconventional Wankel engine to rise.

EG & G purchased a Texas automobile testing agency in hopes of winning large emission monitoring contracts, but the oil embargo destroyed the market for the clean but gas-eating Wankel engine as automobile environmental legislation was abandoned.

During this time, with the encouragement of the government, EG & G established a minority-dominated subsidiary, EG & G Roxbury, in a neighborhood of Boston, hoping to help strengthen the economic structure of the community. The project floundered, however, when bureaucrats failed to properly support the program, causing only a few sales to be made from the subsidiary. After a few years of disastrous results, the entire program was wound up.

On the Upswing: 1976 – 1980s

In 1976, EG & G environmental division evolved into a comprehensive resource efficiency operation providing complete oceanographic, atmospheric, and geophysical analysis rather than concentrating on environmental compliance languishing after the oil embargo by conserving resources, operations could more easily achieve pollution and waste reduction targets.

EG & G port development was unable to use nuclear devices to carve custom designed harbors, became a world leader in oceanographic studies and channel engineering by designing numerous tanker ports in the Persian Gulf and bauxite harbors in South America.

In 1979, U.S. President Jimmy Carter asked Bernard O’Keefe to serve as Chairman for the Synthetic Fuels Corporation of the U.S. government. Having already been asked to serve on a transition team for then presidential candidate Ronald Reagan, O’Keefe refused President Carter’s offer.

With the election of U.S. President Ronald Reagan in 1980, the United States took a sudden turn toward military armament programs.

EG & G experienced a resurgence in its flagging nuclear testing business and was tapped to develop a number of new nuclear weapons systems, including, the:

MX nuclear underground mobile railroad missile; and, Strategic Defense Initiative ( SDI ) – Star Wars Program.

A self-described “card carrying member of the military-industrial complex,” Bernard O’Keefe wrote in his book “Nuclear Hostages” that the United States and the Soviet Union were deadlocked in a nuclear arms race neither could control. Ironically, EG & G remained deeply involved in a number of Reagan administration projects O’Keefe opposed, including:

MX nuclear underground mobile railroad missile; Neutron bomb; and, Europe nuclear missile weapon stationings.

Nevertheless, EG & G pre-tax operating profit doubled from the new business.

EG & G also became involved in the space shuttle program, checking the spacecraft electrical components, loading its fuel, and managing the Cape Canaveral, Florida space center during shuttle missions.

EG & G site management abilities won it a position with the U.S. Department of Energy ( DOE ) elite Nuclear Emergency Search Team ( NEST ) which investigated nuclear extortion threats.

The company also won a contract to manage the U.S. government troubled Rocky Flats installation outside Denver, Colorado facility, widely criticized under ROCKWELL INTERNATIONAL for mismanagement, manufacturing nuclear weapon triggers.

EG & G maintained its momentum throughout the 1980s, winning contracts from diverse governmental agencies, including, the:

U.S. Department of Energy ( DOE ); U.S. Army; U.S. Air Force; U.S. Department of Defense; and, U.S. Customs Service ( now U.S. Department of Homeland Security ).

In 1988 the company hit a record high for both sales and earnings.

O’Keefe retired from EG & G during this period of strong growth, and was succeeded by John M. Kucharski.

Rapid Diversification: 1990s

Under U.S. President George Bush, and with the subsequent collapse of the Soviet military threat, the number of EG & G nuclear test projects decreased significantly.

As such, EG & G was under pressure to cultivate profitable new commercial ventures to offset the loss of revenue from military contracts.

The company responded rapidly, entering new commercial markets via a series of acquisitions.

One of the first acquisitions of the 1990s was ELECTRO-OPTICS, the optoelectronics business of GENERAL ELECTRIC ( GE ) Canada.

GENERAL ELECTRIC ELECTRO-OPTICS designed and produced advanced semiconductor emitters and detectors for defense, space, telecommunications, and industrial applications.

Other new ventures followed quickly:

WALLAC Group ( Finland-based ), which produced analytical and diagnostic systems;

IC SENSORS, a maker of sensing devices for industrial, automotive, medical, and aerospace uses; and,

NoVOCs Inc., an environmental remediation specialist.

In 1994, facing legal pressure from activists’ groups, EG & G announced that it would discontinue its nuclear-related endeavors as its various existing contracts expired. 1994, the company undertook a major reorganization to accommodate its newly acquired interests and the discontinuation of its nuclear business.

One important area of focus for the company was its Instruments division, which was rapidly becoming a leader in the field of weapons and explosives screening systems. After providing x-ray machines and metal detectors for the Democratic and Republican national conventions in 1992, the company won a contract to supply state-of-the-art explosives detection systems for U.S. federal courthouses across the nation. A subsequent contract with the Federal Aviation Administration ( FAA ) called for ten ( 10 ) of the most advanced explosives detection systems of EG & G for screening checked baggage in airports.

In 1998, EG & G president and CEO John M. Kucharski was replaced by Gregory Summe ( former president of ALLIEDSIGNAL INC. Automotive Products Group ) known for his ability to streamline and consolidate technology businesses.

He assumed his new position with the twin ( 2 ) goals, of:

1. improving operational efficiency; and,

2. restructuring EG & G portfolio, sharpen the focus on identified high-growth markets.

One of his first efforts toward better operational efficiency was to consolidate all EG & G’s business into five ( 5 ) independent strategic business units:

Life Sciences; Instruments; Engineered Products; Optoelectronics; and,Technical Services.

The company also began repositioning its portfolio by liquidating assets that fell outside these growth areas and making acquisitions that strengthened the EG & G position within its identified markets.

This strategy led to the largest acquisition in the company’s history:

LUMEN TECHNOLOGIES.

Lumen, purchased for $250,000,000 million in December 1998, was known globally as a producer of ‘specialty lighting’.

Lumen acquisition served to strengthen the company’s existing position in the medical lighting market, while at the same time allowing it entry into the areas of video and entertainment lighting.

Looking to the Future –

The consolidation efforts that Summe’s management team initiated in 1998 were expected to continue, with the goal of streamlining sites, functions, and processes so as to reduce operating costs and improve quality, consistency, and response time.

The company intended to continue its focused acquisition strategy.

It also planned to continue aggressively developing and marketing new products in its various divisions. Some of the products expected to be introduced were high-volume, cost-effective systems for drug screening, and a Point of Care system that allowed diagnosticians to determine whether or not a patient had suffered a heart attack in just 15-minutes.

In addition to introducing new products, the company also anticipated an increased emphasis on product line extensions and renewals.

EG& G Principal ( Primary List – Public ) Subsidiaries:

EG & G Alabama Inc.; EG & G ASTROPHYSICS ( England ); EG & G ATP GmbH ( Germany ); EG & G ATP GmbH & Co. Automotive Testing Papenburg KG ( Germany ); EG & G Automotive Research Inc.; EG & G CALIFORNIA INC.; EG & G Benelux BV ( Netherlands ); EG & G Canada Investments Inc.; EG & G Canada Limited; EG & G DEFENSE MATERIALS INC.; EG & G do Brasil Ltda.; EG & G E.C. ( UK ); EG & G Emissions Testing Services Inc.; EG & G ENERGY MEASUREMENTS INC.; EG & G Exporters Ltd. ( U.S. Virgin Islands ); EG & G Florida Inc.; EG & G GmbH. ( Germany ); EG & G HOLDINGS INC.; EG & G Hong Kong Ltd.; EG & G IC Sensors Inc.; EG & G Idaho Inc.; EG & G Information Technologies Inc.; EG & G Instruments GmbH. ( Germany ); EG & G Instruments International Ltd.; EG & G Instruments Inc.; EG & G International Ltd.; EG & G Japan Inc. ( USA ); EG & G Judson InfaRed Inc.; EG & G KT AEROFAB INC.; EG & G Langley Inc.; EG & G Ltd. ( UK ); EG & G Management Services of San Antonio Inc.; EG & G Management Systems Inc.; EG & G Missouri Metals Shaping Company Inc.; EG & G Mound Applied Technologies Inc.; EG & G Omni Inc.; EG & G Pressure Science Inc.; EG & G Singapore Pte Ltd.; EG & G SPECIAL PROJECTS INC.; EG & G Star City Inc.; EG & G S.A. ( France ); EG & G SpA ( Italy ); EG & G Technical Services of West Virginia Inc.; EG & G Vactec Philippines Ltd.; EG & G Ventures Inc.; EG & G Watertown Inc.; ANTARTIC SUPPORT ASSOCIATES ( Columbia ); B.A.I. GmbH. ( Germany ); Benelux Analytical Instruments S.A. ( Belgium; 92.3% ); Berthold A.G. ( Switzerland ); Berthold Analytical Instruments Inc.; Berthold France S.A. ( 80% ); Berthold GmbH & Co. KG ( Germany ); Biozone Oy ( Finland ); EC III Inc. ( Mexico; 49% ); Eagle EG & G Inc.; Eagle EG & G Aerospace Co. Ltd.; Heimann Optoelectronics GmbH ( Germany ); Heimann Shenzhen Optoelectronics Co. Ltd. ( China ); NOK EG & G Optoelectronics Corp. ( Japan; 49% ); PRIBORI Oy ( Russia ); PT EG & G Heimann Optoelectronics ( Singapore ); RETICON CORP.; Reynolds Electrical & Engineering Inc.; Science Support Corporation; SEIKO EG & G CO. LTD. ( Japan; 49% ); SHANGHAI EG & G RETICON OPTOELECTRONICS CO. LTD.; Societe Civile Immoiliere ( France; 82.5% ); THE LAUNCH SUPPORT CO. L.C.; VACTEC INC.; WALLAC ADL AG ( Germany ); WALLAC ADL GmbH ( Germany ); WALLAC A/S; WALLAC Holding GmbH ( Germany ); WALLAC Norge AS ( Norway ); WALLAC Oy ( Finland ); WALLAC SVERIGE AB ( Sweden ); WALLAC INC.; WELLESLEY B.V. ( Netherlands ); WRIGHT COMPONENTS INC.; ZAO PRIBORI.

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PART 5

Research –

Keywords:

BaneBerry; Buggy; Cannikin; Dribble; Gnome; HardTack II; Hood; Pile Driver; PlumbBob; Roller Coaster; Rulison; Sedan; Shoal; Strategic Petroleum Reserve Operation ( SPRO ); Vela Uniform; Nuclear Rocket Development Station ( NRDS ); Kit Carson National Forest ( 10DEC67 ) – GasBuggy; Kit Carson National Forest ( AUG79 ) – Schneider’ Borehole Geophysics; Four-Dimensional Process Monitoring.

– –

– Pittman Station ( Henderson, Nevada ) USAF personnel support for Area 51. – PAX = Pittman Air Station ( USAF ) – PAD = Area 51 Test Site – Personnel Response Phrase For Area 51 ( Nevada ) Access Entry: “I work for ‘EG And G’ at the ‘Site’.”

– –

DESERT RESEARCH INSTITUTE ( DRI ), New Mexico.

– –

Not likely places to be visited by many of us are those secretly hidden underground, and even more-so underwater – since at least the 1930s.

Superpower nations have reigned supreme based on financial support for programs and projects worked on by some citizens holding ‘deep underground secrets’ hidden for decades by governments reasoning to such workers that their work has been done to protect ‘people’ and ‘property’ – all “in the interest of national security.”

Rarely do ‘government contract worker ants’ ( citizens ) ever realize ‘what it is’ we need to be protected from, and all anyone can think is that it is something bad we could imagine while never being able to comprehend anything ‘unimaginable’ we need protection from. Do any of us really want to know what ‘that is’, which we’re supposedly being protected against?

This report covers ‘unexplainable encounters’ governments decline to publicly explain. Events, buried over time and matters long forgotten about from most memories, that-is until recent events began unfolding a few, putting old stories thought-of as ’myths’ back into perspective today.

Some noteworthy facts, still remain ”classified’ and ‘locked away’ by high level authorities. Some, never revealed on television, motion picture films, books, or newspapers may now be reviewed through selected intelligence bits ‘n pieces ( below ) that may begin to dawn on some of us recalling having once heard of something about one or more but could not recall the source or details.

Legacy reports and more ( below ):

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1975 – California ( Southern and Northern ) and Oregon ( Southern )

California Floats On Ocean?

John J. Williams of CONSUMERTRONICS CO. ( Alamogordo, New Mexico, USA ), said:

“Some time ago, I heard ( on a television interview show ) a man briefly mention that parts of California ( and neighboring states ) are floating on the Pacific Ocean.  He was a high ranking U.S. Navy officer aboard a top secret nuclear submarine that has been ( and is ) ‘exploring’ and ‘mapping’ enormous caverns and passageways underneath the Western U.S. for over 10-years now. A friend of mine finally tracked down the man who is now quietly living in retirement and asked that no details pointing to him be revealed as he does not want publicity and government attention. After writing this article, I destroyed my files on him.  This is his story.”

Williams explained that ‘not all’ areas in-question are actually ‘resting’ or “floating” on the ocean.

Many subterranean cavities are located beneath the western United States but not limited to just “California,” and consist of very large water-filled aquasystem passageways are explored up to several hundred miles inland, by nuclear-powered submarine, particularly in regions of southern California, northern California and southern Oregon.

Williams continues, “…When this U.S. Navy officer retired ( several years ago ), in spite of about 10-years of intensive U.S. Naval Oceanographic study, the U.S. Navy had still not gotten even a handle on their [ subterranean waterway passageway cavaties ] exacts [ oceanographic coordinates ] and dimensions. Today, the story may be different. He [ U.S. Navy officer, retired ] made the following statements from his observations:

1. These passageways are labyrinths with widths from a few [ feet ] up to thousands of feet wide, averaging roughly about a 100-feet across [ wet caverns ];

2. Much like dry caverns, heights and depths vary a great deal, and in some cases two [ 2 ] or more ‘caverns or passageways pass over or under each other’ at different depths;

3. Most of the underwater entrances lie just off the Continental Shelf;

4. Most of the underwater entrances are ‘too small for submarine investigation’, but many that are large enough lie in waters that are too deep [ ultra deep sea ];

5. Some of the caverns ( in southern California ) are topped by oil while others are filled with gases believed approximate to our atmosphere [ in very ancient times ];

6. The San Joaquin Valley [ California ] is essentially a portion of the original cavernous area that collapsed eons ago due to it’s sheer weight;

7. What is being passed-off as the “San Andreas Fault” are large unsupported chambers [ caverns ] that are in the process of collapsing.  When the ‘big one’ [ earthquake ] finally hits, many scientists in the know believe that most of California will break off like a cold Hershey bar [ chocolate candy bar ] and slide into the ocean.

8. [ this item was later deleted due to the individual’s fear that disclosure may in-part – due to recent ( 1985 ) international events – disturb a resolution to the feared problem, a similar scenario to that portrayed in a James Bond motion picture film depicting underground caverns, silicon valley technologies, nuclear weapons, and the San Andreas fault. ];

9. A well known U.S. nuclear submarine lost its way, within these passageways, resulting in its disappearance, but publicly reported as lost amidst open sea elsewhere using a recovery effort cover [ GLOMAR ( Global Marine ) Explorer ];

Williams continued, “I have no reason to doubt the man.  I can’t tell for sure whether or not these caverns and passageways exist or to their extent.  The story does sound a bit fantastic but I have no reason to doubt the man [ retired U.S. Navy officer ].  I have seen copies of documentation at least proving he was a high ranking U.S. Navy officer with nuclear-powered submarine duty, and a distinguished scientist. His scientific background and reputation are impeccable.  He definitely cannot be labeled as a crackpot, lunatic or publicity seeker.

I would very much like more information on this topic …”

Upon further inquiries, by ‘inner earth’ researchers, John J. Williams responded with the following when asked whether or not he [ Williams ] had received any replies to his request for more information about the alleged subterranean aquasystem passageways below California:

“Since publishing our article on the vast cavern network under much of California, we have received many responses and inquiries.  Some of these responses appear to have been from knowledgeable sources.  Note that the material sent to us for this article was written by someone of very high repute whose credentials I personally checked out.  Due to an agreement with him, I cannot reveal his identity.”

John J. Williams continued, “One response was from a retired submarine U.S. Navy Commander claiming to have spent many years in the waters off California and that such caverns do ‘not’ exist. Another response was from an anonymous person who cited unpublished oil company seismographic data stated, ‘Although most of the caverns you depict in your drawing are smaller, larger or located somewhat differently than the actual caverns, you are essentially correct … My information is more up-to-date than what you apparently relied upon.’  He ( or she ) did not supply any maps to pin down our differences, just some written descriptions, however some knowledgeable person could probably deduce his ( or her ) overall ‘map’ from the voluminous seismographic data sent.  I am in the process of looking for this input; it’s been several years now and it may have all been thrown out … Incidentally, the oil company seismic data had much data around the City of Fresno in Central California area if that helps any.”

