This might take you a long time to read, but you MUST read it! If this pans out and this trusted GAO person still has all the evidence, this is the ballgame for the Bush admin.
HALLIBURTON THEFTS - NEWS FROM AN X-CIA INSIDER
Introduction by Bob Chapman, International Forecaster
A former high-ranking member of the CIA, now retired, who was a career employee, contacted us this week. Due to our reporting on Halliburton and their corruption we were given 46 pages of testimony on how Halliburton, the CIA, the Pentagon and Bush, Cheney and Rumsfeld have been stealing billions of dollars. What we were presented will shortly be presented to Congressman Waxman’s Oversight and Reform Committee in the House. These 46 pages of step-by-step criminal procedure is only part of a larger body of evidence being presented to Congress. What is presented is astounding in the scope of the crime and the billions of dollars being stolen by these criminals.
The text is raw copy never seen by the public previously and is 46 pages long. If you would like a copy you must e-mail us and request it and we will send it separately. This is a long read, but it shows the depth of the official corruption within our government.
It is our desire that as many Americans as possible read this report. It is devastating.
The writer worked under Porter Goss until August 2004. V.P. Cheney forced Tenet out of the Agency and later this writer. The writer says Tenet was framed by Goss and Cheney.
We have not edited any of the text. It would be presumptions of us to do so.
The writer was assigned the rank of a Two-Star General when lent to the Pentagon by the CIA.
Here is the information I sent Uri with a few changes to suit a more general audience.
Tenet sent me over to the Pentagon in August 2001 to collect a moving van load of Pentagon corruption documents. In retrospect it appeared that part of the reason was to allow Halliburton and Carlyle Group to increase their "market share". I had been at the Pentagon on and off on assignments since starting in the Vietnam War. I had given General Schwarzokof briefings in Saudi Arabia during the 1991 Iraq ground war as the CIA's coordinator for remote viewing data. And I had been training military officers, especially Office of Naval Intelligence ones since about 1970. So, the US military knew who I was just fine, but they couldn't figure out how to relate to you unless you had a rank. Consequently, I had been given a wide variety of ranks over the years to fit into specific assignments. Good intelligence people should be able to play any rank, like a good actor should be able to play any part.
Since I had been training naval officers at the Naval Training Center in San Diego in advanced espionage skills, before and after the Cold War, they had assigned me a rank of Rear Admiral for well over a decade. That made sense in terms of getting the naval officers to take what I said seriously. They needed to take it seriously to stay alive when they penetrated the Russian shipyards at Vladivostok under my supervision. I was the only US intelligence person who had been inside them before. My espionage skills were quite good. I had even played the part of a Russian Admiral once in Russia and lived to tell about it.
But the Pentagon in August 2001 still had me listed as a Major from a mole hunt assignment that I had done there in about 1998. For that mole hunt, it was better for me to be able to walk the halls of the Pentagon largely unnoticed. That was not the rank that I needed to pull off the task that Tenet had sent me to do. So, I reminded him that the Office of Naval Intelligence had me on their books as a Rear Admiral under an alias. I asked him to get me a rank of a one-star general at the Pentagon.
He called over and that issue was discussed with a 3-star general on the Joint Chiefs of Staff (JCS). The general said that to be effective in accomplishing what Tenet wanted I needed to be a 2-star. In some sense that was not unreasonable; I had set up the Pentagon's Remote Viewing Defense Protocols. No one at the JCS had a clue about Remote Viewing Defense unless I was at those meetings.
However, I did not start attending once a month until Oct. 2004 for a wide variety of reasons. Largely that was because I hate meetings and because I was in Canada starting in June 2002 for over a year. My Pentagon assignments were always done under an alias, as were my CIA assignments. But since I went back to JCS month after month, the alias was the same over Oct. 2003 to Aug. 2004.
My father had been in military intelligence. General Billy Mitchell was given a post-humus medal for accurately forecasting WWII in the Pacific in the 1950's. The CIA wanted remote viewers and figured that they had to start with children to be able to make them.
People considered me a kind of child prodigy. MKULTRA had thrown me into the CIA at a very early age.
My military training was not standard, most of it was at the Miramar Naval Airbase under an alias, since I was already in the hands of the CIA. The military had trained me in battlefield tactics to see what a remote viewer could do playing war games. I was, unfortunately, good at it.
