#2455: Strangler-White’s Betting Clock – Fiorina’s 8(a) Triggers – Serco’s 9/11 Lewes Bombs
1. IT IS ASSERTED THAT THE LATE SERIAL-STRANGLER DAVID STIRLING SET UP WHITE’S CLUB FOR ASSASSINATION BETTING WITH MASTER CLOCKS and used time-stamped images to identify the hit team and snuff-film crew entitled to scoop the pot.
2. IT IS ASSERTED THAT STARTING OCTOBER 6, 2000, FORMER HP CEO CARLY FIORINA USED HP 8(A) HIT TEAMS WITH USNO UTC CLOCKS TO TRIGGER BOMBS in man-in-the-middle attacks on the Navy/Marine Corps Intranet (NMCI) (cf. USS Cole – October 12, 2000).
3. IT IS ASSERTED THAT SERCO 8(a) TEAMS DEVELOPED A PATENT POOL OF LEWES BOMB DEVICES for 9/11 where a combination of plastic explosive and thermite incendiary bombs was used conceal evidence of long-range assassination betting by “The Shits at Whites“.
United States Marine Field McConnell (https://abeldanger.blogspot.com/2010/01/field-mcconnell-bio.html) is writing an e-book “Shaking Hands With the Devil’s Clocks“.
McConnell invites readers to e-mail him images (per below) for a proof by contradiction that the Stranglers used White’s betting clocks, Fiorina 8(a) hit teams and Serco Lewes bombs to eliminate evidence of what has been described as the “first live-broadcast mass snuff film in human history.”
“Family of SAS pioneer to travel to Libya to find soldier’s grave
The family of an SAS pioneer who died in North Africa are to travel to Libya to find the soldier’s grave, which has remained unmarked for 70 years.
By Thomas Harding, Defence Correspondent
6:00PM GMT 04 Dec 2011
With the fall of Col Muammar Gaddafi’s regime, the family of Lieut Jock Lewes has finally got the chance to give the officer a proper burial. His nephew has been offered help from military sources and experts in lost burials, who believe they have found the location of the shallow grave in the desert outside Benghazi, Libya’s second city.
Lewes was killed, aged 28, in December 1941 after leading an attack on a German airfield. The loss of the soldier, a founding member of the elite unit, was deeply lamented by David Stirling, the regiment’s first commanding officer. “Jock could call himself more the founder of the Special Air Service than I,” he wrote in a letter to Lewes’s father.
A statue of Lewes, an Oxford graduate and rowing blue, was unveiled by the Duke of Cambridge at the SAS headquarters near Hereford in 2008.
Lewes’s idea of small teams of specialist troops disrupting forces behind enemy lines was instrumental in securing an Allied victory in the war.
His invention of the Lewes sticky bomb, an explosive device shaped like a tennis ball, destroyed hundreds of Luftwaffe aircraft, accounting for more German planes than those shot down by the RAF in North Africa.
Saif Gaddafi paid LSE tutor £4,000 per month for help
01 Dec 2011
Gaddafi’s daughter urges the overthrow of Libya’s government
29 Nov 2011
Leading Libyan Islamist met Free Syrian Army opposition group
27 Nov 2011
He was fatally hit by a 20mm cannon round fired by a Messerschmitt fighter while travelling in a truck shortly after the SAS had raided an airfield deep behind enemy lines. Lewes’s comrades buried him where he fell, but because of the pace of SAS life and the temporary disbandment of the regiment after the war, his body was never recovered.
“Jock Lewes was never laid to rest as there was no time to properly bury him after the attack, so we want to put him in his proper place,” said his nephew, John Lewes, 50.
With the assistance of a former paratrooper and detective, Gil Boyd, who runs an organisation called Gravewatch that looks after and searches for unmarked war graves, Mr Lewes believes there is a strong chance of find the site.
They have used satellite imagery, war maps and a German war diary to locate what they believe is the precise site where Lewes and his men were attacked. They have also been given reconnaissance help by the military, and interviewed the SAS veteran, Jimmie Storrie, who buried Lewes.
Aerial photographs have also been found which are thought to show the remains of the vehicle destroyed near Nofilia to the west of Benghazi. Mr Lewes, a teacher from Bedford and author of Jock Lewes: Co-Founder of the SAS is seeking permission from the Libyan authorities to dig in the desert for his uncle’s body.
“In a more moderate Libya we want to do something that symbolises liberty and the promotion of democracy which Jock gave his life for,” he said.
“It is also more poignant as today’s SAS helped the Libyans out of a corner, and the fall of Gaddafi has definitely opened up possibilities. We could never have done this under the former regime.”