1970s – California, County of Los Angeles, City of Long Beach

“One incident, which may lend credence to California floating on the ocean was a newspaper story that made ( in recent years ) headlines ( The Press Telegram newspaper of Long Beach, California ) involving an oil discovery beneath Long Beach, California as oil companies pumped oil out-of the ground the entire City of Long Beach began to sink up to 26-feet into the Pacific Ocean, and dikes had to be built to keep the seawater out.  The problem was ( temporarily ) being resolved by ‘water injection’ ( i.e. pumping an equivalent amount of water into the ground caverns to replace the amount of oil removed, in order to keep the City of Long Beach, California afloat.”

1963 April 23 – SubOceania      One note of interest, in connection with the account of John J. Williams, was a statement made by Virginia Louise Swanson, a prominent investigator of the California elusive creature known as “Bigfoot,” a huge hairy creature that walks upright. Virginia L. Swanson has performed considerale studies on cave connections in relationship to the Bigfoot phenomena and its ability to hide so well, and refers to these California dry cavernous openings saying, “Somewhere I got the idea that a big portion of Death Valley [ California ] is located on a shelf of ‘false bedrock’.  A certain type of earthquake would collapse all of it down to an enormous series of caverns that would open-up into another Grand Canyon [ Arizona ].”      According to our knowledge, the only nuclear-powered submarines to ever disappear – under mysterious circumstances – were the USS SCORPION or USS THRESHER.

It is uncertain whether the retired U.S. Navy officer, who John J. Williams spoke of, was referring to the USS SCORPION or USS THRESHER, although the USS THRESHER disappearance caused more publicity as a Flagship, the World’s most advanced class nuclear attack submarine designed to operate deeper in sea depths and more silent ( noise reduction propeller screws ) than any of its predecessor submarine vessels, The U.S.S. THRESHER was also endowed with highly significant advanced sonar equipment, fire-control systems, and was the most advanced international submarine in the World at the time of its disappearance so, it could have easily been an ideal choice as a U.S. Naval Oceanographic underwater global exploratory vessel missioned top secret for caverns mentioned by the U.S. Navy officer earlier interviewed by John Williams.

On April 10, 1963 the USS THRESHER, under command of U.S. Navy Lieutenant Commander John W. Harvey, a total of 129 men comprised of the ‘crew’, ‘civilian technicians’, and ‘observers’ – according to official government reports – disappeared without any explanation, trace or clue as to the fate of the vessel or occupants, nothing was ever recovered, and no indications of any oil slicks, radiation, floating debris, or similar signs of wreckage were ever seen.

It is interesting to note that, at the time almost all reports stated the USS THRESHER “disappeared” or was “lost” but no reports indicated it was “sunk” [ or “buried” or “captured” ].

One woman, whose husband was on the ill-fated USS THRESHER, reported she believed her husband was still alive.

Theologically speaking, the possibility of a long distance connection or “communion” on a deep emotional level between a husband and a wife may not always be consigned to the realm of the occult or psychic phenomena.  Many religions believe the very spiritual natures of a husband and a wife are united upon consummation of a marriage and thus become as Christian teachings indicate, “one flesh”.

The actual words of this woman, interviewed by William Carson and Jeannie Joy – two [ 2 ] writers [ columnists for Search Magazine ] devoted to pursuing strange events – shortly after the USS THRESHER disappearance, were as follows:

“My husband was on the submarine THREASHER when it disappeared.  I don’t consider myself a widow.  I don’t believe my husband is dead.  No, it’s not a matter of just not being able to believe it, to accept reality, I just can’t get over the conviction that he’s still alive somewhere.  I love my husband very much.  I know he loved – loves me.  We were very close.  We could always tell when something was wrong with each other.  Intuition, I guess.  I should have felt something the instant there was trouble, if he was really in serious trouble and knew it – a matter of life and death – but I didn’t.”

“What do you believe really happened?” Carson and Joy asked the attractive young woman.

“Most people think I’m crazy when I say this, but I believe the THRESHER was captured.”

“By whom?”

“I can’t say for sure, but there ‘was’ a Russian submarine spotted near there that day ( near ‘where it reportedly vanished 220-miles off Boston harbor ), only I can’t imagine how even the Russians could ‘capture’ a vessel like the THRESHER without leaving the slightest evidence!”

1989 – California, County of Inyo, City of Deep Springs ( east of Owens Valley and Bishop, CA ) and Nevada, Las Vegas

The following account, concerning an area just east of Owens Valley in Bishop, California was related by Val Valerian in his ‘Leading Edge’ newsletter ( December 1989 – January 1990 issue ) article entitled “Deep Springs, California,” stated:

“Deep Springs, California is an area that is becoming known as the site for very strange events.  According to the information released both on the air of KVEG AM radio and from other sources, the area is full of strange people wandering around in black suits. There have also been rumors that there is an underground facility in the area.

Checking with gravity anomaly maps proved that there are large cavities under the ground in that area. The wildest claims relative to the area have stated that alien life-forms are being released there … Deep Springs Lake has been probed and it appears bottomless.

Divers have traveled along an underground river 27-miles toward the Las Vegas, Nevada area before having to turn around.”

1963 – California, County of Inyo-Kern, Bishop & Casa Diablo

In the April 1963 issue of Search Magazine, investigative reporters William Carson and Jeannie Joy, in their regular column ( “Prying Into The Unknown” ) relayed the following information:

“It has always been a mystery to us, in the first place, how Mr. and Mrs. P.E. [ names excised for privacy ] can find and afford the time to do the sort of things most of us only dream of doing.  After knowing them for more than 15-years, it is inconceivable to suspect their integrity or sanity – and yet they impose the following excise upon our credulity.

While exploring for petroglyphs, in the Casa Diablo vicinity of Bishop, California Mr. & Mrs. P.E. came upon a circular hole in the ground, about 9-feet in diameter, which exuded a sulfurous steam and seemed recently to have been filled with hot water.  A few feet from the surface the shaft took a tangent course which looked easily accessible and, upon an impulse with which we cannot sympathize, the dauntless E.’s – armed only with a flashlight – forthwith crawled down into that hole. At a depth we’ve failed to record the oblique tunnel opened into a horizontal corridor whose dripping walls, now encrusted with minerals, could only have been carved by human hands, countless ages ago; of this the E.’s felt certain.

The end of the short passage was blocked by what seemed to be a huge doorway of solid rock which, however, wouldn’t yield.  Their flashlight was turned to a corner where water dripped from a protuberance, which proved to be a delicately carved face, distorted now by the crystallized minerals, and from whose gaping mouth water issued.

As Mr. and Mrs. E. stood there in silent awe – wondering what lay behind that immovable door – the strangest thing of all happened … but our chronology will not be incorrect if we wait until they return to the surface before revealing this, for now the water began gushing from the carved mouth and from other unseen ducts elsewhere in that cave and rising at an alarming rate. They hurried to the surface, and in less than 30-minutes there was only a quite ordinary appearing pool of warm mineral water on the desert floor.

‘Do you know,’ Mrs. E. said to her husband, ‘while I stood down there I heard music – the strangest, most weird music I’d ever heard.  But it seemed to come from everywhere at once or from inside my own head.  I guess it was just my imagination.’

Mr. E. turned pale. ‘My God,’ he said, ‘I thought it was my imagination but I heard it too – like music from some other world!’

Why do they call that rock formation – near where the E’s had their strange experience in Bishop, California – ” Casa Diablo ” [ known in English as ] “Devil House”? And why was that area [ County of Inyo ] named by the Indians as ” Inyo ” [ known in English as ] dwelling place of the great spirit?”

1991 – New Madrid Fault Area ( Central United States & Northeast Mexico )

– Typhlichthys Fish – Interwoven Immense Cave Systems ( Central United States & Southern United States – New Madrid Fault Area ) – Sotano de las Golondrinas Cave Hole ( Aquismo, S.L.P., MEXICO )      Erich A. Aggen Jr., in his article “Top Secret: Alien UFO Bases” ( Search Magazine issue Summer 1991 ), presented the following revelations concerning the UFO subterranean connection:

“A great deal of UFO research has also led to the conclusion that various … species of aliens have set up secret underground bases in the United States and other countries.  It is logical to assume that such bases have also been established elsewhere in the solar system.  If such bases exist, where would we find them?  Existing information allows us to make a few educated guesses.

Earth bases, underground, The dark, cavernous world beneath our feet is the source of many baffling mysteries. Clandestine UFO bases may be hidden deep within the earth in natural and/or artificial caverns.

As a former member of the National Speleological Society ( NSS ), I am well aware of the vast extent of cave systems within the United States.

In my own native state of Missouri, for example, there are over 2,500 known caves and dozens of new ones being discovered every year.  Many of these caves are intricately linked together by numerous passageways and interconnecting chambers.

One particular species of blind white ( albino ) cave fish, known as the TYPHLICHTHYS, has been found in many widely separated cave systems over several states.

Typhlichthys fish been found in caves that make a great arc through the states, of:

Kentucky; Indiana; Illinois; Missouri ( ‘under’ the Mississippi River ); Arkansas; and, Oklahoma

These states rest above one [ 1 ] immense cavern system that comprises a large area of ‘both’ the Central United States and Southern United States where many caves possess rooms hundreds of feet in length, width and height as huge natural caverns only reached and explored with the utmost skill and perseverance.

There are only a few thousand National Speleological Society ( NSS ) members in the U.S. and only a few hundred of this number are active spelunkers so, with few spread over such a large area only a very small fraction of the tens of thousands of known caves in the U.S. have been carefully mapped and explored while thousands of other caves remain undiscovered and unexplored.

Extensive evidence indicates caves in the U.S. may be connected with caves in other parts of the world.

In the Municipio de Aquismo, S.L.P. of Mexico, the cave known as ” Sotano de las Golondrinas ” [ known in English as ] “Basement of the Swallows ” reaches a depth of 1,100 feet ( 334 meters ).

The Sotano de las Golondrinas cave is actually a giant ‘sink hole’ or ‘hole in the ground’. Atop Sotano de las Golondrinas hole is a ‘near circular opening hundreds of feet in diameter that is impossible to climb down the sides of because the walls of the opening are too smooth and “belled-out” so, the only way to reach the bottom is to secure – at its top – a special rope over 1,100 feet long dropped into the sinkhole.

Underground explorers [ spelunkers ] must descend – into the Sotano de las Golondrinas yawning hole – one [ 1 ] person at a time, using special cave repelling gear and climbing techniques.  At the bottom of the Sotano de las Golondrinas hole are numerous ‘leads’ ( openings ) that feed into multiple different crevices, passageways, crawlways and rooms never mapped or investigated.

Sotano de las Golondrinas cave entrance is located in one of the most primitive and uncivilized areas of Mexico, and local inhabitants are afraid to approach the cave because they believe it is full of ‘evil spirits’ luring people to their deaths.  They tell stories of people mysteriously disappearing never to be heard from again while passing near the cave entrance.

These stories may be based more on fact than fiction as they are similar in some respects to UFO [ unidentified flying objects ] abduction reports.

Because of the Sotano de las Golondrinas huge hole size, remote location and unique geological structure it would be an ideal UFO [ unidentified flying objects ] base.  Naturally camouflaged caves, in other parts of the world, may serve as excellent natural bases, way-stations or depots for UFOs.

1968 December – Nevada and Canada

In December 1968, the ” SCHOONER EXPERIMENT ” was an underground nuclear test conducted that substantiates the theory that caves in North America and South America are intimately linked.

The Schooner Experiment was a 35-kiloton nuclear bomb exploded under the Nevada desert, however 5-days later and 1,000 miles further away in Canada 5-days test radiation levels rose up to 20 times greater than at the Nevada test site.  The only way the radioactive dust could have traveled that far is through an interconnected system of caves extending all the way from Nevada to Canada!”

1932 – California, Death Valley, Panamint Mountains

Bourke Lee authored the book, ‘Death Valley Men’ ( MacMillan Co., N.Y. 1932 ), wherein Chapter “Old Gold” described a conversation Bourke Lee had with a small group of Death Valley, California residents speaking of Native American Paihute Indian legends when two ( 2 ) men ( Jack and Bill ) began describing their experience with accidentally discovering an ‘underground city’ after one of them fell through the bottom of an old mine shaft near Wingate Pass where they began following a natural underground quay like tunnel system ( apparently formerly lit by subterranean gas light ) traveling 20-miles northward on an incline taking them to a higher level with an exit out onto a ledge looking about halfway down the slope of the eastern face of the Panamint Mountains, but back down within the tunnel system they came across a huge ancient underground cavern city that contained many sights, including several perfectly preserved mummified bodies ( mummies ) still wearing thick arm bands, gold spears, a ‘large polished round table’ within another huge ancient chamber, giant statues comprised of gold, stone vaults where ‘drawers’ were filled with a variety of precious gem stones and gold bars, stone doors perfectly counterweighted easy to open, amongst other amazing sights, as well as ‘extremely heavy stone wheelbarrows’ designed with scientific counterweight construction for perfect balance so they could easily be manipulated.

From the ledge, they could see Furnace Creek Ranch and its Arroyo ( a water wash ) below them in Death Valley where they realized it was formerly filled with water so, they concluded that having previously seen the underground city system of huge archway openings could have been ancient waterway docks for large boats.

Bourke Lee was further informed that they brought some of the treasure out of the caverns and tried to set up a deal with certain people, including scientists associated with the SMITHSONIAN INSTITUTE ( Washington, D.C. ) to garner assistance in further exploring and publicizing this ancient underground city as one of the wonders of the World, but there efforts ended in disappointment when a friend of theirs stole the treasure ( their ‘evidence’ ) and were consequently scoffed at and rejected by scientists because when the discoverers went to show the ‘mine’ entrance after a then apparent cloud-burst brought such severe rains upon the entire hillsides were washed down over entire countryside landscape areas rearranged to obscure the entrance location.

The last time Bourke Lee heard from his friends, Bill and Jack, they were preparing to climb the eastern face of the Panamint Mountains to locate the ancient tunnelled-out ledge opening – located half way up the side of that steep slope. Bourke Lee never saw or heard from his discoverer friends ( Jack and Bill ) again.

During their initial lengthy conversation with Bourke Lee, the two ( 2 ) discoverers ( Jack and Bill ) had previously ‘revealed secrets of the underground city’ to others, but they discussed many things, including:

An alleged ‘subterranean race’ living in deep underground caverns beneath the ‘former seabed floor area’ of what is now the desert area of Death Valley, California.

There was another conversation about a remarkable Native American ‘Paihute tribe legend’ similar to an ancient myth of Greece.

The Paihute legend surrounds the death of the wife of a tribal Chief who, according to Native American tradition, took a ‘spiritual journey to the underworld’ to locate her, and amazingly upon returning with her he forbiddenly ‘looked back’ and was then prevented from bring his wife the remainder of the back from the dead.

This would not be the same as a more tangible earlier report from the Native American Navaho indian Oga-Make who conveyed that a Native American Paihute indian tribal Chief was alleged to have been ‘physically’ taken into the Native American “Hav-musuv” tribe subterranean cities beneath the Panamint Mountains.

Paihute indian legends, of the Hav-musuvs indicate these ancient Panamint Mountain dwellers abandoned their ancient city within by migration deeper into larger caverns below.

Could these reports coincide with the Paihute legends of the Hav-musuvs?

Bourke Lee, discourse ( below ):

“… The ‘professor’, ‘Jack’ and ‘Bill’ sat in the little canvas house in ‘Emigrant Canyon’, and heard the legend all the way through.

The professor said, ‘That story, in its essentials, is the story of Orpheus and Eurydice.’ ( Greek mythology )

‘Yes,’ I said, ‘it’s also a Paiute legend. Some indians told that legend to ‘John Wesley Powell’ in the sixties.’ ( 1960s )

‘That’s very interesting,’ said the professor.  ‘It’s so close a parallel to Orpheus and Eurydice that the story might well have been lifted bodily from the Greeks.’

Jack said, ‘I wouldn’t be surprised.  I knew a Greek.  I forgot his name, but he ran a restaurant in almost every mining town I ever was in.  He was an extensive wanderer.  The Greeks are great travelers.’

Bill said, ‘They don’t mean restaurant Greeks.  The Greeks they’ve talked about have been dead for thousands of years.’

‘What of it?’ asked Jack, ‘maybe the early Greeks were great travelers, too.’

The professor said, ‘It’s very interesting.’

‘Now! About that tunnel,’ said Bill, with his forehead wrapped in a frown, ‘You said this indian went through a tunnel into a strange country, didn’t you?’

‘Yes,’ I said, ‘I think I called it a cave or a cavern, but I suppose a miner would call it a tunnel. Why?’

‘Here’s a funny thing,’ said Bill, ‘This Indian trapper living right across the canyon has a story about a tunnel, and it’s not 1,000 years old either. Tom Wilson told me that his grandfather went through this tunnel and disappeared. He was gone 3-years, and when he came back he said he’d been in a strange country living among strange people. That tunnel is supposed to be somewhere in the Panamints ( Panamint Mountains ) not awful far from where we’re sittin. Now! What do you make of that?’

Jack said, ‘I think Tom’s grandfather was an awful liar.’

I said, ‘Tom’s grandfather lived when the Paiutes ( Native American indian tribe ) were keeping their tribal lore alive. He probably knew the old legend.  Powell ( John Wesley Powell ) heard it in Nevada only 65-years ago.’

