#2062: Marine Links Serco Tunnel London Luck to Tillman Bullpup, Nortel JABS
Plum City – (AbelDanger.net): United States Marine Field McConnell has linked tunneled communications between Serco directors, Jeremy Mooney, former Commanding Officer of the British Army London Regiment, and Keith Luck, former Resource Director of the Metropolitan Police, to alleged use of Nortel’s Joint Automated Booking System (JABS) by the hit man with a Bullpup SA80 rifle who put three bullets into Pat Tillman’s head on April 22, 2004 in Afghanistan.
McConnell notes that David “Riot Club” Cameron (Treasury 1990-93) set Serco up for operation of the NPL cesium clock allowing Serco man-in-the-middle agents to tunnel into the U.S. Defense Red Switch Network and the Nortel Joint Automated Booking System unwittingly (?) used by Mooney and Luck to deploy “spot-fixing vandals” to destroy evidence of spread betting on body counts and targeted hits.
The Riot Club Trailer
Pat Tillman Murdered
Andy McNab Explains the SA80
British Army’s kit The SA80 rifle
Prince William shooting with a SA80
Of Pat Tillman
WHY WOULD SOLDIERS WITH NOTHING TO HIDE, WHO MIGHT HAVE BEEN INVOLVED IN AN ACCIDENTAL SHOOTING burn Tillman’s uniform–and his body armor?
After the shooting, the Rangers destroyed evidence that would be considered critical in any criminal case, the records show. They burned Corporal Tillman’s uniform and his body armor. Months later, the Rangers involved said they did not intend to destroy evidence. “It was a hygiene issue,”
TILLMAN WAS ASSASSINATED
He was shot in the forehead, THREE TIMES, and the “official” story, which changes faster than the wind, is that he was shot with an M-16.
THIS IS UTTERLY IMPOSSIBLE.
On fully automatic, from just about any distance, almost anyone with an M-16 can hit a solid target three times in a close proximity. But the FIRST bullet out of an M-16 into Tillman’s head wouldn’t have left anything else for the other two bullets to hit.
Three different people firing ANY type of weapon would not have been able to make such a pattern in his FOREHEAD, so the three bullets had to have been fired from ONE weapon, by ONE person. I have no idea what type of weapon in a war zone, other than a pistol OR a sniper’s rifle, could have made such a pattern.
It was not his fellow troops who executed him. IT WAS AN ASSASSIN WHO HAD SUCH CLOSE TIES TO THE WHITE HOUSE OR THE RUMSFELD WOLFOWITZ DoD that they managed to “cover up” DOZENS of signs of his ASSASSINATION, for YEARS now, to the point that MANY GENERALS are LYING, too, and refusing to APPEAR BEFORE, Congress?
The recent World Net Daily piece firstly fails to address clear indications that Tillman was murdered, as unveiled by Army medical doctors; that Tillman was triple-tapped to the head from just ten yards and that the bullet holes were very close together. Medical examiners were very suspicious and suspected murder, but were blocked from investigating the angle by higher-ups.
The report also stated that no evidence of enemy fire was found at the scene, calling the explanation of friendly-fire into question.
The Associated Press story also revealed that “Army attorneys sent each other congratulatory emails for keeping criminal investigators at bay as the Army conducted an internal friendly-fire investigation that resulted in administrative, or non-criminal, punishments.”
Anyone who considers the new evidence, along with the obvious motivation for killing Tillman – the fact that he was about to return home and become an anti-war icon, and rules out the obvious explanation of murder is in a severe state of denial.
WND scoffs at the notion that Wesley Clark, during an appearance on MSNBC’s Countdown with Keith Olbermann recently, entertained the notion that Tillman could have been murdered and that a high level cover-up may have been at work.
Anyone who watches the video and reads the transcript can readily ascertain that the context of Olbermann and Clark’s conversation is clearly whether or not Pat Tillman was murdered and if that was covered up.
“Does it not begin to look more and more like that, that we were going the wrong direction in this, that they were not trying to protect something, something slightly negative from coming out, but in fact coming- protecting the accusation that his mother has made and has not gotten a lot of attention to that, that perhaps he was indeed murdered?” Olbermann asks Clark.
“It’s very possible,” responds Clark.
Last year, we caught World Net Daily inventing evidence to smear 9/11 truth when they claimed that Professor Steven Jones had called “for the violent overthrow of the government” at a conference in LA.”
“The SA80 (Small Arms for the 1980s) is a British family of 5.56mm small arms. It is a selective fire, gas-operated assault rifle. Elements of its design, in particular the bullpup configuration, come from the earlier EM-2 rifle. The first prototypes were trialled in 1976 and production ended in 1994. It is due to remain in service until 2025.
The L85 rifle variant of the SA80 family has been the standard issue service rifle of the British Armed Forces since 1987, replacing the L1A1 variant of the FN FAL. The improved L85A2 remains in service today. The remainder of the family comprises the L86 Light Support Weapon, the short-barrelled L22 carbine and the L98 Cadet rifle.
The SA80 was the last in a long line of British weapons (including the Lee-Enfield family) to come from the national arms development and production facility at Enfield Lock.
The SA80 family is hammer-fired and has a trigger mechanism with a fire-control selector that enables semi-automatic fire and fully automatic fire (the fire selector lever is located at the left side of the receiver, just aft of the magazine). A cross bolt type safety prevents accidental firing and is located above the trigger; the “safe” setting blocks the movement of the trigger.”
“Based at Edgware and Hornsey, B Company provides the opportunity for both north Londoners and those from the Home Counties to take up the challenge of serving in the Infantry. The Company has a tradition of no-nonsense soldiering, based on demanding and tough training combined with significant levels of operational experience at all levels.
In addition to the Company’s two rifle platoons, the specialist machine gun platoon based at Hornsey provides an opportunity for advanced training and the development of the more experienced soldiers. Recent operational experience has shown just how critical the machine gun’s fire support can be.
The Company also has a limited number of supporting roles working within the Company Headquarters. There is a significant social and recreational side to the Company. Part of this is organised with non-military activities, like adventurous training, and social events.
A rifle platoon consists of 3 sections. Each section consists of riflemen armed with the SA80 A2 assault rifle, light support weapon (LSW), anti tank rockets, grenades and other specialist equipment.
Machine Gun Platoon
The machine gun platoon consists of the medium general purpose machine guns (GPMG). This weapon has an effective range of 1100m or up to 1800m if the strike is observed. The weapon can be used on a mobile basis or in a sustained fire (SF) role, where a tripod fixes the weapon to a ground mount. The GPMG provides the backbone of direct fire support onto the enemy for the Infantry. The London Regiment used the weapon extensively in contacts during the 2007 deployment to Afghanistan.
Call: 020 7801 2543
“Keith Luck Finance & Commercial Director, Strategic Partnerships at Serco plc
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
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+)
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”
Communications Director, UK & Europe at Serco
Assistant Commander, 1st (UK) Division (part time) at British Army
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
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
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)
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
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)
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)
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
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
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”
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