McConnell notes that after serving as “ship jumper” for Jardine Matheson in Hong Kong in 1985 and as a spot-fixing vandal with the Bullingdon Club at Oxford, Cameron worked at Treasury where he allegedly set Serco up as man-in-the-middle operator of the NPL cesium clock to tunnel the U.S. Defense Red Switch Network and other strategic networks including the driver and driverless trains associated with the London Underground and Docklands Light Railway.
Prequel 1: #2060: Marine Links Serco Red Switch Tunnels to Ship Jumper Dave, Sandy Sandhurst Contract Hit
The Riot Club Trailer
7/7 - London bombings - Terrorist exercise Peter Power - Cover up
“Serco loses Docklands Light Railway franchise
Transport for London awards contract to Amey and France's Keolis in another blow to outsourcing group By James Titcomb and Nathalie Thomas 9:04AM BST 04 Jul 2014 Serco, the troubled outsourcing group, was dealt a further blow on Friday, when it lost out on a contract to continue operating London’s Docklands Light Railway after 17 years of running the driverless [timing-tunnel] trains.
A joint company led by Keolis, a company majority owned by the French national railway, has snatched the £700m, near-seven year contract.
Keolis will run the services in junction with Amey, a company owned by the Spanish infrastructure giant Ferrovial, which is also the biggest investor in Heathrow.
The joint venture, called Keolis Amey Docklands, will take over the DLR from December 7 until April 2021, although the contract could be extended until 2023. It will mark the first time Keolis has taken a lead role in running a UK railway and also the first time Amey will be involved in Britain’s train services as an operator, although it already does engineering and maintenance work.
The loss of the DLR services is the latest blow in what has been a tumultuous year for Serco, which has seen it raise £160m through a placing, issue three profit warnings in the space of just six months and shoulder a ban from all central Government work following allegations it had overcharged for tagging criminals [allegedly deployed as spot-fixing vandals by David “Riot Club” Cameron during synchronized man-in-the-middle attacks on targeted-state networks].”
“Keith Luck
Finance & Commercial Director, Strategic Partnerships at Serco plc
London, United Kingdom
..
Review Director, Principal Contracts Review Team at Serco
Finance & Commercial Director, DIO Bid at Serco
Keith Luck's Summary A high profile, versatile Board level change leader who leaves organisations stronger and fitter than when he joined them .. Security cleared to the highest level Specialties …. Chief Operations Officer, Defence Business Services, MoD …
Director General - Finance (ie Group CFO)
Foreign & Commonwealth Office
Government Agency; 1001-5000 employees; International Trade and Development industry January 2007 – December 2010 (4 years)
With 6,000 “UK Based” and 10,000 “Locally Engaged” staff, the FCO represents HM Government in some 145 countries, through more than 260 missions across the globe. As
Director General Finance I was headhunted to report to the Permanent Secretary.
..
Director, Resources (ie CFO+)
Metropolitan Police
Government Agency; 10,001+ employees; Law Enforcement industry
May 2000 – December 2006 (6 years 8 months) [Allegedly organized 7/7 Bombers’ Underground exercise with Jeremy Mooney, a Serco director and former Commanding Officer of the British Army’s London Regiment]
The Met had 52,000 staff, a £3.2bn budget, 700 properties (value: £1.8 billion), and covered all 32 London Boroughs and Heathrow Airport. As Director of Resources (ie CFO) I was headhunted to report to the Commissioner. I was a member of the Met’s Management Board, led 2000 staff in the finance and resource functions, including procurement, property and commercial services across 150+ business units through a team of 12 directors and an annual revenue budget of £350 million.
Managed logistical services - Transport (600 vehicles), Catering (providing over 10 million meals per annum) Central and Property Stores, Interpreters, Translators, Medical Examiners, Uniform Services, Travel Services and Vehicle Pounds.
Supervised the development of over 800 further staff Met-wide as Head of Finance and Resources Profession”
“Jeremy Mooney
Current
Communications Director, UK & Europe at Serco
Assistant Commander, 1st (UK) Division (part time) at British Army
Past
Director of Communication at Department for Transport
Chief, Strategic Communications, Helmand at British Army
Director of Strategic Communications, NHS Modernisation Agency at UK Department of Health
Education
University of Oxford
Sullivan Upper School, Holywood, Co Down
Jeremy Mooney's Summary
A heavyweight marketing and communications leader, with a record of success in difficult conditions - in Government, in public services and in technology markets in the private sector. ..