‘It’s very interesting,’ said the professor.

‘I got an idea about it,’ said Bill ( thoughtfully ), ‘Tom’s grandfather might have wandered into some tunnel all goofy from chewin’ jimson weed and then come out an found some early whites ( pioneer caucasian settlers ) and stayed with them. Tom told me that the people spoke a queer language and ate food that was new to his grandfather and wore leather clothes. They had horses and they had gold. It might have been a party in Panamint Valley, or even early explorers or early settlers in Owens Valley ( California ). How about that?’

Jack said, ‘Yeah. The Spaniards ( Spain ) were in here, too. So it might have been Spaniards ( Spanish ) or the early Greeks ( Greece ). And, where is this tunnel? And why did Tom’s grandfather have trouble speaking the language? This is an entirely different story than the one Buck told.  We are arriving at no place at all with these Indians and Greeks. To return – for a moment – to our discussion of geology, professor, ‘Have you been in Nevada much?’

From that point forward the conversation went onto another subject.

1970′s ( early ) – California, County of Kern, Garlock, Goler, and Mojave

An area in the [ southern California ] Mojave Desert region, that may connect to the U.S. Western Region subterranean ( subsurface ) drainage network, involves “Red Mountain” ( also known as the “Iron Mountain Range” ) [ 1-mile northwest from the old ghost town of Garlock, California ] where one [ 1 ] of its [ southeastern ] peaks in the “El Paso Mountains” – [ about 20-miles ] northeast of Mojave, California where there are many bizarre accounts connected with this mountain that apparently got it’s name in-part from the many old mines which can be found there, along with numerous natural cavities which open out to the surface in many different areas.

The area has allegedly been the site of certain activity concerning Native American Indian ritual and occult practices, as well as the site of alleged secret government activity, some of which reportedly involves the observation and monitoring of strange [ biological ] creatures and ‘automatons’ [ half and half, “Man-Machines” (aka) “Manchines” ] said to stealthily ( night cloakers ) emerge from seemingly out-of nowhere ( faint sound of electronic whirring ) that travels up and down and into the [ canyon ] areas on occasions.

Just exactly what these ‘bionic creatures’ are is uncertain, but some accounts indicate that they are dangerous!

Could it also be a ‘magnetic’ zone due to the high iron content [ within the “Iron Mountain” range ]?

During the early 1970′s, on ‘no less than’ two ( 2 ) seperate occassions have U.S. federal government employees mysteriously disappeared from ”Red Mountain” range areas, and not reported back for work the following day.

The second [ 2nd ] occassion was, when a U.S. government employee went missing while investigating the previous disappearance of the U.S. government employee during the first [ 1st ] occassion.

While all of the facts, surrounding United States missing federal employees were not released to the public, portions of information were discovered early-on into the case situation that was limitedly documented by a few additional facts:

… [ EDITED-OUT ] …

Some of this particular report is only held ‘in-part’ as ‘proprietary information’ by Kentron Intellect Research, and ‘officially’ in-full by the U.S. Geological Survey ( USGS ), U.S. Department of Justice Federal Bureau of Investigations, and other U.S. government authorities governing release of sensitive information. ]

– West Virginia, County of Webster ( Northern )

Some years ago, a woman by the name of Joan Howard – at the time living in eastern Canada although originally from Britain ( UK ) – wrote a manuscript in which she described her own paranormal experiences with small “alien” entities.

Joan had experienced several UFO type abduction / encounters while at a very young age when she still lived in Britain ( UK ), and claimed to have had ‘psychic contact’ with [ biological ] beings that claimed to be of extraterrestrial origin.

These experiences were accompanied by a great deal of occult manifestations – such as poltergeist phenomena, psychic dreams, encounters with invisible entities, etc.

Joan even admitted that she often doubted the claims of these [ biological ] ‘beings’ – their actions being manipulative and just didn’t seem to coincide with their claims of being here as some kind-of ‘group of cosmic saviors’ to ‘lead humanity’ into a ‘New Age’ of ‘enlightenment’.

She also warned other researchers, to retain a “keen analytical mind” – when dealing with alien entities – so as not to fall under possible deception or manipulation.

Perhaps, as she suggested to others, they [ alien beings ] ‘might actually be here’ to ‘prepare for a future invasion of this planet’ and were merely ‘using her for various purposes to help prepare the way’, and that all of their ‘benevolence’ talk was just that – talk!

She ‘did’ describe vivid “dreams” in which she saw ‘alien craft hovering over major cities blasting frightened and terrified people in the streets’ with powerful ‘beam weapons’ – ‘dreams’, which she suggested, might be somewhat ‘prophetic’ in nature.

She described the [ biological ] entities as being small or dwarfs, yet was unsure whether they were human or not – although they ‘did’ attempt to pass themselves off as some type of ‘evolved human species’ – something which the ‘Grays’ [ biological alien beings ] have apparently done in order to break down any natural enmity which might prevent their ‘contactees’ or ‘abductees’ from receiving the lies which they intentionally fed them as part of their program of conquest and control.

Joan Howard, incidentally, wrote a privately published book, “The Space – Or Something – Connection,” which is referred to because it dealt with some experiences her husband had – shortly after she came to America.

In fact she devoted an entire chapter of her book ( “The Space – Or Something – Connection” ) to her husband’s account, which involved some incidents that took place while he was doing some field work for a certain company requiring a great deal of activity outdoors, and her husband and his co-workers travelled through some relatively unpopulated terrain in West Virginia regional areas between Newville, West Virginia ( Braxton County ) and Helvetia, West Virginia ( Randolph County ) general around northern Webster County, West Virginia where through mountains of rolling hill forests and wilderness he encountered some very strange things and heard accounts of strange cave related incidents from the locals.

During, which at one point, her husband claimed their group ran across what appeared to be a pipe sticking up from the ground – far away from the nearest town – where there was no other sign of civilization or anything man-made for miles on either side; yet here was this large pipe or tube sticking straight up from the ground.

The most remarkable thing about the pipe was that a flame of fire was shooting straight up out-of the pipe as if it were burning-off some type of gas – they never found out just what it was – but it was ‘within this same general area’ they explored ‘caverns’ containing unexplained issues.

One ( 1 ) of the caves displayed strange hieroglyphic writings on its walls, according to some men, while others claimed also hearing faint volumes of voices – behind the walls of the cave, in-addition to faint sounds – coming from beneath the cave floor – as though machines were moving around within ‘underground’ depths.

Her husband claimed, that after a long work day in the field, one evening two ( 2 ) men fell asleep at the mouth of one particular cave that inside ( a great distance away ) contained an unexplored but apparently very deep chasm ( hole ), and the following morning one ( 1 ) of the two ( 2 ) men awoke ( in front of that cave ) but found his partner had disappeared – no trace was ever found of that missing employee.

That particular cave had been known as a place of unusual occurrences, and a place to stay away from. Some even went so far as to call it “Satan’s Lair.”   Whatever the case circumstances may actually be, all the aforementioned information may provide some additional awareness into what may have surrounded that employee’s disappearance.

One of the most remarkable accounts that Joan Howard’s husband heard involved a man claiming, that while exploring labyrinth depths of a particular cavern in the same area of north Webster County, West Virginia ( USA ), he suddenly came face to face with an attractive woman completely void of any hair on her head, and the woman spoke in a language completely foreign to the man – whereupon after unsuccessfully trying at great lengths to communicate with each other they departed and went their separate ways.

1989 – California ( Southern )

On November 3rd, 1989 Ken Hudnell, a well-known Los Angeles, California radio talk show host announced – over broadcast airwaves – his intention to take a group to visit ‘one of the ancient underground cities’ that had an ‘entrance’ located 60-miles from Anaheim, California. ( The Leading Edge Magazine )

1962 – California ( City of Mojave ), Nevada ( Carson City ), Utah ( Zion Canyon ) and Arizona ( Page )

During the 1940′s, one of the few specialized publications – that grew out-of the Palmer – Shaver ( Richard S. Shaver ) controversy – was The Hidden World ( issue A-8 ) reporting about a letter released from Charles Edwards ( aka ) Chuck Edwards, a researcher, surrounding what many people ( especially those throughout southern California ) have believed for decades based on having been officially told the United States Western Regional area subterranean drainage ultimately all flows into the Pacific Ocean.      Later, in 1962, Chuck Edwards released some of his own discoveries surrounding the “Western Subsurface Drainage Network” ( i.e. southern California, Nevada, and Utah ) that ‘does not’ “ultimately flow into the Pacific Ocean,” but actually flows ‘underground’ through a ‘vast subterranean network drainage system’ dumping elsewhere.

Addressed to Richard S. Shaver, the Chuck Edwards’ letter reply is quoted ( below ):

“This letter is in reply to your January 31 letter.  Please forgive me for not answering sooner.  Enclosed is some material I hope that you can glean something of value [ from ].  Please be as candid as you have been in the past and if I am far off base don’t hesitate to tell me. …

Our foundation has located a vast system of underground passages in the Mother Lode country of California. They were first discovered in 1936, ignored by all even with our best efforts to reveal them.

Recently a road crew blasted out an opening verifying our claims. One [ of the chambers is ] 200-feet long, 70-feet wide and 50-feet high.

We have disclosed what we believe to be a vast subterranean drainage system ( probably traversing the Great American Desert country for a distance of more than 600-miles ).

We believe this system extends out like five [ 5 ] fingers of your hand to such landmarks as Zion Canyon in Utah, the Grand Canyon [ Arizona ], another runs south from the Carson Sink in Nevada, and yet another follows [ below ] the western slope of the same range – joining it’s counterpart and ending somewhere in the Mojave Desert [ southern California ].

We believe – contrary to orthodox geologists – that the existence of this underground system, drains all surface waters running into Nevada ( none, with the exception of the Armagosa, runs out ) and accounts for the fact that it is a Great American Desert. The hairy creatures, that you have written about, have been seen in several of these areas. Certainly there has been much ‘saucer’ [ UFO ] activity in these parts. For 2-years, I have collected material pertinent to these creatures and if you have any opinions along these lines I would appreciate hearing them.

So much for now.  I hope that I am still your friend.

Much of my time has been devoted [ to ] helping a farmer near Portland [ Oregon ] who has made a fantastic discovery of incredible stone artifacts. He has several tons of them. They predate anything yet found ( or accepted ) let us say that for now.

We are making slow but steady progress in getting through the wall of orthodoxy.

– Chuck Edwards”

1946 – California ( Northern ), Mt. Lassen, Cascade Mountains, Cascadia Fault, Oregon, Washington and Canada ( British Columbia )

Following the Sierra Nevada [ mountain ] range from here [ California ] into the northern territories, one arrives at the Cascade Range [ mountains ], consisting mostly of dormant or extinct volcanic mountains rising at intervals through the U.S. northern State of California, Oregon, Washington, and into southwestern Canada.

The Cascade Range [ Cascadia Fault zone ] is not without it’s own peculiar accounts of subterranean recesses occupied by unknown beings – both human and non-human – apparently rediscovering what are portions of ancient antediluvian underground networks, which some say were inhabited by a race of intelligent [ biological ] but war-like hybrid reptiles genetically resembling instances of humanoid shapes.

There are many unanswered questions as to just how the subsurface world was used or exactly what role it may have played in relation to subterranean ancient legends of inhabitant races, but the following account may explain some mysteries by envisioning a clearer and broader perspective.

Around September 1946, Ralph B. Fields submitted his account to Amazing Stories Magazine ( December 1946 issue, pp. 155-157 ), with the assurance that it actually happened and his facts were true, as follows:

“In beginning this narrative and the unexplained events that befell my friend and myself, I offer no explanation, nor do I even profess to offer any reason.  In fact I have yet to find a clue that will even in part offer any explanation whatever. Yet as it did happen, there must be some rhyme or reason to the whole thing. It may be that someone can offer some helpful information to a problem that just should not exist in these times of enlightenment.

To begin with, if we had not been reading an article in a magazine telling us about the great value of guano, ( i.e. old cave bat excrement / dung droppings as being highly valued fertilizer ] that have accumulated over a great number of years, we would have continued to mend our merry way through life without ever having a thing to worry about. But having read the article as we were at the time living near a small town called Manten in Tehama County, California we thought that would be a good country to explore for a possible find of this kind.

After talking it over for some time, and as we had plenty of time just then, we decided to take a little trip up the country just back of us.

As we were almost at the foot of Mount Lassen, that seemed the best place to conduct our little prospecting tour.

Collecting a light camping outfit, together with a couple of tents to sleep in, we started out on what we expected to be a 3 or 4-day jaunt up the mountain … I guess we covered about 10 or 12-miles on the 3rd day and it was fast approaching time to begin to look for a place to spend the night and the thought was not very amusing as it had turned a little colder and we were well over 7,000 feet above sea level.

We soon found a sheltered place, beneath a large outcrop of rock, and set about making a camp.

As I was always the cook, and Joe the chore boy, I began getting things ready to fix us some grub. Joe began digging around for some dead scrub brush to burn.

I had things all ready and looked around for Joe and his firewood, but I could see no signs of him.

I began calling for him, and he soon came into sight from around the very rock where we were making our camp.

And I knew he was laboring under some great excitement and his face was lit up like a Christmas tree.

He had found a cave.

The entrance was on the other side, of that very rock.

He was all for exploration right away.

But I argued that we had better wait till morning.

But he argued that, in a cave it was always night and we would have to use flashlights anyway, so what would be the difference?

Well, we finally decided that we would give it at least a once-over after we had a bite to eat.

It wasn’t much to call a ‘cave’ – at first – as it had a very small entrance, but back about 20-feet it widened out to about 10-feet wide and around 8-feet high. And it did reach back a considerable distance as we would see at least 100-yards and it appeared to bend off to the left. The floor sloped slightly down. We followed to the bend and again we could see a long way ahead and down … At this point we became a little afraid as we were some way into the mountain …

I don’t know how far we went, but it must have been 1-mile or 2-miles, as we kept on walking and the cave never changed it’s contour or size. Noticing this I mentioned it to Joe.

And we discovered an amazing thing. The floor seemed to be worn smooth as though it had been used for a long time as a path or road. The walls and ceiling of the cave seemed to be cut like a tunnel. It was solid rock and we knew that no one would cut a tunnel there out of rock as there had been no sign of mining operations ( tailings ). And the rock in the walls and ceiling was run together like it had been melted. Or fused from a great heat.

[ UPI NOTE INSERT ( here ): It is believed the U.S. government possesses PlasMole ( aka ) “Terron Drive” ( ref.: Paul Peter Schneider ) tunneling machines that travel at 5-mph and can permeate – by melting – a 50-foot hole through solid rock. ]

While we were busy examining the cave in general, Joe swore he saw a light way down in the cave.

We started down the cave once more and found a light. Or should I say the light found us as it was suddenly flashed into our faces. We stood there blinded by it for a minute until I flashed my light at it’s source and saw we were confronted by three [ 3 ] men. These men looked to be about 50 or a little younger. They were dressed in ordinary clothing such as is worn by most working men in the locality. Levi type pants and flannel shirts and wool coats. They wore no hats. But their shoes looked strange as their soles were so thick that they gave the impression of being made of wood.

There stood three [ 3 ] men looking at us in a cave, 1-mile or so in the depths of old Mount Lassen … One of them spoke to us. He asked what we were looking for … we came to the conclusion that we had better retreat. Turning to go we were confronted by two [ 2 ] more of them. One of the strangers told us, ‘I think maybe you had better come with us.’ … So we permitted the five [ 5 ] to escort us deeper into the depths of old Mt. Lassen … They had led us farther down and I guess we had gone a couple more miles when we came to the first thing that really amazed us.”

We came to a place where the cavern widened out a little and we saw some kind of machine, if it can be called that. Though I had no chance to examine it closely at the time, I did later and it was a very strange contrivance. It had a very flat bottom, but the front was curved upward something like a toboggan. The bottom plate was about 8-inches thick and it was the color of pure copper. But it was very hard tempered. Although I have had a lot of experience in metals and alloys, I had no opportunity to examine it closely enough to determine just what it was. I doubt very much if I could.

It had a seat in the front directly behind a heavy dashboard affair and there was a dial shaped in a semi-circle with figures or markings on it. I had not the slightest idea what they stood for, but they were very simple to remember. If there was a motor, it was in the rear.

All I could see was two [ 2 ] horseshoe or magnet-shaped objects that faced each other with the round parts to the outside. When this thing was in operation, a ‘brilliant green arc’ seemed to leap between the two [ 2 ] and to continue to glow as it was in operation. The only sound it gave off was a hum or buzz that sounded like a battery charger in operation.

The seat in the front was very wide.

The only method of operation was a ‘black tear-shaped object’, which hung from the panel by a chain.

One [ 1 ] of these men – sitting in the middle – took this thing and touched the sharp end to the first [ 1st ] figure on the ‘left side’ of the dial.

When he touched the first [ 1st ] figure, the contraption seemed to move almost out from under us, but it was the smoothest and quietest take-off I ever experienced. We seemed to float. Not the slightest sound or vibration.

