"To this day, people in Chicago are still scared about being murdered for talking about Barack Obama being gay or about what goes on at Trinity United with the still-active "Down Low Club". Young, gay, black men are mentored into the club and are eventually paired up with often unattractive and difficult to deal with straight black women who never have boyfriends (since guys don't want to have anything to do with them). A friend of mine in the "Think Squad" of prominent black professionals I talk to regularly calls these women "heifers" and says it’s very common for "cake boys" to be paired up with "heifers" so that "dummies are fooled" into thinking they are straight."
McConnell claims that Con Air Marcy and Serco's National Security Adviser Maureen Baginski transferred Serco's Red Switch Network operations from the United States National Command Authority to an Airbus PFI at RAF Oakhanger which thereby gave Serco agents the ability to impute ad hoc way points and override flight plans for any Boeing aircraft and attribute hijack landings or crashes to, for example, a radical Muslim pilot (MH 370) or a stolen Russian missile (MH17).
McConnell also claims that Marcy and Baginski arranged for Serco's Red Switch phones to be removed from the Oval Office Desk and the White House Situation Room so that, even if the Cake Boy was capable of recognizing a man-in-the-middle attack, he could not override the Wag the Dog Script developed for the MH hijacks by his erstwhile associates at the Down Low Club.
McConnell recommends that Serco shares be suspended until Abel Danger has completed its investigation into his sister's and Serco’s apparent transfer of Red Switch Override privileges to deal with hijacked aircraft, from the Cake Boy Oval Office to the Airbus PFI at RAF Oakhanger.
Prequel 1: #2139 Marine Links Serco's Pedophile Asset Tags to Cake Boy Situation Room, ISIS Snuff Film Camp Mirage
Prequel 2: #2025: Marine Links Serco Cameron's Offender Tag to ConAir Sister's Killer Jobs for Vets
Serco... Would you like to know more?
Inside the White House: The Situation Room
Barack Obama Pastor Jeremiah Wright NEW TAPES!!!!
"All warfare is based on deception. Hence, when we are able to attack, we must seem unable; when using our forces, we must appear inactive; when we are near, we must make the enemy believe we are far away; when far away, we must make him believe we are near."
"[McConnell infers Marcy's hijack decoy override signature from the Con Air movements of Timothy McVeigh] http://www.ufomind.com/area51/list/1997/jan/a07-008.shtml "Con-Air" in 1/6 San Diego Union Tribune Nichols and McVeigh were transported in the dead of night in an operation much akin to a clandestine military operation, Little said. He did not want to go into details but mentioned that a decoy plane was among the ploys used to guard against possible attempts by supporters to free the suspects. Federal officials have always been circumspect about the fine points of prisoner movement. But ConAir soon could gain a higher public profile with the planned release in June of a movie by the same name. In the Disney film, Nicolas Cage plays a hapless prisoner who wanders into a hijack plot aboard a Marshals Service plane carrying a group of high-security inmates. The Hollywood marshals rough up some of the prisoners, and the plane crashes, leaving the real Marshals Service frowning on the silver screen's invention, said Kristine Marcy, a top official in charge of detentions [and decoy contract hits]. "We don't beat up our prisoners, and our planes certainly don't crash," Marcy said on a recent trip to San Diego, where she was trying to find more jail space for federal prisoners."
"MAYDAY 08.01.14 Malaysia Airlines Is Going Down
The disappearance of one flight and shooting down of another has pushed the inefficient carrier to the brink of collapse. Is there anyone who can fly them out of danger?
The double catastrophes that struck Malaysia Airlines within a few months have left a business that was already weak in a desperate fight for survival.
Even before the Ukrainian atrocity, analysts predicted that the airline would run out of cash some time next year. Now the cash situation is more critical amid reports from travel agents in Asia that many passengers are cancelling flights booked on the airline.
Earlier this year Malaysian reported its worst first-quarter loss, of $137 million. Before the shooting down of Flight 17 the value of the company's shares had dropped 16 percent. They are now down by 29 percent.
The airline has given few clues to its thinking. There have been reports from Kuala Lumpur, not confirmed by the airline, that it is considering changing its name and restructuring its operations, including cutting some routes and adding others. Whatever the outcome, none of the experts I have spoken to believe that the airline can continue in its existing form.