The Commonwealth War Graves Commission has agreed to give Lewes a burial with full military honours in El Alamein cemetery in Egypt.”
“The Lewes bomb was a blast-incendiary field expedient explosive device, manufactured by mixing diesel oil and Nobel 808 plastic explosive. It was created by Lieutenant Jock Lewes, one of the original members of L Detachment SAS in 1941. The SAS needed a combined incendiary and explosive device light enough to be carried by a small group of commandos yet powerful enough to destroy and set fire to aircraft on an enemy airfield. Weighing approximately 1 pound (0.45 kg), the Lewes Bomb could be carried in quantity by an individual.
The only available bomb at the time was too cumbersome to be carried by a paratrooper. Lewes experimented with various types of incendiary and explosive materials, using trial and error. The final design used a pound of plastic explosive, mixed with a quarter pound of thermite and a small amount of diesel oil. Inside the mass was inserted a 2 ounce dry guncotton booster, plus a detonator attached to a thirty-second fuse. Alternatively, Lewes bombs could be triggered by pencil detonators or booby-trap firing devices such as pressure release switches.
It is not clear what was used as a container for the explosive, though it was probably a small canvas bag of some sort. In use, the device was placed inside the cockpit or on the wing of an aircraft in order to ignite the aviation fuel stored within. [Amec diesel WTYC#7]”
“9/11 — An Inside Job,”
Paul Andrew Mitchell, B.A., M.S.,
Private Attorney General, 18 U.S.C. 1964
There is a HUGE amount of evidence of an inside job on 9/11.
For example, our Executive Summary to the U.S. Coast Guard achieved positive identification of the Pentagon murder weapons:
An A-3 Skywarrior hit just after an AGM missile was fired from under its port wing, to soften an entrance hole for the fuselage. A key debris photo shows 2 planar fuselage sections, one of which has a telltale re-fueling line along its horizontal length:
Very few jet aircraft have rectangular fuselages; and, of those only one has an external re-fueling line.
All photos of A-3s that we have seen do show this external re-fueling line on every A-3 we have examined.
That A-3 was reportedly modified at a private airfield in Loveland, Colorado, using different crews to do different retrofits, e.g. avionics, weapons, remote-control, transponder beacon, etc.
It had been purchased as part of a fleet of A-3s now owned by Raytheon, a major DOD contractor.
One USAF pilot I know told me that Captain Gerald F. DeConto was on the telephone to Gordon England, Secretary of the Navy, requesting authorization to engage the incoming, because the Pentagon’s automatic fire control system had been fooled by a “friendly” transponder beacon.
As the highest ranking officer in the Naval Command Center, DeConto and his staff must have been tracking that incoming on their in-house radar systems, and realized that the incoming jet had a friendly transponder, because thefire control system had NOT activated itself.
While England kept Captain DeConto on the telephone, evidently stalling him, DeConto and his staff were killed by the missile warhead and subsequent impact of the A-3.
The Boeing 757 seen by many eyewitnesses was timed to fly over the Pentagon at precisely the moment of the A-3’s impact.
It landed at National, into the waiting arms of 94
ground crew who had infiltrated Dulles and National airports.
They were later deported for falsifying Social Security applications and violating immigration laws”
for a meeting in around April 1963, which led to an unofficial British covert
operation against the Egyptian-backed government of the Yemen. Those present
included Foreign Secretary Alec Douglas-Home, Aviation Minister Julian
Amery, Neil McLean and Brian Franks.
“Claim 1 — Trump: Fiorina’s management of HP “led to the destruction of the company”
There were a lot of sparks between the two CEOs on stage — Carly Fiorina and Donald Trump. Trump went after Fiorina’s record as a business executive, especially the five years she spent as head of Hewlett-Packard about a decade ago:
“Today, on the front page of the Wall Street Journal, they fired another 25- or 30,000 people, saying we still haven’t recovered from the catastrophe. When Carly says the revenues went up, that’s because she bought Compaq, it was a terrible deal, and it really led to the destruction of the company. Now one other company before that was Lucent. Carly was at Lucent before that. And Lucent turned out to be a catastrophe also. So I’ll only say this — she can’t run any of my companies.”
Fiorina’s track record at HP was certainly controversial. The company cut about 30,000 jobs during her tenure, and when Fiorina herself was fired in 2005, she got a severance package worth more than $20 million.
The merger with Compaq also put her at odds with some people at HP, including the son of the founder, Walter Hewlett. In her defense, Fiorina notes that her tenure was a wrenching time for the whole industry — the tech bubble had just burst, and while HP continues to struggle, many other iconic companies from that period went out of business altogether.