And after we had traveled for 1-minute he touched the ‘next [ 2nd ] figure’ on the dial and our speed increased at an alarming rate.

But when he had advanced the black object over past the center of the dial, our speed increased until I could hardly breathe.

I can’t begin to estimate the distance we had traveled or our speed, but it was terrific.

The two [ 2 ] horseshoe objects in the rear created a green light that somehow shone far ahead of us, lighting up the cavern for a long way.

I soon noticed a black line running down the center of the cavern and our ‘inner-mountain taxi’ seemed to follow that.

I don’t know how long we continued our mad ride, but it was long enough for us to become used to the terrific speed and we had just about overcome our fear of some kind of wreck when we were thrown into another spasm of fear. Another machine of the same type was approaching us head on. I could see that our captors were very nervous, but our speed continued.

As the other machine became closer our speed slowed down very fast and we came to a smooth stop about 2-feet from the front of the other machine.

Our machine had no sooner stopped than our captors leaped from the machine and started to dash away.

A ‘fine blue light’ leaped from the other machine in a ‘fine pencil beam’ and it’s sweep caught them and they fell to the cavern and lay still.

The figures dismounted from the other machine and came close to us.

Then I noticed they carried a strange object in their hands. It resembled a ‘fountain pen flashlight with a large round bulb-like affair on the back end and a grip’ – something like a German luger pistol.

They pointed them at us. After seeing what had happened to our erstwhile captors I thought that our turn was next, whatever it was.

But one [ 1 ] spoke to us.

“Are you surface people?”

I guess we are, as this is where we came from very recently.

“Where did the horlocks find you?”

If you mean those guys, I pointed to the five [ 5 ] motionless figures, back there a few hundred miles – I pointed toward the way we had come in our wild ride.

“You are very fortunate that we came this way,” ‘he’ told us, “You would have also become horlocks and then we would have had to kill you also.”

That was the first time I had realized that the others were dead. They put their strange weapons away and seemed friendly enough, so I ventured to ask them the who and why and everything we had run into.

I told them of our search for guano and how we had encountered the five [ 5 ] horlocks, as he called them, and asked ‘him’ about the machines, their operation and could we get out again?

He smiled and told us, “I could not tell you too much as you would not understand. There are so many things to explain and you could not grasp enough of what I could myself tell you. The ‘people on the surface’ are ‘not ready to have the things’ that ‘the ancients’ have left. Neither I nor any one in any of the caverns know why these things work, but we do know how to operate some of them. However, ‘there are a great many evil people here who create many unpleasant things for both us and the surface people’. They are safe because ‘no one on the surface believes us or them’. That is why I am telling you this. No one would believe that we exist. We would not care, but there are many things here that ‘the outer world must not have until they are ready to receive them’, as ‘they would completely destroy themselves, so ‘we must be sure that they do not find them’. As for the machine, I don’t know how it works, but I know some of the principles of it. It works simply by gravity. And it is capable of reverse. The bottom plate of it always is raised about 4-inches from the surface of the floor. That is why there is no friction and has such a smooth operation. This ‘object suspended from this chain is pure carbon’. It is the key to the entire operation. As I told you before, I cannot explain why it runs, but it does. We want you two [ 2 ] to ‘return to where you came’ and ‘forget about us’. We will show you ‘how to operate the sled’ and ‘we want you never again to enter the cave’. If you do – and you do not encounter the horlocks – we will have to do something about you ourselves so, ‘it would not be advisable to try to return at all events’. One thing I can tell you. ‘We never could permit you to leave another time’.”

He explained to us the operation of the machine and in some way reversed it’s direction.  So thanking them, we seated ourselves in the sled, as he had called it, and were soon on our way back.

Our return trip was really something we enjoyed, as I was sure not to advance the carbon far enough on the dial to give us such terrific speed, but we soon found ourselves where we started from.  The sled slid to a smooth stop and we jumped out and started up the cave afoot.

We must have walked a long way coming in, for we thought we never would come to the surface.  But at last we did.  And it was late afternoon when we emerged.

We lost no time in making our way down the mountain, and Joe tells me that he isn’t even curious about what is in that cave. But I am.

What is the answer to the whole thing?  I would like to know.

We had been told enough for me to believe that down there – somewhere – there are things that might baffle the greatest minds of this Earth. Sometimes I’m tempted to go back into that cave if I could find it again, which I doubt, but, then I know the warning I heard in there might be too true, so I guess I had better be of the same mind as Joe.  He says: ‘What we don’t know don’t hurt us’.

Regardless of Joe’s opinion, however, there is reason to believe that influences from these nether regions can and do affect “us” in a profound way, and even the men whom Ralph and Joe encountered, whoever they were, admitted this fact.

====

Submitted for review and commentary by,

Kentron Intellect Research Vault ( KIRV )
E-MAIL: KentronIntellectResearchVault@gmail.com
WWW: http://KentronIntellectResearchVault.WordPress.Com

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Secret IT Directorate

CIA HQ former buildings

[ PHOTO ( above ): Former U.S. Central Intelligence Agency Headquarters ( click on image to greatly enlarge ) ]

Secret IT Directorate
by, Concept Activity Research Vault ( CARV )

November 22, 2011 11:45:08 ( PST ) Updated ( Originally Published: October 25, 2010 )

USA, Menlo Park, California – November 22, 2010 – Some may not recall the ‘first public announcement ( 2000 )’ of the United States Central Intelligence Agency ( CIA ) ‘private business corporation’ having been referred to as the IN-Q-TEL CORPORATION INTERFACE CENTER (aka) QIC, it was however fomerly known as IN-Q-TEL CORPORATION, but ‘that company name’ was even formerly known as IN-Q-IT CORPORATION (  ’not’ to be confused with the INTUIT CORPORATION business of software application programs QuickBooks and TurboTax ), however the CIA ’reversed’ its previous private business name change decisions back to it now being known as the IN-Q-IT CORPORATION ( IN-Q-IT ) today. Clear as mud, right?

Some wonder whether ”IN-Q-IT” is even ‘really’ the ’true name’ of this CIA ‘private business’ company today, or whether – within the intelligence community pea ‘n shell game of names – other company subsidiary names may have developed, but for now the IN-Q-IT CORPORATION is ‘currently known’ as being the U.S. Central Intelligence Agency ( CIA ) ‘venture capital’ private business corporation.

Important to understand precisely ‘what this CIA private business was supposed to be accomplishing’ versus ‘what the CIA actually did’ with its private business; more recently, however ’what it has become’ and ‘what it is supposed to be accomplishing’ today and for the future.

The curious state of affairs sees no one knowing anything more about the CIA QIC ( IN-Q-TEL Interface Center ) private business corporation than a few did when it began, but ‘now’ no one is even required to inform the public with an accounting to justify anything surrounding it. Why? Because it was meant to be a ‘private business’ company, ‘not’ a U.S. government entity, and ‘that’ was ‘how’ the CIA created it to remain – outside anyone’s purview – for a rather ‘complex’ reason.

The only method, by which an ‘even more complete’ and ‘even more accurate assessment’ may be formulated for an ’even more thorough understanding’ is quite involved and may at times be highly complex. One must not only review ‘multiple facet areas’ this CIA ‘private business company was originally designed to tackle but more-so what it was supposed to accomplish, and from within ‘both’ of those areas, go on to ’realize precisely’ what ‘were’ and ‘still are’ today’s “problem sets” facing the CIA and just ‘how’ they are juggling it all.

Some believe ‘members’ of U.S. Congressional committees’ and subcommittees’ ‘oversight’ had to attend ‘special educational lessons’ designed by the CIA. Did key members of Congress attend what basically amounted to a CIA ‘school’?

The CIA Congressional school was believed non-existent by many left to see other less palatable theories develop into the U.S. Congress having simply tired over too numerous CIA complex oversight reviews – and so much so that Congress relagated its own authority over to CIA in what some believed tantamount to the CIA ‘fox’ guarding its own global-sized intelligence ‘chicken coop’.

Some may now be enlightened to understand what the United States Central Intelligence Agency ( CIA ) decidely phrased as its own ”radical departure” away-from what it perceived as ‘inefficient economic budget support’ for solving its own ’quantum complexities’ within ’highly specific areas’ – still ‘classified’ in the interest of ‘national security’ – burdensomely producing an exponential growth of new ”problem sets” the CIA would only publicly explain – in the most general of terms – as such ‘experienced from within un-named areas’ of ‘science and technology research and development applications’ that the CIA was decidely viewing to establish ‘limits upon’ and go on to a’simultaneously’ establish as ‘marketable derivatives’ it called ”products” that CIA Office of Science and Technology ( S&T ) oversight could ‘manage distribution of information knowledge’ from but on an ‘in-exchange’ contractual agreement basis with ‘cooperative’ “private sector” ‘individuals’, ‘businesses’,  ’institutions’ and ‘organizations’ and thereby ‘establish who held proprietary keys’ to ‘special skill sets’ of what was already protected ’intellectual property rights’ of “existing” technology and CIA global establishment over all ”emerging” ( new upcoming future ) technology proprietary rights by sole marketeering ‘special talents’ and ‘special services’ could be harvested where incredible amounts of ‘profit’ could also be harnessed ( absorbed ) by the CIA.

To many of entrepeneurial independent spirit this CIA QIC private business corporation appeared, in-essence, out-of nowhere, like a new Borg structure infringing on private freedoms of what few once experienced of global marketplace past, and to others CIA QIC tenor was too Godfather-like – making people and entities an offer they couldn’t refuse. While the CIA foresaw such rumors and speculation coming,  in reality, what ‘was’ the ‘CIA’ doing by opening-up ‘its own private business corporation’?

Visionary dreams may be able to see the United States Central Intelligence Agency ( CIA ) ‘shed’ its ’government skin’ to become the ‘world’s largest multi-national corporation’ holding the ‘world’s largest monopoly’ on information technology ( IT ) research and development direction of much of the world’s finest talent resources, i.e. private ‘individuals’, ‘businesses’, ‘institutions’ and ‘organizations’ independently operating outside U.S. Congress ‘oversight, budget justification and related constraints’. Such clever restructuring in-place, CIA would cease to exist as the public knows it today, technically – by legal definition – becoming a wholly-owned ’non-profit organization’ – no longer requiring U.S. Department of the Treasury tax dollar funding. Set free, a new type of CIA would exist with ‘self-determined financing’ and stock market trading profits derived from a host of private sector corporate ‘mergers and acquisitions’ ( M&A ).

While surface dreams of such visionaries might at-first appear ingenious ‘how’ was ‘all’ this ‘actually assembled’?

Before 1999, it took the CIA Office of Legal Counsel less than 1-year to research various United States laws to locate legacy technicality provisions that the U. S. Congress approved allowing the CIA to exercise its own ”radical departure” plan.

By 2000, ’reality’ saw the fetal stages of this CIA private bussiness venture plan developing, leaving the public without hearing anymore further about its progress.

Some believed an ‘initial public offering’ ( IPO ) paying dividends to private individual investors and corporate trading of shares of ‘stock’ in what could have been misconstrued as potentially being the world’s largest ‘insider trading scheme’ headache of the United States Securities and Exchange Commission ( SEC ) whose predictives could only imagine manage the envelopment of multiple new technology area companies trading on ’stock exchange’ floors that could potentially carry forward ‘mutual profit secrets’ paying more funds than anticipated into the CIA private business plan – a “radical departure” away from what otherwise had long been understood as the status quo of world trading – where embarrassing implications might turn’terrorist fund reduction measures’ into ‘profits derived from CIA led secret private business developments in high technology products’. Could such a “radical departure” plan backfire or morphotherwise ’unsophisticated terrorists’ – utilizing improvised munition missions – into a new more powerful community of ’uncooperative competitive business terrorists’? Perhaps.

Implications of a CIA private business group of subsidiary businesses trading stock on ‘open stock market exchanges’ around the world could create an entirely ’new form of intelligence blowback’ of staggering global socio-economic business proportions for future generations.

Today, no overall clear pictures exist on what still remains cloaked in secrets – albeit ’government’ or ‘private’ – where outside both domains this CIA private business enterprise continues growing. But, in which directions?

Prior to 2001, the new CIA plan became a ’high-directional multi-tiered simulataneous growth-oriented economic support expansion’ for and of ‘key-critical secret-sensitive advanced “information technology” ( IT ) derivatives ( “products” )’ that could ‘only be implimented’ by the CIA “identifying” ( targeting ) and “partnering” ( obtaining ) ’exisiting information’ and ‘information tasking ability quotients’ from “global” ( worldwide ) “private sector” masses – an ”infinite” ( unlimited ) supply of ‘private individuals’, ‘private businesses’ and ‘institutions’ to become ‘dedicated taskers’ of controlled CIA “problem sets.”

The CIA private business futures would depend on successful simultaneous utilization of exercising better economic sense to its maximum potential immediately alongside highly specific advanced technological enhancements the United States ’intelligence community’ would be grown under a new ‘broad term secrecy’ commonly known but hidden within what the CIA termed only as ”information technology” ( IT ) that would necessarily require CIA controlled ’targeting’, ‘shaping’ and ‘acquisition’ of a plethora of private business sector information technology ( IT ) application research and development.

Truely a ”radical departure,” as the CIA publicly alluded to, when describing its ‘new mission focus’ – solving CIA “problem sets.”

Although CIA controlled ’special technology’ research and development ( R&D ) was on ‘applications’ that later becale known as ” Commercial Off The Shelf ” ( C.O.T.S. / COTS ) ‘products’ that were in-essence – during early stage informational development – the cruxt of what the CIA wanted presented on its ‘table’ whereupon the CIA would legitimatize and manage ‘mass information exchanges’ the CIA would ’trade’ for ‘other valuable considerations’ but to only a select few ‘private companies’ ( e.g. LOCKHEED, LUCENT, PHILIPS, AT&T, et al. ) that would in-return be ‘capable of offering’ through only ’United States government qualified’ contractual agreement exchanges of whatever the CIA deemed these companies ’could place of further interest’ or ’further the duration of continuing to provide’ what these select private ‘individuals’, ‘companies’, ‘institutions’ and ‘organizations’ were ‘already providing under U.S. government contract agreement harvests’.

The public, however only understood ‘press reports’ that kept all of the aforementioned very ’simple’ – indicating in the vaguest of terms – that ‘products would eventually be sold’ ”through the private sector.”

Secret-sensitive ‘products’, that were in all actuality ‘technological breakthroughs’ were to be traded between CIA selected and controlled business stock holdings, and the CIA IN-Q-TEL INTERFACE CENTER ( QIC ) would privately and thereby secretly manipulate all technology funds derived from what the CIA QIC publicly referred to as those being its ‘partners’ and ‘other vendors’ that would remain ’outside the purview U. S. Congress government budget oversight’ where all private companies remain to enjoy unfettered privledges of privacy.

By utilizing U.S. Department of the Treasury government tax funds – for U.S. government contract agreement funding to ‘private business partners’ – the United States Federal Reserve System follows in CIA footpath lock-step by ’mirroring’ private bank wire transfer monies directed and then redirected through a long chain series of foreign corporation named offshore bank accounts secretly routed back into the U.S. Central Intelligence Agency ( CIA ) IN-Q-IT CORPORATION (aka) QIC  private business enterprise handling ‘venture capital’ where new project funding amounts may be decidely broken down into smaller amounts or pooled into much larger amounts for dispersals to clandestine other secret-sensitive intelligence programs, projects and/or operations that gain the strength to easily remain ‘outside U.S. Congress intelligence oversight board committees and subcommittee scrutinization.

Directorate Central Intelligence ( DCI ) ochestral management arrangements within its IN-Q-IT INTERFACE CENTER ( QIC ) realizes from foreign historical prospectives that when a private business exercises ‘en masse privatized mind teams’ to understands today’s falabilities in-keeping with human frailties encountering CIA inherent procedural compartmentalization of secrets rule ( no “talking around” ) requiring those of such outside each task to be unable to quickly assemble an ‘overall picture’ of what overall CIA plans consist of – at least that’s how it’s supposed to work but rarely does – so, while that alone ( in and of itself ), became a “problem set” to solve that drastic measures needed taking. Hence, the CIA “radical departure” plan has another design serving to counteract intelligence information leaks.

Ingenious, is a very small word to describe even one ( 1 ) facet of this CIA private business plan where the public has its limited understanding confusingly ’shifted from what it perceives to be government secrets’ moved rapidly back and forth between ‘private sector secrets’ in what only but a few perceive to be a ‘new wave intelligence form’ or ‘combinatoric intelligence structuring’ producing a shield ( shell ) to protect even more secrets actually beneath what has become a new globally flexible CIA layered support group strengthening.