"The most obvious option might be to let the airline go bust," Craig Jenks, an analyst at Airline/Aircraft Projects, told The Daily Beast. "But that is politically impossible."
It's politically impossible for two reasons: The airline is a flag carrier, a symbol of national pride—and it's bankrolled by a state-owned strategic investment fund, Khazanah, that doesn't want the value of its investment to be wiped out. Among the 50 or so companies that the fund backs, the airline has proved to be an incessant headache: In 10 years it has swallowed more than $1.6 billion with no sign of a lasting turnaround. And that was before the disappearance of Flight 370 in March and the missile strike on Flight 17 two weeks ago.
For its size, Malaysia Airlines has a huge staff of 20,000, most of them organized by a very militant group, the Malaysia Airline Systems Employees Union, MASEU. In the past the union has effectively blocked attempts to trim staff, but this time it could face a tough ultimatum: accept layoffs or see the whole business tank.
In 10 years it has swallowed more than $1.6 billion with no sign of a lasting turnaround. If it cannot declare bankruptcy, what can be done?
"There are two other options," says Jenks. "The airline could be de-listed and re-nationalized by the government, with the aspiration of re-privatizing at a much later date. The recent resurgence of Japan Airlines suggests that it is possible for a flag carrier to be declared insolvent, privatized and radically restructured."
"Or another option would be an asset transfer where a possible taker would be AirAsia, a Malaysian airline that has a very different low-cost business model but also has a long-haul subsidiary and aspirations."
As Jenks suggests, tying up with AirAsia would make sense as the most savvy business decision.
Air Asia is run by a flamboyant character called Tony Fernandez. At the recent Farnborough Air Show it was Fernandez who became the first customer for the new Airbus A330neo, ordering 50 of them. He had been urging Airbus to introduce this upgrade of the ubiquitous A330 because it will provide optimum efficiency for his low-cost long-haul operation, AirAsia X.
When Fernandez got control of AirAsia it had been a limping, government-subsidized flop. By adopting the U.S. and European no-frills budget model he transformed it and tapped into a huge pent-up demand—he estimated that half of AirAsia's passengers took their first flight on his airline, and he attracted them with the slogan “Now everyone can fly."
Just how inefficient Malaysian Airlines is was rubbed home earlier this year when the magazine Aviation Week published its annual assessment of airline financial performance. In the category of airlines with annual revenues of between $2 billion and $6 billion, Malaysian came second to the bottom, at No. 23.
Asia is one of the fastest-growing airline markets in the world but profit margins are thin. Older "legacy" carriers like Malaysian feel that they have to support long-haul international routes to the U.S. and Europe so that they can appear to be major players. Malaysian bought five superjumbo Airbus A380s as much as a matter of prestige as of business logic. But at the same time their own domestic markets are being raided by a new generation of budget airlines, and they can’t compete.
Another threat comes from the Gulf states, particularly Emirates based in Dubai. For example, Australian airline Quantas has teamed with Emirates to provide 14 daily nonstops between Australia and Dubai. The message is clear: The most competitive long-haul airlines will overfly some of Asia’s key hubs like Kuala Lumpur, Singapore, and Bangkok on routes where an Asian connection is not important.
However, Fernandez's AirAsia X sees that threat as an opportunity to build a low-cost long-haul fleet that serves Asian hubs (including India and China) and simultaneously feeds passengers into its regional network served by the low-cost AirAsia.
As for changing Malaysia Airline's name, there is a precedent. A no-frills airline called ValuJet served cities in the eastern U.S. and Canada in the early 1990s. It operated a fleet of very old airplanes and had such a woeful safety record that FAA inspectors wanted to ground it. But before the FAA acted an ancient ValuJet DC-9 crashed in Florida, killing 110 people. The cause was a fire that originated in cargo that had not been properly inspected.
ValuJet was then merged with AirWays Corporation and rebranded as AirTran. In 2011, Southwest Airlines bought AirTran; by next year that name, too, will disappear and then the original stigma of ValuJet will be long forgotten. But the problem of Malaysian Airlines is really much deeper than something that can be wished away by a makeover: The airline is a midget in a world of giants with yearly passenger loads of around 4.2 million. American Airlines carries more than 193 million passengers a year and Europe’s largest international airline, Lufthansa, carries 76.3 million. Airlines like Malaysian are too small to be competitive internationally, and as long as they carry crippling overhead costs they are trapped in a cycle of diminishing returns.