As Fiorina noted during the debate, she’s won the endorsement of a former HP board member, who says they were wrong to get rid of her.”
“GOP debate draws out candidates on military policy [Carly Fiorina, through HP’s 400 or so 8(a) protégé companies and USNO master clocks controlled the Navy / Marine Corps Intranet on 9/11 and could therefore stand down U.S. defenses and trigger the Fireball bomb]
By Leo Shane III, Staff writer1:10 p.m. EDT September 17, 2015
Jeb Bush promised “peace through strength.” Carly Fiorina offered plans to immediately rebuild the Navy and missile defense systems in Europe. Donald Trump insisted he’s a “very militaristic person, but you have to know when to use the military.”
Military policy took a more prominent role at the second Republican presidential debate Wednesday night in a campaign so far dominated by immigration concerns, Hillary Clinton’s email habits and Donald Trump’s personal attacks on his rivals.
The event — 138 days before the Iowa caucuses, the first votes of the 2016 election — featured 60-second responses on a rotating list of topics from the top 11 candidates in the early polls.
Nearly all of the candidates accused President Obama of making the military and the country’s security weaker, citing his policies on Iran, Russia, Syria and Afghanistan. All of them promised to better fund the armed forces, and to better position U.S. troops for future fights.
Fiorina, former CEO of Hewlett Packard, offered the most specificity on those plans: establishing 50 Army brigades, 36 Marine Corps battalions, up to 350 naval ships and sending several thousand more troops into Germany, insisting that doing so would create “the strongest military on the face of the planet.”
[under control of HP 8(a) hit teams in the Arc of Treason]”
“The Navy/Marine Corps Intranet (NMCI) was a United States Department of the Navy program which provides a vast majority of information technology services for the entire Department, including the United States Navy and Marine Corps.
On October 6, 2000, the NMCI contract was awarded to Electronic Data Systems (EDS), now HP Enterprise Services (HP). Secretary of the Navy Gordon England summed up the Navy’s IT Environment prior to the commencement of NMCI: “We basically had 28 separate commands budgeting, developing, licensing, and operating IT autonomously. It was inefficient and from the larger Department perspective, produced results that were far from optimal.”
NMCI consolidated roughly 6,000 networks—some of which could not e-mail, let alone collaborate with each other—into a single integrated and secure IT environment. HP updated more than 100,000 desktop and laptop PCs in 2007. The program also consolidated an ad hoc network of more than 8,000 applications to 500 in four years and 15,003 logistics and readiness systems to 2,759 over a two-year period.
Sub-contractors to HP include:
Apple Inc., Cisco, Dell, McAfee, Microsoft, Oracle Corporation, Sun Micro systems, and Symantec
Harris Corporation (which acquired Multimax formerly known as Netco Government Services and WAM! NET), which provided enterprise network infrastructure design and support until its contract expired in 2014.
Verizon, which provides wide area network (WAN) connectivity.
HP also provides the security services once provided by Raytheon.
HP also has worked with more than 400 [8(a)] small businesses, with 5 percent for small disadvantaged businesses, 5 percent for women-owned small businesses and 1.5 percent for HUBZone small businesses. Since its inception, NMCI has exceeded the minimum 40% small business objective set for the contract.
NMCI quickly suffered some widely publicized setbacks, including rollout delays that caused HP financial losses. Today, NMCI is described in documents from the Navy’s Chief Information Officer as “the core enterprise network for Navy and Marine Corps forces in the United States and Japan, providing secure access to integrated voice, video and data communications.”
In 2009 NMCI became the first network to deploy the Global Address List (GAL), a multiservice address list that increases interoperability by enabling Navy and Marine Corps users to access the Defense Information Systems Agency‘s Joint Enterprise Directory Services (JEDS) contact list.
Additional improvements to network performance are also underway with the deployment of the Network Operations Common Operating Picture (NetOps COP). The tool helps provide enhanced situational awareness via increased information sharing and collaboration to commanders by giving them a common picture of network performance. Commanders can see scheduled maintenance tasks and other issues impacting the network, giving them the option to defer work that might affect the flow of critical information from the battlefield.
Work in 2008 has increased NMCI’s ability to respond to security issues and the program was the first network to implement fully the Department of Defense information assurance standards in both classified and unclassified environments. Among the enhancements were the deployment of Websense content filtering, an information assurance tool designed to inspect and block inbound Web traffic containing malicious code with little impact to the user. According to NMCI public affairs, “Websense allows the Network Operational Commands to set a tailored blocking policy by content such as gambling, hate speech or adult content, rather than blocking specific sites or URLs only. This allows the network operators to block sites much more efficiently and outsources the fight against the growing amount of inappropriate content.”