As an extremely large ’black budget’ intelligence missions funding source, CIA IN-Q-TEL INTERFACE CENTER would only be the recipient of limited and toned recommendations supplied by the QIC Board of Advisors ( CIA headquarters ) as measures to be reviewed for eventual implimentation by the QIC Board of Trustees for the essential discretionary manipulation of sophisticated:

1. Technologies [ i.e. XEROX PARC RESEARCH CENTER, et al. ];

2. Vendors [ i.e. LOCKHEED, et al. ];

2. Debt [ i.e. TELECREDIT INC., et al. ];

3. Capital [ i.e. MARSH & MCLENNAN CAPITAL INC. ];

4. Stock Market Trading [ i.e. GOLDMAN SACHS & CO. ]; plus,

5. More.

The report ( below ) shows ‘whom’ were initially placed in ‘experienced authoritative positions’ and shows ’whom’ were chosen as ’senior level executive advisors’, all selectively chosen by the CIA pulling them from ‘key critical private businesses’ to ‘guide’ the private U.S. Central Intelligence Agency business venture.

Such should really come as no surprise, at least to those understanding mechanics of international business, trading and finance where all domestic and foreign bank account transactions are mirrored under oversight by the United States Federal Reserve System ( FED ) and U.S. Securities And Exchange Commission ( SEC ), the latter two ( 2 ) of which are ‘overseen’ by the U.S. Central Intelligence Agency ( CIA ).

This information was dervived from, outside ’market sensitive‘ ( stock market trading ) material, a Critical Sensitive National Security report [ August 13, 2001 ] of the U.S. Congress, House of Representatives Subcommittee on Oversight and Investigations ( Subcommittee ) of the Committee on Financial Services relying on information supplied by, amongst others, the SEC Divisions of Enforcement and Corporation Finance, Offices of the Chief Accountant, General Counsel, Compliance, Inspections and Examinations, Office of the Comptroller, Office of Economic Analysis, the U.S. Central Intelligence Agency ( CIA ).

But, is all this ‘really going on’? See full report ( below ).

– – – –

Courtesy: Unwanted Publicity Information Group

Source: X-CIA Files [ now defunct MSN Group website ]

 

 

 

CIA Sends Hi-Tech Tsunami Warnings by, X-CIA Files – Staff Writer [ AnExCIA@bluewin.ch ]

March 12, 1999

USA, California, Menlo Park – The first ‘publicly open contract’ between a so-called ‘private firm’ partnering with the U.S. Central Intelligence Agency (CIA) where the private corporation whose CIA members conceived and funded it is known as the In-Q-Tel Corporation was formerly known as the In-Q-It Corporation.

In-Q-Tel is actually one of many CIA private-sector business partners, which is not all that uncommon a partnership, like what the CIA has had for decades with the MITRE CORPORATION (USA), BELL LABORATORIES ( Canada ), and TRW Power Thrusting Division ( Hawthorne, California, USA ), remote control center for CIA maneuvering Tracking Data and Relay Satellites ( TDRS ) and the Killer HUGHES ( KH-11 ) anti-satellite satellite ( space born destructive laser platform ) series.

The publicly revealed partnership between the CIA and IN-Q-TEL CORPORATION has sent another tsunami warning to Japan at its NIPPON ELECTRIC CORPORATION ( NEC ) high-technology monopoly, that has been right on the heels of advanced high-technology advancements seen within the RESEARCH TRIANGLE PARK ( North Carolina, USA ).

There is some doubt and controversy though between what the CIA says In-Q-Tel is, verses what Q-In-Tel says it is.

CIA claims ( on its website ) that Q-In-Tel is a “‘non-profit’ organization.”

IN-Q-TEL states it has had ’profitability in-mind for quite some time’.

Let’s see what the facts reveal (below), allowing casual observers to make up their own minds about just what IN-Q-TEL ‘really is’:

The In-Q-Tel Heirarchy

CIA IN-Q-TEL INTERFACE CENTER ( QIC ) players are stacked-up on a list that reads like something out-of a Robert Ludlum novel – filled with international intrigue high-tech corporatarchy.

CIA IN-Q-TEL INTERFACE CENTER ( QIC ) Board of Trustees is a Who’s-Who of ‘big corporate’ America:

– Gilman Louie, CEO of IN-Q-TEL CORPORATION, most recently was HASBRO INTERACTIVE Chief Creative Officer and General Manager of the GAMES.COM group ( responsible for creating the HASBRO internet game site ), previously serving as Chairman of the Board of MICROPOSE, CEO and Chairman of SPECTRUM HOLOBYTE, CEO of SPHERE INC., and is on the Boards of Directors of numerous software firms.;

– Lee Ault, Chairman, former Chairman and CEO of TELECREDIT INC.;

– Norman Augustine, former Chairman and CEO of LOCKHEED MARTIN CORPORATION;

– John Seely Brown, Chief Scientist, XEROX CORPORATION and President, XEROX PARC RESEARCH CENTER;

– Michael Crow, Executive Vice Provost of Columbia University;

– Stephen Friedman, Senior Principal of MARSH & MCLENNAN CAPITAL INC., and former Chairman of GOLDMAN SACHS AND CO.;

– Paul Kaminski, former U.S. Department Of Defense ( DoD ) Undersecretary for the U.S. Defense Acquisition and Technology Office, President and CEO of TECHNOVATIONS INC., and Senior Partner in GLOBAL TECHNOLOGY PARTNERS;

– Jeong Kim, President of CARRIER NETWORK, part of the LUCENT TECHNOLOGIES GROUP, and former founder of YURIE SYSTEMS;

– John McMahon, former Deputy Director of U.S. Central Intelligence Agency ( CIA ), former President and CEO of LOCKHEED MISSILE & SPACE COMPANY, and consultant to LOCKHEED-MARTIN CORPORATION;

– Alex Mandl, Chairman and CEO of TELIGENT, and former President and CEO of AT&T; and,

– William Perry, former U.S. Department Of Defense Secretary and currently Berberian Professor at Leiland Stanford University.

New CIA Use Of In-Q-Tel Interface Center ( QI.C )

In-Q-Tel is a new non-profit corporation funded by the CIA to seek Information Technology ( IT ) solutions to the Agency’s most critical needs. A unique venture, was formed to enable the Agency ( CIA ) to have access to ‘emerging and developing information technology’ in a timely manner.

QIC ( IN-Q-TEL INTERFACE CENTER ) is the ‘interface center’ linking the IN-Q-TEL CORPORATION to the Agency ( CIA ).

QIC – CIA Function

QIC develops a problem set for In-Q-Tel, partners with In-Q-Tel in the solution acceptance process and manages the Agency’s relationship with In-Q-Tel.

QIC plans and evaluates the partnership program, protects CIA security and CIA counter-intelligence interests and communicates the QIC / In-Q-Tel venture to the World.

CIA – QIC Function

The CIA, working in partnership with IN-Q-TEL, created the Agency’s ( CIA ) new found organization QIC.

QIC goals now, are to be the leading source for commercial, high impact IT solutions for the Agency ( CIA ), and will be herald as the single most important contributor to the Intelligence Community by the year 2001. QIC will create and use the full range of corporate processes needed to manage QIC (aka) the ” CIA-In-Q-Tel Partnership ” by delivering CIA-accepted IT solutions.

CIA Goals With QIC

Eventually, IN-Q-TEL will take on a life funded by the high-technology consumer public. QIC ( IN-Q-TEL Interface Center ) however, works comprehensively and collaboratively with Agency ( CIA ) IT specialists, customers, IN-Q-TEL experts, Agency ( CIA ) managers, the Chief Information Officer, the Chief Technology Officer, Chief Financial Officer, Agency directorates, and Executive Board to develop an annual coordinated and approved critical ‘problem set’ for IN-Q-TEL.

QIC, leads Agency participation in the partnership’s solution transfer planning, including resources, technology demonstration, and prototype testing and evaluation.

At the same time, QIC works with In-Q-Tel to assure that it addresses issues regarding the transfer of IT solutions into the Agency. QIC also works with Agency customers and their managers to create an environment conducive to the implementation and acceptance of partnership solutions and follow-on initiative.

In-Q-Tel Background

On September 29, 1999 the Central Intelligence Agency (CIA) was treated to something different. In many of the nation’s leading newspapers and television news programs a story line had appeared that complimented the Agency for its creativity and openness.

The media was drawn to a small corporation in Washington, D.C. that had just unveiled its existence and the hiring of its first CEO, Gilman Louie who described the Corporation called, the “IN-Q-IT CORPORATION“, as having been formed “…to ensure that the CIA remains at the cutting edge of information technology advances and capabilities.”

With that statement the Agency ( CIA ) launched a new era in ‘how it obtains cutting-edge technologies’.

In early January 2000, the name of the corporation ( IN-Q-IT CORPORATION ) was changed to IN-Q-TEL CORPORATION.

The ‘origins of the concept’ that has become IN-Q-TEL are traceable to Dr. Ruth David, former CIA Deputy Director for Science and Technology.

She and CIA Science And Technology Deputy Director, Joanne Isham, were the first senior Agency ( CIA ) officials to understand that the information revolution required the CIA to forge ‘new partnerships’ with the ‘private sector’ and ‘design a proposal for radical change’.

The timing of the proposal was fortuitous.

CIA Director of Central Intelligence ( DCI ), Mr. George Tenet, had just launched his own Strategic Direction Initiative ( SDI) – also known as “Star Wars“ – included technology as one of its areas for review.

The study made a direct link between Agency ( CIA ) ‘future technology investments’ and ‘improving’ its ‘information gathering’ and ‘analysis capabilities’.

By the summer of 1998, the Agency ( CIA ) had assembled a few senior Agency ( CIA ) ‘staff employees with an entrepreneurial bent’ and ‘empowered them’ to take the Dr. Ruth David original concept and flesh it out.

Aided by a ‘consulting group’ and a ‘law firm’, they ( CIA ) devoted the next 4-months to making the rounds in Silicon Valley ( California ) – and elsewhere – putting the concept through the wringer. Much of the ‘time was spent listening’.

Many they met with were often critical of one aspect or another of the concept.

But, whether they were ‘venture capitalists’, Chief Executive Officers ( CEO ), Chief Technical Officers ( CTO ) or men of Congress and staffers, all eagerly immersed themselves in spirited debates that enriched the Agency ( CIA ) team and ‘drove the concept in new directions’.

By the end of 1998, the Agency  CIA ) team reached a point at which the concept seemed about right.

Though’ it had changed considerably’ from that which had been proposed initially by Dr. Ruth David, it remained true to its core principles.

It was time to hand the ‘product’ of the Agency ( CIA ) work over to someone in the ‘private sector’ with the ‘experience’ and passion necessary ‘to start the Corporation’.

To the delight of the DCI and Agency ( CIA ) team, Norman Augustine, a former CEO of LOCKHEED-MARTIN and 4-time recipient of the Department of Defense highest civilian award, the Distinguished Service Medal, accepted the challenge.

By February 1999, the Corporation was established as a legal entity, and in March [ 1999 ] it [ IN-Q-TEL CORPORATION ] received its first [ 1st ] contract from the Agency ( CIA ). In-Q-Tel was in business, charged with ‘accessing information technology ( IT ) expertise and technology wherever it existed’ and brought it to bear on the’ information management’ challenges facing the Agency ( CIA ).

In-Q-Tel Creation

As an information based agency, the CIA must be at the cutting edge of information technology in order to maintain its competitive edge and provide its customers with intelligence that is both timely and relevant.

Many times the Agency and the federal government have been the catalysts for technological innovations. Examples of Agency ( CIA ) inspired breakthroughs, include the LOCKHEED AEROSPACE aircraft designed U-2 ( Dragon Lady ) and SR-71 ( Black Bird )reconnaissance aircraft and the CORONA ‘surveillance’ satellites, while the ‘parent of the Internet’ [ Advanced Research Projects Agency (aka) ARPA.NET ] was led forward with the Defense Advanced Research Projects Agency ( DARPA ).

By the 1990s, however – especially with the advent of the World Wide Web – the ‘commercial market’ was setting the pace in IT innovation.

And, as is the nature of a market-based economy, the ‘flow of capital’ and ‘talent’ has irresistibly ‘moved to the commercial sector’ where the prospect of huge profits from ‘initial public offerings‘ ( IPO ) and ‘equity-based compensation‘ has become ‘the norm’.

In contrast to the remarkable transformations taking place in Silicon Valley ( California ) and elsewhere, the Agency ( CIA ) – like many large Cold War era ‘private sector corporations’ – felt itself being ‘left behind’. It ( CIA ) was not connected to the creative forces that underpin the digital economy.

And, of equal importance, many in Silicon Valley ( California ) knew little about the Agency ( CIA ) IT ( information technology ) needs.

The opportunities and challenges posed by the information revolution to the Agency ( CIA ) core mission areas of ‘clandestine collection’ and ‘all-source analysis’ were growing daily.

Moreover, the [ CIA ] challenges are not merely from foreign countries, but also ‘transnational threats’.

Faced with these realities [ by 1997 ], the leadership of the CIA made a critical and strategic decision in early 1998.

The Agency’s leadership recognized that the CIA did not, and could not, compete for IT ( information technology ) innovation and talent with the same speed and agility that those in the ‘commercial marketplace’, whose businesses are driven by “Internet time” and ‘profit’, could.

The CIA mission ‘was’ intelligence collection and analysis, not IT innovation.

The leadership also understood that, in order to extend its reach and access a broad network of IT innovators, the Agency had to step outside of itself and appear not just as a buyer of IT but also as a seller.

The CIA had to offer Silicon Valley ( County of Santa Clara, California ) something of value, a business model that the Valley [ Silicon Valley ] understood; a model that ‘provides’ – for those who joined hands ( became partner affiliates ) with IN-Q-TEL – the ‘opportunity to commercialize’ their ‘innovations’. In addition, IN-Q-TEL ‘partner companies’ would also ‘gain another valuable asset’, access to very difficult CIA ‘problem sets’ that could become ‘market drivers’.

Once the Agency ( CIA ) leadership crossed these critical decision points, the path leading to IN-Q-TEL formation was clear.

In-Q-Tel – Close-Up

In-Q-Tel founder, Norm Augustine, established it as an independent non-profit corporation.

Its Board of Trustees, which now has 10 members, functions as any other board, initially guiding and overseeing the Corporation’s startup activities and setting its strategic direction and policies.

The CEO, who was ‘recruited’ by the Board [ Board of Trustees for IN-Q-TEL CORPORATION ], reports to them [ Board of Trustees for IN-Q-TEL CORPORATION ], and ‘manages’ IN-Q-TEL.

The Corporation [ IN-Q-TEL ] has offices in two ( 2 ) locations:

1. Washington, D.C.; and,

2. Menlo Park, California [ Silicon Valley ].

It [ IN-Q-TEL ] employs a ‘small professional staff’ and a ‘smaller group’ of ‘business consultants’ and ‘technology consultants’.

In-Q-Tel’s mission is to foster the development of new and ‘emerging information technologies’ and pursue ‘research and development’ ( R&D ) that produce solutions to some of the most difficult IT [ information technology ] problems facing the CIA.

To accomplish this, the Corporation [ IN-Q-TEL ] will network extensively with those in ‘industry’, the ‘venture capital’ community, academia, and any ‘others’ who are at the ‘forefront of IT [ information technology ] innovation’.

Through the business relationships that it establishes, In-Q-Tel will create environments for collaboration, product demonstration, prototyping, and evaluation.

From these activities will flow the IT solutions that the Agency ( CIA ) seeks and, ‘most importantly’, the ‘commercial opportunities’ for ‘product development’ by its ‘partners’.

To fulfill its mission, In-Q-Tel has designed itself to be:

– Agile to respond, rapidly to Agency needs and commercial imperatives;

– Problem driven, to link its work to Agency program managers;

– Solutions focused, to improve the Agency’s capabilities;

– Team oriented, to bring diverse participation and synergy to projects;

– Technology aware, to identify, leverage, and integrate existing products and solutions;

– Output measured, to produce quantifiable results;

– Innovative, to reach beyond the existing state-of-the-art in IT; and,

– Over time, self-sustaining, to reduce its reliance on CIA funding.

At its core, In-Q-Tel is designed to operate in the market place on an equal footing with its commercial peers and with the speed and agility that the IT world demands.

As an example, it [ IN-Q-TEL ] can ‘effect the full range of business transactions‘ common to the industry – it is ‘venture [ venture capital ] enabled’, can ‘establish joint ventures‘, ‘fund grants [ grant funding ]‘, sponsor open competitions, ‘award sole source contracts‘, etc. And, ‘because of the many degrees of freedom granted to it‘ [ IN-Q-TEL ] by the Agency ( CIA ), IN-Q-TEL ‘does not require Agency ( CIA ) approval for business deals it negotiates‘.

As such, In-Q-Tel represents a different approach to government R&D.

It [ IN-Q-TEL ] ‘moves away from the more traditional government project’ office model in which the program is managed by the government.

Instead, the Agency ( CIA ) has invested much of the decision-making in the Corporation [ IN-Q-TEL ].

Hence, In-Q-Tel will be judged on the outcomes produced, i.e. the solutions generated, and not by the many decisions it makes along the way.