Time to call Tony."
"February 4, 2012 Does Obama really lack cool phones?
In April last year, US president Obama told some fundraisers that he was disappointed by the communications equipment he found in the White House:
"I always thought I was gonna have like really cool phones and stuff," he said during a Q&A session with contributors at a fund-raising meeting in Chicago on April 14, 2011.
"We can't get our phones to work." Acting out his exasperation, he said: "Come on, guys. I'm the president of the United States! Where's the fancy buttons and stuff and the big screen comes up? It doesn't happen."
Obama made these remarks after the press pool had left and may not have realized some reporters back at the White House could still hear his comments. The president was probably responding to a question about bottlenecks in technological innovation and he used his White House experience as an example.
A lot of people would probably like to believe these remarks of the president, symbolizing the outdated state of the federal government. But in fact, what Obama said, isn't quite true.
In 2006-2007 president George W. Bush had the White House Situation Room completely renovated, providing it with state-of-the-art communications facilities. Since then the real Situation Room has all the phones and videoscreens and other stuff, which was before only seen in movies. …
This series, which was broadcasted between 2001 and 2010, shaped people's imagination of the presidency and was in many ways a forerunner of reality. For example there was a popular black president (David Palmer) years before Obama was elected, and much of the fancy communications equipment from the series, like video teleconferencing, was implemented in the real White House Situation Room in 2007. And now the real president also has the same cool Cisco phone as the heroes used in the tv-series.
So, as we have seen, Obama didn't really tell the truth. The story he told the fundraisers was true during the beginning of the Bush administration, but not during his. Obama actually has some quite cool phones at his disposal, but maybe the only thing is that he just doesn't realize that."
"Diverse and talented: The people of Alcatel-Lucent Standing with the LGBT community
Alcatel-Lucent was named to the Human Rights Campaign Foundation’s Corporate Equality Index for the fourth year in a row. The Index rates businesses on their treatment of lesbian, gay, bisexual and transgender (LGBT) employees, consumers and investors. Alcatel-Lucent was one of 252 businesses to achieve a perfect score for its commitment to protect individuals from employment discrimination based on sexual orientation and gender identity/expression. In France, Alcatel-Lucent and eight other large companies and organizations signed an LGBT charter on January 7th, 2013, in the presence of two French ministers.
Alcatel-Lucent earns a 100% on the 2014 Corporate Equality Index For the 12th year running — including pre-merger years — Alcatel-Lucent scored 100% on the 2014 Corporate Equality Index, a national benchmarking tool on corporate policies and practices pertinent to lesbian, gay, bisexual and transgender employees. Alcatel-Lucent is dedicated to maintaining the highest standards in diversity, and we are very proud of our repeated ability to be recognized at the highest level in this equality index."
"Unlike the federal government and its prime contractors, many states and some local municipal governments, corporate America is not mandated by law to use veteran-owned suppliers. But that doesn't mean they've turned their back on VOBs. In fact some private corporations – which exist to turn a profit – have found VOB suppliers to be one of their best options when building their supply chains.
Once again, NaVOBA and Vetrepreneur are saluting the best of those corporations with the Best Corporations for Veteran-Owned Businesses. These 10 corporations stand head-and-shoulders above corporate America for their efforts to include veteran-owned business and service-disabled veteran-owned businesses in their supplier diversity programs. On the following pages you will see why they were chosen and what effort they've made to include VOBs in their supply chains.
This year, we are doing things a little bit different. These 10 companies represent only NON-DEFENSE companies. Because defense contractors are naturally enticed by federal government mandates to contract with VOB suppliers, we've separated them out into their own list, thus creating a more even playing field. The top five DEFENSE contractors can be found immediately following these 10 non-defense companies.
"Alcatel-Lucent
2012 Revenues: $6.2 Billion US ($21.4 Billion globally)
Number of Employees: 13,300
Supplier Diversity Manager: Mark Artigues
NaVOBA Member Since: 2007
What does Alcatel-Lucent buy from small businesses?