Jeremy Mooney's Experience
Communications Director, UK & Europe
Serco
Public Company; 10,001+ employees; SRP; Outsourcing/Offshoring industry January 2011 – Present (3 years 8 months) London and Hook, Hants I joined Serco as Communications Director for the Civil Government division which, in April 2012 became part of a unified and much larger division, Serco UK & Europe. With revenues in 2013 of over £2.5 billion, this division provides outsourced public services in the defence, home affairs, transport, local government and healthcare sectors. Its high profile contracts include prisons and other justice services, hospitals and community health, immigration and border security, railways (Merseyrail, Northern Rail and the Docklands Light Railway) other transport operations, facilities management, employment and welfare, logistic, technical and training support to the Armed Forces and a number of major government IT projects.
Based in central London and Hook, in Hampshire, my responsibilities include media handling, customer relations, public affairs, marketing, stakeholder engagement and internal communications.
The key priority in the last eighteen months has been to address [cover up] a high and continuous level of reputational risk for Serco in the UK, by acting robustly and proactively to challenge and mitigate adverse media coverage, by exploiting all opportunities for positive publicity to rebalance the public narrative and by supporting the drive to rebuild relationships with senior Government customers and wider stakeholders. I have personally led the preparation of senior executives for a total of six Parliamentary Select Committee appearances and implemented an internal communications programme to sustain employee engagement at a time of transformational change, media and political scrutiny and corporate renewal.
Assistant Commander, 1st (UK) Division (part time)
British Army
Government Agency; 10,001+ employees; Military industry
April 2012 – Present (2 years 5 months) Herford, Germany
My current appointment in the Army Reserve is Assistant Commander of the 1st (UK) Division, in the rank of Brigadier.
My responsibilities include the oversight of the mobilisation and deployment of reservists on operations, principally in Afghanistan, liaison with Army Reserve units planning to train in Germany and the development of policy for the implementation within the Division of the Future Reserves 20 (FR20) concept.
Director of Communication
Department for Transport
Government Agency; 10,001+ employees; Government Administration industry
August 2005 – January 2011 (5 years 6 months) Westminster
As principal communications advisor to a total of six Secretaries of State during my time with the Department, I led the media, stakeholder and public engagement for major incidents and projects such as the 2006 aviation security emergency, the Grayrigg rail accident, the consultation on capacity expansion at Heathrow, winter adverse weather planning and the Icelandic ash cloud crisis.
I managed more than 70 staff, spread across the disciplines of strategic communications, research, press office, marketing, publications, Web and internal communications, with an annual programme budget of over £35 million. As well as day-to-day media handling, policy communication and Ministerial support, I oversaw and delivered a series of integrated communication campaigns around key priorities such as [the global con of] climate change and road safety.
Chief, Strategic Communications, Helmand
British Army
Government Agency; 10,001+ employees; Military industry May 2009 – November 2009 (7 months) Lashkar Gah, Afghanistan
In April 2009 at the request of the Foreign and Commonwealth Office I mobilised as a Reservist for full time operational service with the Regular Army and deployed to Afghanistan to take on the newly-created role of Chief, Strategic Communications in Lashkar Gah, working for both the Provincial Reconstruction Team and Task Force Helmand.
Covering the period of the summer offensives, the Afghan Presidential and Provincial Council Elections and the US Strategic Review, my main responsibility was to represent the communication interests in Theatre of the engaged UK Government Departments – FCO, DfID, MOD and increasingly, No10 [liaising with Cameron’s spot fixing vandals]. These had to be coordinated with the activities of NATO and key partner nations, principally the US and Denmark. My work involved policy development and planning in close liaison with Whitehall and higher NATO HQ, often reactive, but also building around major long term themes such as Counter Narcotics, Reconstruction and Governance. I also oversaw the programming and conduct of media visits to Helmand, and personally led on the briefing of high profile journalists.
Director of Strategic Communications, NHS Modernisation Agency
UK Department of Health
Government Agency; 1001-5000 employees;
Government Administration industry
July 2002 – July 2005 (3 years 1 month) Westminster
The NHS Modernisation Agency was created in 2001 to support frontline clinicians, managers and staff and improve the efficiency and quality of healthcare throughout the NHS in England.