In-Q-Tel – IT Space

As with many aspects of the In-Q-Tel venture, the Agency took a different approach in presenting its IT needs to the Corporation. It bounded the types of work that In-Q-Tel would perform – its IT operating “space” – by two ( 2 ) criteria:

In the first [ 1st ] instance, it made the decision that In-Q-Tel would initially conduct only unclassified IT work for the Agency ( CIA ).

Second [ 2nd ], to attract the interests of the private sector, it recognized that IN-Q-TEL would ‘principally invest in areas’ where there was both an Agency ( CIA ) need and ‘private sector interest’.

Whereas in the past, much of the commercial computing world did not focus on those technologies useful to the CIA, the intersection zone between intelligence and private sector IT needs has grown tremendously in recent years.

Many of the underlying technologies that are driving the information revolution are now directly applicable to the intelligence business. Examples of commercial applications that also support intelligence functions are:

1. Data warehousing and data mining; 2. Knowledge management; 3. Profiling search agents [ Search Engines and User search requests ]; 4. Geographic information systems [ Satellite Communication Information Systems ]; 5. Imagery analysis and pattern recognition; 6. Statistical data analysis tools; 7. Language translation; 8. Targeted information systems; 9. Mobile computing; and, 10. Secure computing.

Information Security or INFOSEC, a critical enabling technology for all intelligence information systems, is now a mainstream area of research and innovation in the commercial world, due in no small part to the exponential growth in Internet e-commerce.

Thus, there are a number of commercially available security technologies:

1. Strong encryption; 2. Secure community of interests; 3. Authentication and access control; 4. Auditing and reporting; 5. Data integrity; 6. Digital signatures; 7. Centralized security administration; 8. Remote users or traveling users; and, 9. Unitary log-in.

It is, no doubt, the case that the commercial investments flowing into information security outpace the spending made by the Intelligence Community.

Thus, In-Q-Tel will be poised to ‘leverage the investments of others to the benefit of the Agency ( CIA )‘.

Having bounded In-Q-Tel’s IT space with these 2 criteria – ‘unclassified work’ with ‘commercial potential’ – the Agency defined a set of strategic problem areas for the Corporation.

These four ( 4 ) areas have the added and obvious benefit of spanning the needs of all the Agency’s directorates and, hence, its core business functions of collection and analysis:

1. Information Security: Hardening, and intrusion detection, monitoring and profiling of information use and misuse, and network and data protection.;

2. Use of the Internet: Secure receipt of information, non-observable surfing, authentication, content verification, and hacker resistance.;

3. Distributed Architectures: Methods to interface with custom / legacy systems, mechanisms to allow dissimilar applications to interact, automatic handling of archived data, and connectivity across a wide range of environments.; and,

4. Knowledge Generation: Geospatial data fusion and multimedia data fusion or integration and, computer forensics.

Information Technology ( IT ) In-Q-Tel – CIA Occupancy

It will no doubt raise questions with some who will believe that it or the Agency ( CIA ) have other motives.

It is, therefore, important to highlight ‘what In-Q-Tel is not’ and what it [ IN-Q-TEL ] will not do.

First, it is not a front company for the Agency ( CIA ) to conduct any activities other than those spelled out in its Articles of Incorporation and its Charter Agreement.

As a non-profit – 501(c)3 – corporation, it will operate in full compliance with the Internal Revenue Service ( IRS ) regulations and, as with all similar non-profits, its IRS filing will be a matter public record.

In-Q-Tel is ‘openly affiliated with the Agency ( CIA )’, as was made obvious to the world during its press rollout on September 29, 1999.

Of equal importance, it will not initiate work in areas that lead to solutions that are put into so-called “black boxes” – that is, innovations that the government subsequently classifies. To do so would undercut In-Q-Tel credibility with its business partners to the detriment of the Agency.

Finally, IN-Q-TELis a solutions company‘, ‘not a product company‘.

Working through its business partners, it will demonstrate solutions to Agency problems but will not generate products for use by Agency components.

In-Q-Tel ‘inspired products‘ will be ‘developed through separate contractual arrangements‘ involving Agency ( CIA ) ‘components‘ and ‘other vendors‘.

In-Q-Tel – Structure & Staffing

Central to the In-Q-Tel business model are speed, agility, market positioning, and leveraging.

These attributes, taken together, have helped shape the evolving structure of the Corporation. It is one that intends to emphasize the “virtual” nature of the Corporation while minimizing “brick and mortar” costs, i.e. it will operate by facilitating data sharing, and decisionmaking via seamless communications using a private network with broadband connectivity to the Agency and its partners, while limiting direct infrastructure investments in laboratories and related facilities by leveraging the facilities of others.

To facilitate this intent, the In-Q-Tel Board and CEO decided to hire a small staff composed of people with strong technical and business skills.

At present, the Corporation has about ten ( 10 ) staff employees and, it is expected that, by the end of the year 2000, the total will number about thirty ( 30 ).

The CEO is currently designing In-Q-Tel management structure, but the parameters he has set for it indicate that it will be very flat and aligned for rapid decision-making.

How In-Q-Tel Works

One of the great leaps of faith the Agency took in this venture was to recognize, early on, that private sector businessmen were better equipped than it was to design the Corporation and create its work program.

The Agency’s critical role was to develop the initial concept, help form the best Board possible, give IN-Q-TEL a challenging problem set, and then design a ‘contractual vehicle‘ that ‘gave‘ the [ CIA ] CorporationQIC ] the ‘necessary degrees of freedom to design itself and operate in the market place‘.

All of this was accomplished in less than 1-year, to include the design of In-Q-Tel’s initial work program. In-Q-Tel’s current work program is built on a process of discrete, yet overlapping, elements – IT roadmapping, IT baselining, and R&D projects.

The underlying philosophy now driving the In-Q-Tel program is to gain an understanding of the many players occupying In-Q-Tel’s IT space – by roadmap analysis – and, concurrently, test and validate the performance and utility of existing products and technologies – by baseline testing – against current Agency needs.

If the test results are successful, the Agency ( CIA ) has the ‘option’ of quickly ‘purchasing’ the ‘products’ directly ‘from the vendor’.

However, in those ‘cases where there are no existing products or technologies‘, or where a gap exists between the baseline test results and the Agency ( CIA ) needs, IN-Q-TEL will launch R&D projects.

In this way, the Agency ( CIA ) obtains near-term solutions through the evaluation of those products considered “best-in-class” and can target its R&D projects more precisely – that-is, to where ‘commercial‘ or ‘other government [ contract ] IT investments [ $ ] are small‘ or nonexistent.

With its first [ 1st ] year budget of about $28,000,000 million, In-Q-Tel has focused its initial efforts on the IT roadmap and baseline elements of the program.

The roadmap project seeks, first, to ‘identify those in industry, government, and academia who occupy the same IT space as In-Q-Tel’ and, secondarily, to ‘spot existing technologies of potential interest’.

The results will also help In-Q-Tel leverage the technical advances made by others, assess the overall direction and pace of research, avoid duplicating work done by other government entities, and highlight [ identify and target ] potential business partners. The roadmap will be updated and refined by In-Q-Tel throughout the life of its work program.

Two ( 2 ) Team Incubators & Twenty ( 20 ) Hi-Tech Firms [ Businesses ]

These twenty (20) are executing the baseline-testing element of the In-Q-Tel work program. They were selected by an independent review panel of national IT experts convened by In-Q-Tel to evaluate multiple proposals.

Each of the two ( 2 ) teams is working on one ( 1 ) or more ‘incubator concepts’ derived by In-Q-Tel from the Agency ( CIA ) ‘problem set‘ enumerated above. The incubator teams will operate for over a [ 1 ] year. As the In-Q-Tel work program grows, it is possible that other baseline incubator teams will be established.

The R&D part of the program, which In-Q-Tel manages, will soon become the core of its activities, with a growing percentage of its funds directed towards a portfolio of research projects. In-Q-Tel is formulating its research thrusts based on the information and test results gathered under the roadmap and baseline work, aided by extensive interactions with the private sector and the Agency.

The design of the research projects will be set by In-Q-Tel and will vary to meet the mutual interests of the Agency ( CIA ), In-Q-Tel, and its prospective business partners.

As mentioned earlier, In-Q-Tel will ‘draw from a broad range of R&D competition‘ models to attract the business partners it seeks.

In some cases, it may assemble teams of companies that each has a necessary part, but not the whole, of the solution In-Q-Tel seeks.

In ‘other projects’ IN-Q-TEL might be a co-investor in a fledgling company with another business partner such as a venture capital firm.

Or, it could take a more traditional route, using a request for proposal.

In essence, In-Q-Tel will use whatever model most efficiently and effectively meets the needs of all parties to a transaction, with a constant eye towards leveraging its resources and solving the Agency’s IT needs.

Common to most or all of the R&D agreements that In-Q-Tel intends to use will be the subject of intellectual property (IP), or more precisely said, the ownership of IP and the allocation of IP generated revenues.

In the area of IT R&D, a deal is typically not struck until all of the parties’ IP rights are clearly established.

In-Q-Tel’s acceptance within the IT market place depends heavily on its ability to negotiate industry standard IP terms.

Recognizing this, the Agency ( CIA ) agreement with In-Q-Tel allows it and/or its partners to retain title to the innovations created and freely negotiate the allocation of IP derived revenues.

The only major stipulation is that the Agency ( CIA ) retain traditional “government purpose rights” to the ‘innovations‘.

Contract Model – In-Q-Tel

Before the partnership between In-Q-Tel and the Agency became a reality, the Agency ( CIA ) had to develop a new contract vehicle that granted the Corporation [ QIC ] the degrees of freedom it needed to operate in the market place.

Most Agency ( CIA ) contracts, including those in R&D, are based on the Federal Acquisition Regulations ( FAR ), however FAR is often viewed by industry as overly burdensome and inflexible. And, it has been the U.S. Department of Defense ( DoD ) experience that smaller companies often will not contract with the government because of the extra costs they would incur to be FAR compliant.

Because the Agency ( CIA ) wanted to encourage such companies to work with In-Q-Tel, it took a different approach and designed a non-FAR agreement with the IN-Q-TEL CORPORATION.

It [ CIA ] also adopted elements from the old internet Godfather, i.e. Advanced Research Projects Agency or ARPA and its model based on “Other Transactions ( OT )” authority granted to the DoD [ U.S. Department of Defense ] by Congress [ U.S. Congress ].

OT [ Other Transaction ] agreements ‘permit authorized government agencies’ [ e.g. CIA ] to design R&D agreements outside the FAR.

The hoped for result is to spur greater flexibility and innovation for the government. In addition, it permits well-managed businesses, large and small, to perform R&D for the government, using their existing business practices and procedures.

Using an ARPA model OT agreement as a guide, the Agency ( CIA ) designed a 5-year Charter Agreement that describes the broad framework for its relationship with IN-Q-TEL, sets forth general policies, and establishes the terms and conditions that will apply to future contracts. In addition, a short-term funding contract was negotiated that includes In-Q-Tel’s “Description of Work”.

Together these documents define the metes and bounds of the Agency ( CIA ) relationship with In-Q-Tel and permit IN-Q-TEL to negotiate agreements with its partners, absent [ without ] most government flow down requirements.

In-Q-Tel – Advancements

The In-Q-Tel venture is one that has challenged the Agency to think creatively and quickly to address the fundamental changes that the information revolution is having on its core business.

It responded by setting aside traditional policies and practices in many areas and established a new partnership with industry and academia, based on shared interest and mutual benefit.

But, one cannot ignore that this venture involves risk, both for the Agency and In-Q-Tel. From the Agency’s perspective there are three ( 3 ) major areas that will require constant attention:

1. Managing its relationship with IN-Q-TEL;

2. Solution transfer; and,

3. Security.

Perhaps the most important of the three is the first, managing the relationship without stifling In-Q-Tel’s competitive edge.

IN-Q-TEL is a small independent corporation ‘established to improve the mission performance of a much larger government Agency‘. [ ? National Secruity Agency ( NSA ) ? ]

The imperatives that led to In-Q-Tel have many parallels in industry. In fact, the IT sector is replete with examples of a large corporation seeking to improve its competitiveness by either purchasing a small start-up company or forming a subsidiary.

The ‘parent corporation‘ [ ? ] sees in ‘its offspring‘ traits that it no longer possesses – speed, agility, and expertise. But, for these traits to be realized, ‘the start-up‘ must operate unencumbered from the ‘parent corporation‘ [ ? ], whose natural tendency is to rein in and control it.

Similarly, the Agency ( CIA ) will have to restrain its natural inclination to micromanage IN-Q-TEL and, instead, allow the Corporation [ QIC ] the freedom to prosper. It must have continuous insight into In-Q-Tel’s activities, but must understand that In-Q-Tel is responsible for its own operations, including the design and management of the work program.

Acceptance by Agency ( CIA ) components of In-Q-Tel inspired solutions will be the most important measure of success in this venture. It is also likely to be the hardest.

While there is every expectation that In-Q-Tel will become commercially successful and seed innovative solutions, if they are not accepted and used by Agency line managers, then the overall venture will be judged a failure.

Although In-Q-Tel has a critical role in the solution transfer process, the burden rests with the Agency, since the challenges are as much managerial and cultural as they are technical.

The Agency ( CIA ) Chief Information Officer ( CIO ), directorate heads, and component directors will all have to work closely with IN-Q-TEL to overcome bureaucratic inertia and identify eager recipients of the innovations that the Corporation develops.

Agency ( CIA ) “product champions” for each IN-Q-TEL project should be identified early and should participate fully in its formulation, testing, and evaluation. Incentives should be considered for those Agency ( CIA ) components that commit to projects with unique risks or that require extensive personnel commitments.

These and other strategies will be employed to ensure that the return on the Agency’s investment in In-Q-Tel translates into measurable improvements in its mission performance.

The open affiliation between the CIA and In-Q-Tel is yet another unique aspect and challenge for this venture. Although the Corporation [ QIC ]will be doing only unclassified work for the Agency ( CIA ), the nature of its IT research and its association with a US intelligence agency will undoubtedly attract the interests of foreign persons, some with questionable motives.

The obvious security ramifications of this scenario were well considered in the decisionmaking process that led to In-Q-Tel’s formation. It was ultimately decided that the risks are manageable and, in many ways, are similar to those faced by any high-tech company trying to protect its IP and trade secrets.

IN-Q-TEL and the Agency ( CIA ) will be working closely to ensure that the Corporation [ QIC ] operates with a high degree of security awareness and support.

In-Q-Tel has a critical role in meeting these three ( 3 ) challenges. However, it’s most persistent challenge will be developing and sustaining a reputation as a business that:

1. sponsors leading edge research;

2. produces discoveries; that can be,

3. profitably commercialized.

Once it has established a record of accomplishment in these two areas, the high caliber IT talent the Agency hopes to reach through In-Q-Tel will be drawn to the Corporation.

In-Q-Tel Future

Those of us at the Agency who helped to create In-Q-Tel are endlessly optimistic about its prospects for success. The early indicators are all positive. Among them is the caliber of the people who stand behind and lead the Corporation and the initial reaction from industry and the trade press to its formation.

IN-Q-TEL Board of Trustees is at least the equal of any large corporation’s board. They are committed to the Agency ( CIA ) mission, the new R&D model that IN-Q-TEL represents, and have invested much of their time to its formation.

The Agency and the nation are in their debt.

The Board [ IN-Q-TEL Board of Trustees ] also recruited an outstanding CEO who brings with him the ‘experiences’ and ‘contacts’ of his Silicon Valley [ California ] base and an established reputation for starting and growing new IT companies.

The favorable press coverage of In-Q-Tel combined with the industry “buzz” engendered by the Board and CEO have brought a flood of inquiries by those interested in doing business with the Corporation. And, most importantly, its work program is already beginning to achieve results that the Agency ( CIA ) can use and that its ( CIA ) partners can commercialize.

Judging by the record to date, the road ahead appears promising. But, In-Q-Tel’s fate also rests in part on those institutions charged with oversight of the Agency and its budget.

Congress has supported the Agency as it launched this new venture. The U.S. Congress “seeded the venture with start-up funding” when it was still in its conceptual phase, but asked hard questions of the Agency throughout the design and formation of In-Q-Tel.

Members understood that starting an enterprise such as IN-Q-TEL is ‘not risk free‘. As with all R&D efforts in government and industry, there will be some home run successes but also some failures. That is the price the Agency must be prepared to pay if it wants to stay on the leading edge of the IT revolution.

With In-Q-Tel’s help plus the continued support of Congress [ U.S. Congress ] and Office of Management and Budget ( OMB ), as well as from the traditional Agency ( CIA ) ‘contractor community‘ and ‘others‘, an “e-CIA” of the next century [ 21st Century ] will evolve quickly, to the benefit of the President and the national security community.

Notes Of Interest

For the next one ( 1 ) or two ( 2 ) years [ 1999 – 2000 ], IN-Q-TEL will accept work only from the CIA‘.

All solutions that it provides to the CIA will be made available to the entire Intelligence Community.

Codified in a 5-year Charter Agreement with the CIA and a 1-year funding contract that is renewable annually. As stipulated in the Charter Agreement, “…the Federal Government shall have a nonexclusive, nontransferable, irrevocable, paid-up license to practice or have practiced for or on behalf of the United States the subject invention throughout the world for Government purposes”.