According to the Navy, Websense enables users to block or unblock sites, based on emerging and/or dynamic threats. The NMCI blocking policy is determined by various operational commands, such as the Naval Network Warfare Command, and enforced by the Global Network Operations Center, based in Norfolk. Blocked sites are redirected to a notification page which then links to a page on NMCI’s homeport Web site. On this site, a user can submit a request that a site be unblocked in order to support mission requirements.
In addition, NMCI is upgrading existing servers with Bluecoat proxy servers, which provides better capacity and traffic management functions. According to NMCI’s own data, a few users account for the majority of NMCI’s bandwidth usage, mostly attributed to streaming internet radio and video. New servers will allow bandwidth usage monitoring, down to a command or user level.
The security upgrades have been well received by the Navy. On March 31, 2009, Rear Admiral (Ret.) John A. Gauss, Acquisition Director for the NGEN System Program Office (SPO) said during a press conference that “NMCI is the most secure network within the Navy.”
The Navy and HP measure end user satisfaction through a series of quarterly satisfaction surveys. End user satisfaction has steadily improved, reaching a high of nearly 86% in February 2008, as compared to 80% in December 2006. This is largely due to the upgrade of nearly 112,000 desktop and laptop computers in 2007, and a combination of network enhancements that are improving speed and reliability. HP is on track to upgrade another 120,000 seats in 2008 at Navy and Marine Corps bases in the US and Asia.
Working in tandem with the technology refresh are the virtualization efforts on the network. NMCI is on track to move from 2,700 servers down to roughly 300. The efforts are expected to save more than $1.6 million per year in electricity costs. Additionally, the decrease in the number of servers being refreshed will lower the cost of updating the equipment, leading to a potential savings of at least $1.5 million over four years.
A highlight of the Navy’s virtualization efforts was its win of InfoWorld’s 2009 Green 15 Award, which honors 15 companies and/or organizations for their green IT projects. Ted Samson, Senior Analyst for InfoWorld said of the honorees, “This year’s Green 15 winners demonstrate, once again, that green IT projects can be a win-win proposition. These organizations have not only helped the planet by reducing greenhouse gas emissions, preserving trees, and keeping e-waste out of landfills. They’ve also reaped measurable business benefits, such as significantly lower electricity bills, fewer hardware refreshes, and postponed datacenter-expansion projects — along with gains in efficiency and productivity.”
In 2006, the NMCI program office was criticized for its annual customer-satisfaction surveys. Officials refuse to release the raw data, leading to accusations that their conclusions are overly sunny. One NMCI director, Rear Admiral James B. Godwin III, said releasing the results would challenge the “integrity of our data.”
The Department of the Navy has shown no desire to scale back or cancel the program. On 24 March 2006 the Navy exercised its three-year, $3 billion option to extend the contract through September 2010.
In April 2006, users began to log on with Common Access Cards (CACs), a smartcard-based logon system called the Cryptographic Log On (CLO). In October 2008, NMCI’s prime contractor HP posted a set of procedures so Apple Mac users can access NMCI’s public-facing Web services, such as the e-mail and calendar functions, using their CAC readers with their Macs. The workaround also works with other Defense Department CAC-enabled networks. Alternatively, NMCI and all other CAC-authenicated DoD websites may be accessed using LPS-Public.
After early challenges, the Navy is pleased with the performance and security of the NMCI network. According to Capt. Tim Holland, program manager for the Navy’s Next Generation Enterprise Network (NGEN), “NMCI is very robust today—we have good security with it, very good performance.” In an interview the DoN CIO Robert J. Carey stated, “The plan is that NGEN will be in place before the NMCI contract expires because it is not a renewable contract. According to the Navy, NMCI will serve as the baseline from which it will transition to NGEN.
The Navy’s confidence in NMCI today marks a significant turnaround from the challenges cited in the GAO’s report of December 2006. The report states that ” NMCI has not met its two strategic goals—to provide information superiority and to foster innovation via interoperability and shared services.” The document also goes on to evaluate HP’s performance, “GAO’s analysis of available performance data, however, showed that the Navy had met only 3 of 20 performance targets (15 percent) associated with the program’s goals and nine related performance categories.”