My responsibilities included building favourable awareness of modernisation in key stakeholder audiences within and outside the NHS, through use of the media, other marketing communications and by conducting engagement and consultation programmes. I also marketed the Agency’s portfolio of products and services to its customers in the NHS, ensuring that the benefits of individual initiatives were understood in the target markets, and that potential adopters could access the material, financial and expert assistance required to achieve successful implementation.
Commanding Officer, The London Regiment (part time)
British Army
Government Agency; 10,001+ employees; Military industry
December 2002 – June 2005 (2 years 7 months) London
At the time, The London Regiment was the largest Infantry battalion in the Army, with over 700 mainly part-time officers, senior ranks and soldiers in seven companies spread throughout Greater London.
I commanded the battalion for two and a half years while continuing in full time employment as a senior Civil Servant in the Department of Health in Whitehall. Soon after I assumed command, the war in Iraq started, and I started to prepare my soldiers for possible call up and use in a stabilisation role in the aftermath of the invasion.
n 2004-5 I was required to mobilise two companies for back-to-back deployments to Basrah, in southern Iraq, a total of around 300 personnel. I visited Iraq four times to conduct planning for the mission and to see my troops in Theatre. I also led the development and implementation of new employer relations, family support and welfare systems for my unit.
My other main achievement in command was the design and rehearsal of a Civil Contingencies Reaction Force, an improvised unit of around 500 personnel, drawn from across the Reserve Forces in London, which could be called out and used in the event of a major emergency in the capital [where he allegedly organized the 7/7 Bombers’ Underground exercise with Keith Luck, a Serco director and former Resource Director of the Met (Metropolitan Police)].
SO2 Media Relations, HQ Multi National Brigade (Centre)
British Army
Government Agency; 10,001+ employees; Military industry
October 2001 – January 2002 (4 months) Pristina, Kosovo
In September 2001 I was offered the opportunity to mobilise for full-time operational service with the British Army's contingent in the international peacekeeping force in Kosovo, during the period of the OSCE-sponsored Provincial Elections there. I deployed to Pristina to head up the Media Operations function in the Headquarters of the British-led Multi National Brigade (Centre).
My role was to support the objectives of the Kosovo Force and the International Community by planning and conducting an information campaign through local media into both the Albanian and Serb communities. In addition, I acted as Brigade Spokesman, doing weekly interviews with local media and dealing with international and UK domestic press, particularly in the aftermath of major operations or adverse events.
Regional Marketing Director
Nortel Network
Public Company; 201-500 employees; NRTLQ; Telecommunications industry
October 1998 – June 2000 (1 year 9 months) Maidenhead, Berks Nortel Networks was formed by the merger in September 1998 of Nortel and Bay Networks: the Enterprise Solutions Line of Business was established to market the combined portfolio of voice and data networking products to corporate end-users. My main responsibility was for the marketing communications, market planning, channel marketing and product marketing functions within the UK and Ireland Region.
Jeremy Mooney's Courses
Independent Coursework
Royal College of Defence Studies (RCDS) (2010)”
“Building a State-of-the-Practice Data Communications Network
To create a state-of-the-practice data communications network required Serco to engineer different solutions for each of the AFSCN’s unique locations. Each ground station around the world had to be surveyed in order to develop detailed installation plans, project support agreements and testing plans. Furthermore, to assure communications reliability between the ground station and the operational control nodes, Serco also had to conduct a complete circuit testing exercise. …
In developing this enhanced voice and data communications network, Serco’s team engineered and implemented an ATM backbone and secure voice system for each of the AFSCN ground stations. The installed network was based on a Wide Area Network (WAN) architecture utilizing IP based network capabilities and proprietary secure communication technologies such as KG-75s, KG-84S and KIV-7s. In addition, Serco ensured Defense Red Switch Network connectivity and operations throughout the AFSCN”
Yours sincerely,
Field McConnell, United States Naval Academy, 1971; Forensic Economist; 30 year airline and 22 year military pilot; 23,000 hours of safety; Tel: 715 307 8222
David Hawkins Tel: 604 542-0891 Forensic Economist; former leader of oil-well blow-out teams; now sponsors Grand Juries in CSI Crime and Safety Investigation
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