The Agency ( CIA ) component that has day-to-day responsibility for guiding the CIA relationship with IN-Q-TEL, including the ‘design and implementation of the contract’ and the ‘problem set’, is the IN-Q-TEL INTERFACE CENTER ( QIC ) which resides inside the CIA Directorate of Science and Technology.

Circa: 2002 – 2008

IN-Q-TEL INCORPORATED (aka) IN-Q-IT CORPORATION 2500 Sand Hill Road – Suite 113 Menlo Park, California 94025 – 7061 USA TEL: +1 (650) 234-8999 TEL: +1 (650) 234-8983 FAX: +1 (650) 234-8997 WWW: http://www.inqtel.com WWW: http://www.in-q-tel.org WWW: http://www.in-q-tel.com

IN-Q-TEL INCORPORATED (aka) IN-Q-IT CORPORATION P.O. Box 12407 Arlington, Virginia 22219 USA TEL: +1 (703) 248-3000 FAX: +1 (703) 248-3001

– –

IN-Q-TEL focus areas, surround:

– Physical Technologies; – Biological Technologies; – Security; and, – Software Infrastructure.

– –

IN-Q-TEL

Investments –

Strategic Investments, Targeted Returns

In-Q-Tel is ‘building’ a ‘portfolio of companies’ that are ‘developing innovative solutions’ in ‘key technology areas’

Similar to many ‘corporate strategic venture’ firms, In-Q-Tel seeks to ‘optimize potential returns’ for our clients — the CIA and the broader Intelligence Community— by investing in companies of strategic interest.

In-Q-Tel engages ‘start-ups’, ‘emerging’ and ‘established’ companies, universities and research labs.

In-Q-Tel structure attractive win-win relationships through ‘equity investments’, as well ‘strategic product development funding’, and ‘innovative intellectual property arrangements’ and ‘government business development guidance’.

An Enterprising Partner –

In-Q-Tel ‘portfolio companies’ value a ‘strategic relationship’ with a ‘proactive partner’.

Companies, that work through In-Q-Tel due diligence process, know their technologies have the potential to address the needs of one of the most discriminating enterprise customers in the world.

In-Q-Tel takes a hands-on approach, working closely with our ‘portfolio companies’ to help ‘drive their success’ in the ‘marketplace’ and to ‘mature [ ‘grow’ ] their technologies’.

In-Q-Tel ‘investment goals’ are focused on ‘return’ on technology – a ‘blend of factors’ that will ‘deliver strategic impact’ on the Agency [ CIA ] mission:

– Effective ‘deployments’ of innovative technologies to the CIA; – Commercially successful ‘companies that can continue’ to ‘deliver’ and ‘support’ innovate technologies; and, – Financial ‘returns to fund further technology investments’ to ‘benefit the Intelligence Community’.   Investing In Our National Security –

In just a few short years, In-Q-Tel has ‘evaluated’ nearly two thousand [ 2,000 ] ‘proposals’:

75% [ 1,500 ] of which have come from companies that had never previously considered working with the government.

To date, In-Q-Tel ‘established strategic relationships’ with more than ‘twenty’ ( 20 ) of these ‘companies’.

Read more about our ‘portfolio companies’ and ‘technology partners’, or learn how to submit a business plan to In-Q-Tel.

Areas Of Focus –

IN-Q-TEL focuses on next generation technologies for gathering, analyzing, managing and disseminating data. Learn more about our areas of focus:

Knowledge Management: [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/tech/km.html ];

Security and Privacy: [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/tech/sp.html ];

Search and Discovery: [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/tech/sd.html ];

Distributed Data Collection: [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/tech/dd.html ]; and,

Geospatial Information Services: [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/tech/gi.html ].

Submit A Business Plan –

“In-Q-Tel also has garnered a reputation in the tech and VC [ Venture Capital ] worlds for being hard-nosed during due diligence. Unlike some venture firms, In-Q-Tel is staffed with hard-core techies who know how to put a program through the ringer. They’ve also got one of the roughest testing domains: the computer systems of the CIA.” – Washington Business Journal ( November 19, 2001 )

– View our criteria [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/submit/index.html ] for submission, and apply for consideration online.

Media Resources –

– Investment Portfolio: [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/news/attachments/InQTelInvestmentPortfolio.pdf ].

Reference

http://web.archive.org/web/20020630223724/www.inqtel.com/invest/index.html

– – – –

Circa: 2002

IN-Q-TEL

Investments –

Technology Partners ( 2002 ) –

INKTOMI [ http://www.inktomi.com ] ( Leading Edge Search and Retrieval Technology )

INKTOMI, based in Foster City, California ( USA ), has offices elsewhere in North America, Asia and Europe.

INKTOMI division business, involves:

Network Products – comprised of industry leading solutions for network caching, content distribution, media broadcasting, and wireless technologies; and,

Search Solutions – comprised of general Web search and related services, and ‘enterprise’ search.

Inktomi ‘develops’ and ‘markets’ network infrastructure software essential for ‘service providers’ and ‘global enterprises’.

Inktomi ‘customer’ and ‘strategic partner’ base of leading companies, include:

MERRILL LYNCH; INTEL: AT&T; MICROSOFT; SUN MICROSYSTEMS; HEWLETT-PACKARD; COMPAQ; DELL; NOKIA; AMERICA ONLINE ( AOL ); and, YAHOO.

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) Lead System Integrator ( LSI ) – SAIC LSI [ http://www.saic.com/contractcenter/ites-2s/clients.html  ]

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ), founded in 1969 by Dr. J. R. Beyster who remained with SAIC for 30-years until at least November 3, 2003, has had as part of its management, and on its Board of Directors, many well known former U.S. government personnel, including:

– Melvin Laird, Secretary of Defense in the Richard Milhouse Nixon Presidential Administration;

– William Perry, Secretary of Defense in the William Jefferson Clinton Presidential Administration;

– John M. Deutch, U.S. Central Intelligence Agency ( CIA ) Director of Central Intelligence ( DCI ) in the William Jefferson Clinton Presidential Administration;

– U.S. Navy Admiral Bobby Ray Inman, U.S. National Security Agency ( NSA ) and U.S. Central Intelligence Agency ( CIA ) – various employed capacities in ‘both’ Agencies – in the Gerald Ford Presidential Administration, Billy Carter Presidential Administration and Ronald Reagan Presidential Administration;

– David Kay, who led the search for Weapons of Mass Destruction ( WMD ) – following the 1991 U.S. Persian Gulf War – for the United Nations ( UN ) and in the George W. Bush Sr. Presidential Administration following the 2003 U.S. invasion of Iraq.

In 2009, SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) moved corporate headquarters to Tysons Corner at 1710 SAIC Drive, McLean, Virginia ( USA ).

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) is a scientific, engineering and technology ‘applications company’ with numerous ‘state government clients’, ‘federal government clients’, and ‘private sector clients’.

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) works extensively, with:

U.S. Department of Defense ( DOD ); U.S. Department of Homeland Security ( DHS ); U.S. National Security Agency ( NSA ); U.S. intelligence community ( others ); U.S. government civil agencies; and, Selected commercial markets.

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) Subsidiaries –

SAIC VENTURE CAPITAL CORPORATION; SCICOM TECHNOLOGIES NOIDA ( INDIA ); BD SYSTEMS ( BDS ); BECHTEL SAIC COMPANY LLC; BECK DISASTER RECOVERY ( BDR ); R.W. BECK; BENHAM; CLOUDSHIELD; DANET; EAGAN MCALLISTER ASSOCIATES INC.; HICKS & ASSOCIATES MEDPROTECT LLC REVEAL; SAIC-FREDERICK INC.; NATIONAL CANCER INSTITUTE ( NCI ); SAIC INTERNATIONAL SUBSIDIARIES; SAIC LIMITED ( UK ); CALANAIS ( SCOTLAND ); VAREC; APPLIED MARINE TECHNOLOGY CORPORATION; EAI CORPORATION; and, Others.

In 1991, SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) received transference of the U.S. Department of Defense ( DOJ ), U.S. Army ( USA ), Defense Intelligence Agency ( DIA ) ‘Remote Viewing Program’ renamed STARGATE Project.

In January 1999, SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) consultant Steven Hatfill saw SAIC vice president Joseph Soukup internally ( with no outside client ) commission ( with no outside client ) William C. Patrick – a retired leading figure in the legacy U.S. bioweapons program – see a report produced ( 28-pages on Feburary 1999 ) on terrorist anthrax attack possibilities via Unitd States postal mailings prior to 2001 anthrax attacks in the United States.

In March 2001, the U.S. National Security Agency ( NSA ) had SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) in ‘concept definition’ phase for what later became known as the NSA TRAILBLAZER Project, a “Digital Network Intelligence” system intended to ‘analyze data’ carried across computer ‘networks’.

In 2002, the U.S. National Security Agency ( NSA ) chose SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) to produce a ‘technology demonstration platform’ for the NSA TRAILBLAZER Project, a contract worth $280,000,000 million ( USD ).

TRAILBLAZER Project participants, included:

BOEING; COMPUTER SCIENCES CORPORATION ( CSC ); and, BOOZ ALLEN HAMILTON.

In 2005, TRAILBLAZER – believed by speculators ( http://www.PhysOrg.Com et. al. ) to be a continuation of an earlier data mining project THINTHREAD program – saw U.S. National Security Agency ( NSA ) Director Michael Hayden inform a U.S. Senate hearing that the TRAILBLAZER program required several hundred million dollars over budget – consequently trailing years behind schedule waiting for approvals.

From 2001 through 2005, SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) was primary contractor for the $600,000,000 million ( USD ) TRILOGY Program, a three ( 3 ) part program – intended to replace obsolete FBI computers with a then-new state-of-the-art cutting edge technology ‘secure high-speed computer network system’ that would install 500 computer network servers, 1600 scanners and thousands of desktop computers in FBI field offices – that on December 2003 delivered to the U.S. Department of Justice ( DOJ ) Federal Bureau of Investigation ( FBI ) its SAIC “Virtual Case File” ( VCF ), a $170,000,000 million ( USD ) software system designed to speed tracking of terrorists, better accurize communications amongst agents fighting criminals with this FBI ‘critical case management system’, however nineteen ( 19 ) different government managers involved 36 contract modifications averaging 1.3 FBI changes everyday totaling 399 changes during 15-months afterwhich the FBI continued arguing ( through its own intermediary, AEROSPACE CORPORATION ) changes until the U.S. Department of Justice ( DOJ ) Inspector General ( IG ) criticized its ‘FBI handling’ of SAIC software, whereon February 2005 SAIC ‘recommended’ the FBI at-least ‘begin using’ the SAIC TRILOGY VCF ‘case management system’.

On September 27, 2006 during a special meeting of SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) stockholders, employee-owners voted by a margin of 86% to proceed with the initial public offering ( IPO ) whereupon completion SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) also paid – to existing stockholders – a ‘special dividend’ of $1,600,000,000 billion to $2,400,000,000 billion ( USD ).

On October 17, 2006 SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) conducted an initial public offering ( IPO ) of common stock offering of 86,250,000 shares priced at $15.00 per share. Underwriters – BEAR STEARNS and MORGAN STANLEY – exercised over-allotment options resulting in 11,025,000 million shares seeing the IPO raise $1,245,000,000 billion ( USD ).

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) had approximately 46,000 total employees, 16,000 employees were in McLean, Virginia ( USA ) and another 5,000 employees were in San Diego, California ( USA ).

SRA INTERNATIONAL INC. ( SRA ) [ http://www.sra.com/about-us/profile.php ]

SRA INTERNATIONAL INC., founded in 1978, headquartered in Fairfax, Virginia has additional U.S. offices.

SRA INTERNATIONAL INC. is a leading provider of information technology services and solutions to clients in national security, health care and public health, and civil government markets, requiring:

– Strategic Consulting; – Systems Design, Development, and Integration; – OutSourcing; and, – Operations Management.

SRA INTERNATIONAL INC. also delivers business solutions, for:

– Text mining; – Data mining; – Disaster and Contingency Response Planning; – Information Sssurance; – Environmental Strategies – Environmental Technology; – Enterprise Systems Management; and, – Wireless Integration.

SRA INTERNATIONAL INC. ORIONMagic ®

– –

Circa: 2002

IN-Q-TEL

Investments –

Portfolio Of Companies ( 2002 ) – Partial List

ARCSIGHT [ http://www.arcsight.com ] ( Security Management Software for The Enterprise )

ArcSight, founded in May 2000, is located in the heart of Silicon Valley, California ( USA ).

ArcSight is a leading supplier of enterprise software that provides the security “air traffic control system” for large, geographically dispersed organizations. These organizations are augmenting their network infrastructure with a wide variety of security devices such as firewalls, intrusion detection and identity management systems that produce a barrage of uncoordinated alarms and alerts that overwhelm the security staff.

With its ‘centralized view’ of ‘all security activity’ combined with ‘real time analysis’ of ‘events’, by both ‘operating at the perimeter and inside’ the organization, ArcSight provides a ‘single solution’, for:

Event capture; Log aggregation; Real time correlation; Incident investigation; and, Reporting.

ArcSight ‘separates’, the ‘true threats and attacks’ from the ‘millions of false alarms and non-threatening activities’ that occur each day, focusing attention and resources on high-priority problems.

The company has delivered enterprise, ‘security management solutions’ to leading ‘financial services’, ‘government’ and ‘manufacturing’ organizations while ‘attracting capital’ from ‘leading investors’, such as:

IN-Q-TEL; KLEINER PERKINS CAUFIELD & BYERS ( KPCB ); and, SUMITOMO CORPORATION.

ATTENSITY CORPORATION [ http://www.attensity.com ] ( Text Extraction for Threat Detection )

Attensity Corp., founded in 2000, is a privately held company with dual headquarters in Mountain View, California ( USA ) and Salt Lake City, Utah ( USA ).

Attensity Corp. provides enterprise, ‘analytic software’ and ‘services’, to:

Government agencies; and,

Fortune 500 companies.

Attensity has developed breakthrough text extraction technology that transforms information captured in free form text into structured, relational data.

Attensity enables government agencies to dramatically expand their analytical capabilities in the area of ‘threat detection’ by, powering:

Link analysis; Trending; Exception reporting; Other advanced analytics; and, Knowledge management applications.

Attensity technology is the culmination of nearly a decade [ 10-years ] of research in computational linguistics.

Attensity Corporation customers include:

IN-Q-TEL, a strategic venture group funded by the CIA; WHIRLPOOL; and, JOHN DEERE.

ATTENSITY CORPORATION investor, is:

IN-Q-TEL

BROWSE3D [ http://www.browse3d.com ] ( Advanced Web Navigation )

BROWSE3D, founded in 2000, is located in the Dulles Technology Corridor of northern Virgina.

The company’s first Knowledge Management product, the Browse3D Browser, enables Internet users to browse Web sites using a dynamic, interactive, 3 dimensional ( 3-D ) display environment.

One year later [ 2001 ] the Browse3D Browser was recognized as the Best Internet Software of 2001 at the COMDEX Fall Technology Show ( Las Vegas, Nevada, USA ).

Browse3D launched its ‘consumer product’ in January 2002.

For the past 2-years [ since 2000 ], Browse3D has been working to re-invent the online researcher’s tool set. A researcher’s ability to ‘harvest relevant online data’ is often limited by the tools available to view that data.

Future products and technologies promise additional improvements in the way users ‘find’, ‘organize’, ‘save’ and ‘exchange’ web-based ‘content’.

BROWSE3D early-stage venture funding provided, by:

IN-Q-TEL; and, angel investors.

CANDERA INC. [ http://www.candera.com ] ( Enterprise Storage )

Candera Incorporated, founded in 2000, is a development stage stealth mode company headquartered in Milpitas, California ( USA ).

Candera Inc. is developing a new generation, purpose built, network based storage management platform that gives businesses unprecedented ‘control over’ and ‘visibility into’ their networked storage environments.

With the Candera Confluence solution, businesses can dramatically improve the utilization of their existing heterogeneous storage assets by consolidating them into a centrally managed storage pool. These can then be quickly and dynamically allocated to meet the needs of current and future network based applications, giving large enterprises a strategic advantage.

Candera is building the first [ 1st ] system, of a new generation of systems, that will enable customers to unleash the ultimate value of networked information storage.

CONVERA [ http://www.convera.com ] ( Mission Critical Enterprise Search and Categorization Software )

Convera RetrievalWare is a high-performance intelligent search system that allows broad flexibility and scalability for implementation across corporate intranets and extranets, enabling users to index and search a wide range of distributed information resources, including text files, HTML, XML, over 200 proprietary document formats, relational database tables, document management systems and groupware repositories. Convera RetrievalWare excels in distributed client environments and server environments with hundreds or thousands of users, documents, images and / or multiple media assets.

Advanced search capabilities include concept and keyword searching, pattern searching and query by example.

Convera is a leading provider of enterprise mission-critical ‘search’, ‘retrieval’ and ‘categorizing’ solutions.