Installation services
Computer hardware & software solutions
Metal fabrication
Here are some vetrepreneurs currently working with Alcatel-Lucent:
Irving Tool & Mfg. IncrediTek Donald D. Thrall DBA TRS 3 tips to land business with Corporate America
Do not send us a blanket e-mail.
Make sure you research us to see if we're a good fit for you.
Listen to our advice.
Did you know?
Alcatel-Lucent has received and been recognized by different certifying diversity councils, publications and chambers, including receiving recognition as Top Corporation from WBENC in 2012, and Top Corporation from DFW Minority Supplier Development Council in 2011.
Paris, France-based Alcatel-Lucent is a leading innovator in the field of networking and communications technology, products and services. It's also a leader in working with America’s vetrepreneurs.
Mark Artigues, senior director of supplier diversity, said the firm views veterans as a growing number of entrepreneurs that bring unique experience to the solution offering.
"As more veterans are leaving the service and starting their own business, it's a chance to mentor them to help bridge the gap in learning to provide solutions to a commercial enterprise," Artigues says.
Nancy Hahn, vice president, supply chain solutions, says as a customer-driven company, it is important for the firm to support sustainable supplier diversity inclusion.
"Including veteran-owned and service-disabled veterans continues to be a growing part of our business model, as well as with our customers," Hahn says. "Developing and sustaining a diverse supply base is very critical to Alcatel-Lucent. Each of our diverse business owner's individual background adds value and brings a unique perspective to help us be competitive in today's marketplace."
To learn more about how your company can work with Alcatel-Lucent visit"
"New military hotline directly links top brass to U.S. $20M project, called Defence Red Switch Network, to be used in times of war, crisis David Pugliese, The Ottawa Citizen Published: Saturday, January 14, 2006
Canada is installing a hotline that will allow military brass and politicians to talk with their American counterparts during a time of war or in any other crisis.
About $20 million is being spent on what is called the Defence Red Switch Network. The communications system is already running in some locations, including the defence minister's office and other undisclosed sites for the military's senior leadership. The system will provide a link for the Canadian government to various U.S. military headquarters as well as the North American Aerospace Defence Command, the joint U.S.-Canada alliance that monitors air and space approaches to the continent.
After the Sept. 11, 2001, terrorist attacks, there was criticism that senior Canadian officials, including then-prime minister Jean Chretien, were out of the communications loop during the initial stages of the terrorist strike.
The Citizen obtained documents on the red switch network under the access to information law, but Defence Department officials censored almost all details. They claimed releasing the material would be "injurious" to the defence of Canada, its international relations, as well as the detection of subversive or hostile activities.
The newspaper, however, found the details of the supposedly secret network, including its cost to taxpayers, on the department's own public webpage. Details of a similar system that would allow U.S. President George W. Bush to communicate with his top level commanders was also on a Pentagon webpage.
Canadian military officials were not available to explain why information about the network is considered secret when such details have already been put out in the public domain by both the U.S. and Canada.
The red switch network is considered secure, meaning that it has technology to prevent its transmissions from being monitored or intercepted. Presumably the Canadian system can link up with the president's network.
Martin Shadwick, a strategic studies professor with York University, said such a system makes sense in that Canada and the U.S. share a common goal in protecting North America. He noted that similar communications systems existed during the Cold War.
But analyst Steve Staples said the hotline is another example of the growing integration of the U.S. and Canadian militaries and the increased involvement of the Canadian Forces in American-led operations. "This system just allows the Canadian military and government leaders to get their orders from Washington more quickly," said Mr. Staples, an analyst with the Ottawa-based Polaris Institute.
The Citizen requested information on the red switch network almost four weeks ago, but military officials have not been available to comment. But according to the Defence webpage, the network "allows access to the U.S. system (Forces wide) and will enhance north/south and internal connectivity -- particularly during times of crisis."
According to a Pentagon site, the network provides the president, secretary of defence, joint chiefs of staff, combatant commanders and selected agencies with secure voice communications up to the top secret level. The system is for use during war and other emergencies. Other U.S. defence and federal government agencies can access the network if they have approval from the chairman of the joint chiefs of staff, according to the site."
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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