In contrast are the more recent comments from Vice Adm. Harry B. Harris Jr., deputy chief of naval operations for communication networks (OPNAV N-6) and deputy chief information officer, Department of the Navy. “I believe that NMCI in 2008 is achieving much of what we had hoped NMCI would achieve. It’s leveled the playing field for security. It’s allowed us to do things like push security patches that go through the whole enterprise that’s on NMCI. If you look at NMCI historically, it was probably the first step for the Navy to move into what was then called Joint Vision 2010 and now is Joint Vision 2020. It’s actually done that, and it’s moving the Navy toward the U.S. Defense Department’s goal of information superiority. So, I see a lot of good things with NMCI.”
NMCI works today and it continues to improve as user needs evolve and technology opportunities arise. During the final two years of the contract, technology initiatives included new hardware, applications, and services to support the Navy and Marine Corps’ advanced IT needs. HP will install more than 110,000 new laptops and desktops, and will push more upgrades to improve end-users’ IT capabilities through upgraded machine capacity, new operating systems, and new service lines.
“Serco (RCA)] Support Services for Starwood Hotels Group Starwood Hotels Group, owner of some of the world’s most prestigious hotels, has appointed Serco as preferred bidder for a £7m contract to provide a range of support services to the Sheraton Grand in Edinburgh, the Westin in Dublin and the 5 star Turnberry [Stranglers Suite for Donald Trump?] resort on Scotland’s west coast. The contract, which has a 5 year term, is an extension to services already provided to other hotels in the Starwood Group [Pentagon City, Chicago, Dubai Creek and Port Douglas, Qld.] and includes buildings maintenance and security, engineering support and help desk services.”
“Colonel Sir Archibald David Stirling, DSO, OBE (15 November 1915 – 4 November 1990) was a British mountaineer, World War II British Army officer, and the founder of the Special Air Service.
.. Life before the war
Stirling was born at his family’s ancestral home, Keir Housein the parish of Lecropt, Perthshire. He was the son of Brigadier General Archibald Stirling, of Keir, and Margaret Fraser, daughter of Simon Fraser, the Lord Lovat, (a descendant of Charles II, King of Scots). His cousin was Simon Fraser, 15th Lord Lovat, and his grandparents were Sir William Stirling-Maxwell, 9th Baronet and Lady Anna Maria Leslie-Melville. Raised in the Roman Catholic faith of his mother, he was educated at the Benedictine Ampleforth College and Trinity College, Cambridge. A tall and athletic figure (he was 6 feet 6 inches (1.98 m) tall). He was training to climb Mount Everest when World War II broke out.
In North Africa, in the fifteen months before Stirling’s capture, the SAS had destroyed over 250 aircraft on the ground, dozens of supply dumps, wrecked railways and telecommunications, and had put hundreds of enemy vehicles out of action. Field Marshal Montgomery described Stirling as “mad, quite mad” but admitted that men like Stirling were needed in time of war. According to John Aspinal, Stirling reputedly personally strangled 41 men.
Private military company
Worried that Britain was losing its power after the war, Stirling organised deals to provide British weapons and military personnel to other countries, like Saudi Arabia, for various privatised foreign policy operations. Along with several associates, Stirling formed Watchguard International Ltd, formerly with offices in Sloane Street (where the Chelsea Hotel later opened) before moving to South Audley Street in Mayfair.
Business was chiefly with the Gulf States. He was linked, along with Denys Rowley, to a failed attempt to the overthrow Libyan ruler Muammar Gaddafi in 1970 or 1971. Stirling was the founder of private military company KAS International, also known as KAS Enterprises.
Watchguard International Ltd was a private military company, registered in Jersey in 1965 by Stirling and John Woodhouse. Woodhouse’s first assignment was to go to Yemen to report on the state of the royalist forces when a cease-fire was declared. At the same time Stirling was cultivating his contacts in the Iranian government and exploring the chances of obtaining work in Africa. The company operated in Zambia and in Sierra Leone, providing training teams and advising on security matters, but its founders’ maverick ways of doing business caused its eventual downfall. Woodhouse resigned as Director of Operations after a series of disagreements and Stirling ceased to take an active part in 1972.
Great Britain 75
In mid-1970s Great Britain, Stirling became increasingly worried that an “undemocratic event” would occur and decided to take action. He created an organisation called Great Britain 75 and recruited members from the aristocratic clubs in Mayfair; mainly ex-military men (often former SAS members). The plan was simple. Should civil unrest result in the breakdown of normal Government operations, they would take over its running. He describes this in detail in an interview from 1974, part of which is present in Adam Curtis’s documentary “The Mayfair Set”, episode 1: “Who Pays Wins”.
In August 1974, before Stirling was ready to go public with GB75, the pacifist magazine Peace News obtained and published his plans, and eventually Stirling – dismayed by the right-wing character of many of those seeking to join GB75 – abandoned the scheme.”
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