More than 800 customers – in 33 countries – rely on Convera search solutions to power a broad range of mission critical applications, including enterprise:

Portals; Knowledge management; Intelligence gathering; Profiling; Corporate policy compliance; Regulatory compliance; Customer service; and, More.

DECRU [ http://www.decru.com ] ( Secure Networked Storage )

Decru, founded in April 2001, is headquartered in Redwood City, California ( USA ).

Decru solves the problem of secure data storage with a robust, wire-speed encryption appliance that fits transparently into any SAN or NAS storage environment, protecting data from both internal and external threats.

Markets include essentially any organization with a need to protect proprietary or confidential information ( e.g. government, technology, financial services, health care ).

Investors, include:

IN-Q-TEL; NEA; GREYLOCK; and, BENCHMARK.

GRAVITRON [ http://www.graviton.com ] ( Early Warning Detection and Notification System for Homeland Security Over Wireless Mesh Networks )

GRAVITON, founded in 1999, is located in La Jolla, California, USA.

Solomon Trujillo, former head of U.S. WEST ( baby bell telephone company ), leads GRAVITRON.

GRAVITON is on leading edge of a fledgling ( small ) industry, known as:

Machine to Machine Communications ( M2M ).

GRAVITON is developing an advanced integrated wireless sensor platform uniquely optimized for large-scale distributed sensor network applications working with Micro Electro Mechanical Systems ( MEMS ) sensor and spread spectrum wireless technologies licensed exclusively to GRAVITON from the U.S. National Laboratory at Oakridge ( also known as ) Oakridge National Laboratory ( Tennessee, USA ) – managed by the U.S. Department of Energy ( DOE ).

GRAVITON products and solutions integrate wireless, sensor and data management technology enabling enterprises to efficiently and transparently monitor, control, send, receive, and update system information from devices anywhere in the world.

GRAVITON is supported and funded by a number of corporate partners and investors, including:

IN-Q-TEL; GLOBAL CROSSING; ROYAL DUTCH SHELL ( oil / petroleum ); MITSUI; SIEMENS; QUALCOM; OMRON; MOTOROLA; and, SUN MICROSYSTEMS.

GRAVITON ‘primary’ financial investors, include:

MERRILL LYNCH;

GRAVITON ‘venture capital’ firms, include:

KLEINER PERKINS CAUFIELD & BYERS ( KPCB ); and, EARLYBIRD.

INTELLISEEK [ http://www.intelliseek.com ] ( Enterprise Intelligence Solutions )

INTELLISEEK, founded in 1997, has since 1998 been changing the way organizations ‘understand’, ‘gather’ and ‘use’ enterprise ‘intelligence’.

INTELLISEEK ‘knowledge discovery tools’ [ as of: 2002 ] enable the nation’s largest enterprises with up-to-the-minute consumer, industry information and ‘competitive intelligence’.

INTELLISEEK ‘Enterprise Search Server’™ ( ESS ) search platform provides a suite of intelligent applications that automate ‘knowledge discovery’ and ‘knowledge aggregation’ from hundreds of disparate, and often hard-to-locate data sources.

INTELLISEEK ‘Knowledge Management’ and ‘Search and Discovery’ solutions solve the fundamental problem of “information overload” by identifying and searching relevant, targeted and personalized content from the internet, intranets and extranets.

INTELLISEEK clients, include:

FORD MOTOR COMPANY ( FOMOCO ); NOKIA; and, PROCTOR AND GAMBLE.

Investors include:

IN-Q-TEL; FORD VENTURES; RIVER CITIES CAPITAL; GENERAL ATLANTIC PARTNERS LLC; FLAT IRON PARTNERS; BLUE CHIP VENTURE COMPANY; NOKIA VENTURES; and, Other private investors.

METACARTA [ http://www.metacarta.com ] ( Geospatial Data Fusion )

MetaCarta, established in 1999, was launched on more than $1,000,000 million in funding from the U.S. Department Of Defense ( DOD ) Defense Advanced Projects Agency ( DARPA ) and private investors.

MetaCarta CEO John Frank, with a doctorate from the Massachusets Institute Of Technology ( MIT ) where during 1999 – as a Hertz Fellow in physics working on a PhD – conceived a new way to view – geographically – ‘collections of text’ that later saw MetaCarta combine his interests in algorithms, information design, and scientific models of real world phenomena.

Metacarta provides a new knowledge management platform that integrates ‘text data with geography’ providing a ‘cohesive system’ for ‘problem solving’.

METACARTA Geographic Text Search ( GTS ) appliance, the software solution, redefines how people interact with information, enabling analysts to view text reports and geographic information in one ( 1 ) logical view through integration of text and geography delivering new information not obtainable from any other source.

MetaCarta CEO John Frank graduated from Yale University.

MOHOMINE [ http://www.mohomine.com ] ( Transforming Unstructured Multi-Language Data Into Actionable Information )

MOHOMINE, founded in 1999, is privately-held and located in San Diego, California, USA.

MOHOMINE technology has been deployed by United States national security organizations.

MOHOMINE mohoClassifier for National Security Organizations ™ reviews ‘text information’ in ‘cables’, ‘e-mails’, ‘system files’, ‘intranets’, ‘extranets’ and ‘internet’ providing ‘automated document classification’, ‘routing’ – based upon ‘learn-by-example pattern recognition’ technology – and ‘reports’ on user defined properties such as ‘topic’, ‘subject’, ‘tone’ ( ‘urgent’, plus others ), ‘author’, ‘source’ ( geographic locations, ‘country’, etc. ), and more.

MOHOMINE mohoClassifier users can easily set up ‘filters’ to automatically ‘identify’ and ‘prioritize’ ( ‘read first’ requirement ) documents that are quickly processed – out-of large volumes of other data – and then quickly route prioritized information to quickly reach the proper people.

MOHOMINE, from Global 5000, currently [ since 2002 ] has more than one hundred fifty ( 150 ) customers across numerous vertical industries, including:

CITICORP; WELLS FARGO; INTEL; TEXAS INSTRUMENTS; PFIZER; BOEING; ORACLE; PEOPLESOFT; and, NIKE.

MOHOMINE investors, include:

IN-Q-TEL; HAMILTON APEX TECHNOLOGY VENTURES; and, WINDWARD VENTURES.

QYNERGY CORPORATION [ http://www.qynergy.com ] ( Long-Lasting Power Solutions For Multiple Applications And Small-Tech )

QYNERGY CORP., founded in 2001, is located in Albuquerque, New Mexico.

QYNERGY technology originated at the U.S. National Laboratory at Sandia ( also known as ) Sandia National Laboratories ( New Mexico, USA ) and at the University of New Mexico ( New Mexico, USA ).

QYNERGY Corp. develops leading-edge energy solutions based on QYNERGY proprietary QynCell ™ technology that made an exciting breakthrough – over other ‘battery’ or ‘portable energy’ devices – in ‘materials science’ allowing QYNERGY to possess several unique competitive advantages.

QYNERGY QynCell ™ is an ‘electrical energy device’ revolution, providing:

Long-lived Batteries – QynCell usable life is potentially over a period of ‘several decades’ ( 10-year multiples ), during which time the QynCell device ‘does not require external charging’;

Miniature and Micro Applications – QynCell™ technology is scaleable, thus can be ‘miniaturized’, for:

Micro Electro Mechanical Systems ( MEMS ); MicroPower™ applications; Small microelectronics; and, Power-on-a-chip applications.

SAFEWEB [ http://www.safewebinc.com ] ( Secure Remote Access )

SAFEWEB, established in April 2000, is based in Emeryville, California, USA.

SAFEWEB built the world’s largest ‘online privacy network’, however in 2001 its ‘free online service’ was ‘concluded’ – to focus on developing its ‘enterprise’ product.

SAFEWEB is a leading provider of innovative security and privacy technologies that are effective, economical and simple.

SAFEWEB Secure Extranet Appliance ( SEA ), the first [ 1st ] SAFEWEB enterprise security release – reduces the cost and complexity traditionally involved in securing corporate network resources.

SAFEWEB Secure Extranet Appliance ( SEA ), named Tsunami, is a fundamental ‘redesign of extranet architecture’ integrating disparate technologies into a ‘modular plug-in network appliance’ ( SEA Tsunami).

SAFEWEB SEA Tsunami is an ‘all-in-one solution’ simplifying implementation of ‘extranets’ and ‘Virtual Private Networks’ ( VPN ) reducing Total Cost of Ownership ( TCO ) by innovative architecture letting companies build – in less than 1-hour – ‘secure extranets’ providing ‘remote stationed’ enablement of ‘employees’, ‘clients’ and ‘partners’ to access ‘internal applications’ and ‘secure data’ from anywhere using a standard internet website browser.

SAFEWEB delivers, through established strategic partnerships, customized versions of its Secure Extranet Appliance ( SEA ) Tsunami technology to U.S. intelligence [ CIA, etc. ] and communications agencies [ NSA, etc. ].

SAFEWEB investors, include:

IN-Q-TEL; CHILTON INVESTMENTS; and, KINGDON CAPITAL.

STRATIFY INCORPORATED [  ] ( Unstructured Data Management Software )

In 1999, PURPLE YOGI was founded by former INTEL Microcomputer Research Laboratory scientists Ramana Venkata and Ramesh Subramonian.

PURPLE YOGI, became known as STRATIFY INCORPORATED ( a privately-held company ).

In early 2001, ORACLE CORPORATION veteran and senior executive Nimish Mehta became president and chief executive officer ( CEO ).

STRATIFY INC., headquartered in Mountain View, California ( USA ), is [ 2002 ] the ‘emerging’ leader in ‘unstructured data management’ software.

STRATIFY Discovery System is a ‘complete enterprise software platform’ helping todays [ 2002 ] organizations ‘harness vast information overload’ by ‘automating the process’ of ‘organizing’, ‘classifying’ and ‘presenting’ business-critical unstructured information usually found in ‘documents’, ‘presentations’ and internet website pages.

STRATIFY Discovery System platform ‘transforms unstructured internal and external data’ into ‘immediately accessible relevant information’ automatically organizing millions of documents displayed in easy navigational hierarchy.

STRATIFY INC. clients, include:

INLUMEN and INFOSYS TECHNOLOGIES LIMITED, named in 2001 as one ( 1 ) of The Red Herring 100.

STRATIFY INC. received funding, from:

IN-Q-TEL; H & Q AT INDIA (also known as ) H & Q ASIA PACIFIC; SOFTBANK VENTURE CAPITAL ( now known as ) MOBIUS VENTURE CAPITAL; SKYBLAZE VENTURES LLC; and, INTEL CAPITAL.

SRD [ http://www.srdnet.com ] ( Near Real Time Data Warehousing and Link Analysis )

SYSTEMS RESEARCH & DEVELOPMENT ( SRD ), founded in 1983, develops software applications to combat fraud, theft, and collusion.

SYSTEMS RESEARCH & DEVELOPMENT Non-Obvious Relationship Awareness ™ ( NORA ™ ) was originally developed for the gambling casino gaming industry

SYSTEMS RESEARCH & DEVELOPMENT NORA software is designed to identify correlations across vast amounts of structured data, from hundreds or thousands of data sources, in near real-time, and alert users to potentially harmful relationships between and among people.

SRD NORA software technology leverages SYSTEMS RESEARCH & DEVELOPMENT proven expertise in ‘aggregating’, ‘warehousing’ and ‘leveraging people data’ and ‘transaction data’ to strengthen corporate management and security systems.

SYSTEMS RESEARCH & DEVELOPMENT clients [ 2002 ], include:

U.S. Depaartment of Defense ( DOD ); CENDANT; TARGET; MGM MIRAGE; MANDALAY BAY RESORT GROUP; and, Food Marketing Institute.

TACIT [ http://www.tacit.com ] ( Enterprise Expertise Automation )

TACIT, founded in 1997, is located in Palo Alto, California ( USA ) with regional sales offices in Virginia, Maryland, Pennsylvania and Illinois.

David Gilmour serves as president and chief executive officer ( CEO ).

TACIT Knowledge Systems is the pioneer and leader in ‘Enterprise Expertise Automation’.

TACIT products ‘automatically and continuously inventories’ the ‘skills’ and ‘work focus’ of an ‘entire organization’ for ‘dynamic location’ of ‘connections to expertise needed’ – when needed to make decisions, solve problems, and serve customers.

TACIT products also include its award winning flagship product KnowledgeMail™. In June 200, TACIT was voted one of the “Hot 100 Private Companies,” by Upside Magazine.

In 2000 and 2001, TACIT was one ( 1 ) of the “100 Companies that Matter,” by KM World [ Knowledge Management World ].

TACIT attracted a ‘world class advisory board’ with interest from ‘venture capital’ and Fortune 500 ‘clients’ of ‘enterprise’ and ‘customers’, including:

IN-Q-TEL; JP MORGAN; CHEVRON-TEXACO ( petroleum and chemical ); UNISYS; HEWLETT-PACKARD; NORTHROP-GRUMAN ( aerospace & defense ); and, ELI LILLY ( pharmaceuticals ).

TACIT investors, include:

IN-Q-TEL; DRAPER FISHER JURVETSON; REUTERS GREENHOUSE FUND; and, ALTA PARTNERS.

TRACTION SOFTWARE [ http://www.tractionsoftware.com ] ( Harvest and Use Information from All Sources )

TRACTION SOFTWARE, founded in 1996, is located in Providence, Rhode Island ( USA ).

TRACTION® Software is the leader in ‘Enterprise Weblog’ software, bringing together working ‘communications’, ‘knowledge management’, ‘content management’, ‘collaboration’, and the ‘writable intranet portal’.

TRACTION TeamPage™ product addresses the need for ‘unified on-demand view’ of ‘team content’ and ‘team communication’ from ‘all document sources’ in ‘context’ and over ‘time’.

TRACTION TeamPage deploys quickly and easily on an existing network and delivers a ‘capstone communication system’ by turning ‘e-mail’ and ‘web browser’ into powerful tools for end-users.

TeamPage targets ‘program teams’ and ‘product management teams’ in ‘government’ and ‘business’.

TRACTION also supports a wide range of applications and business processes, including but not limited, to:

Business Intelligence and Market Research;

Collection Highlighting and Media Distribution;

Investor Relations E-Mail and Public Relations E-Mail Triage and Response; and,

Tracking Exception Process and Reporting Exception Process.

TRACTION SOFTWARE investors, include:

IN-Q-TEL; SLATER CENTER FOR INTERACTIVE TECHNOLOGY; and, private investors.

ZAPLET INCORPORATED [ http://www.zaplet.com ] ( Enterprise Collaboration Tools For Email )

ZAPLET INC., founded in 1999, is located in Redwood Shores, California ( USA ).

ZAPLET INC. is an enterprise software and services company and creator of the Zaplet Appmail System™ collaboration software that brings application functionality directly to a user’s inbox to complete business processes.

ZAPLET INC. Appmail, using a server-based platform, combines power, ‘centralized control’ and ‘robust security’ for traditional enterprise application systems with the convenience and ease-of-use of e-mail.

ZAPLET Appmail in-box becomes the gateway to a protected server where the application functionality and data securely reside.

Zaplet™ Appmail can be used, to:

Manage and Streamline mission-critical business processes; Requires no additional client-side upgrades; and, Instantly expandable for work teams ‘beyond’ the ‘enterprise’.

ZAPLET INC. has received numerous awards, including:

Red Herring 100; Enterprise Outlook – Investors’ Choice; and, Internet Outlook – Investors’ Choice.

ZAPLET INC. customers, include leading companies, in:

Finance; Telecommunication; High technologies; and, Government.

ZAPLET INC. is backed by world class investors, including:

KLEINER PERKINS CAUFIELD & BYERS ( KPCB ); ACCENTURE TECHNOLOGY VENTURES; QUESTMARK PARTNERS L.P.; RESEARCH IN MOTION LIMITED ( RIM ); INTEGRAL CAPITAL PARTNERS; ORACLE CORPORATION; CISCO SYSTEMS INC.; and, NOVELL INC.

– –

Circa: 2010

IN-Q-TEL

Investments –

Portfolio of Companies ( 2010 ) – Partial List

3VR Security AdaptivEnergy Adapx Arcxis Asankya Basis Technology Bay Microsystems CallMiner Cambrios Carnegie Speech CleverSafe ( SAIC ) CopperEye Destineer Elemental Technlogies Ember Corporation Endeca Etherstack FEBIT FireEye FluiDigm

Reference(s)

http://web.archive.org/web/20020630223724/http://www.inqtel.com/news/attachments/InQTelInvestmentPortfolio.pdf http://www.iqt.org/technology-portfolio/orionmagic.html http://defense-ventures.com/in-q-tel/

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Research References

“Information Technology Trends And Their Impact On CIA,” January 1999, declassified report of the U.S. Central Intelligence Agency by, CIA Chief Information Officer.

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Submitted for review and commentary by,

 

Concept Activity Research Vault ( CARV ), Host
E-MAIL: ConceptActivityResearchVault@Gmail.Com
WWW: http://ConceptActivityResearchVault.WordPress.Com

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