A Colonel under General Westmoreland felt that his Vietnam War strategies killed excessive numbers of US troops. He wanted to humiliate him over it without getting demoted. He set up a theoretical war game and asked General Westmoreland to star in it. It was billed as a "teach the up and coming" military offspring how to "win the war in Vietnam". Admittedly it was kind of an in house publicity stunt for the San Diego military. General Westmoreland fell for it and was pitted against young minds. I was the kid who was able to beat him consistently; I was already a remote viewer for DCIs. Those war games had started out theoretical, but then moved into the war room at the Pentagon. We ended up playing with real troops on the ground in Vietnam. The game was to capture territory. He lost the competition. Westmoreland liked military style campaigns with men dead at the end of them. As a remote viewer, I was like a Zen master merged into the reality of both sides. I felt the pain if anyone got hurt. I could gain territory without anyone being hurt, though I thought it was a pointless and unethical thing to do.
The generals didn't really like my methods even back then. They didn't make enough kickbacks for anyone.
I was thrown into the Vietnam War on CIA assignments where I had to "walk point" on reconnaissance teams to find specific things using my remote viewing skills. I was 19 at the time and the recon grunts liked to follow female buns. It was one way to get them to go into highly dangerous situations. I was used to going by myself into very dangerous situations in Russia. In Vietnam, I was asked to find shoulder launch missiles and VC headquarters. Those were both underground in tunnels and using a remote viewer to find them was quite reasonable.
I was also asked right after the Tet offensive to lead a recon team into an area the US had lost and do an analysis of why the US had lost a battle. We got excellent intelligence by lying in the mud with the US dead as the VC set up all around us.
Then I did something that I have regretted my entire life. I sent the 8 men on my patrol ahead of me down a canyon. I had them hide in the rocks of the side of the canyon. The VC had taken over a US position on the top of that side. I made noise and got several hundred VC to follow me down the canyon, leading them into an ambush. The VC on the top of the hill thought it was US troops in the bottom. They shelled them while I joined my team in the rocks. Since we were not firing, our position was not known. The VC killed each other by the hundreds. I cried over "my hundreds of bodies" that were wounded and killed that day. I was too clever for my own good. I knew that the US should not be in Vietnam, but I had let my desire to know if I could succeed over take my common sense. It was a bitter lesson for me and one that I had to learn many times over. I was good at the war games in Vietnam, because I could 'feel' the positions of the VC in the jungles on the hills as if I were them over there at the same time.
Not everyone does remote viewing that closely merged into what they are viewing as to lose their separation from it. But that is the best way to be accurate. And it was due to my accuracy that I ended up as a remote viewer for Directors of CIA from the Cuban Missile Crisis in 1962 to 2004.
When I later played war games with Pentagon generals at Camp Pendleton etc, I always won. But I had no desire to fight and that annoyed them. Using remote viewing, I could figure out how to win without fighting and did so.
For example, once we were due to play war games the next day at Camp Pendleton in Aug. It was likely to be blazing hot. I sent some of my men up the hills to set up noise making devices on timers at specific locations which would self-destruct.
Others I sent on a recon mission to the opposition camp. They waited until that team had packed their kits and then replaced the water in the canteens with dirt. The opposition hiked out in the morning without rechecking their kits. I had some of my men lure them up the dry barren hills to look for us. I had ordered all of my team to promptly regroup below the cliff and stay in the shade of it or in the ocean water. Many of them were not pleased with me. They said, we should be fighting the war games not just playing in the surf. I told them, there is no need for us to fight, the weather will defeat them for us. It did. They spent all day exhausting themselves looking for us in those hills and not being able to find us. They had to surrender from heat exhaustion and lack of water. All I had to do was supply the sunscreen and the picnic for my men. The other side should have had the good sense to sit down and rest in the shade. But due to their eagerness to fight they defeated themselves.
When I trained Israeli military and intelligence officers in remote viewing in the 1990's, they also insisted that I play war games with them. Remote viewing is a good intelligence and military tool, I beat them too.
Then I challenged them to come into Chechnya with me and slow the Russian assault that was going on there in the early 2000's. The Russians were slaughtering civilians in large numbers. It made it look like Stalin was alive again. We only had a two-week period of time, so we trained some of the locals how to prevent Russians moving their trucks into their area to set up bases from which to slaughter them. At that time the rules I enforced were no civilian deaths--under any circumstances. When they learned how to win using that strategy, then I went to having them practice winning using no deaths at all.
I like to train military and intelligence people on battlefields. I think that they should know how to collect good intelligence while the bullets are flying and not just sit at a desk giving orders that kill others. We have to learn how to do defense without killing anyone. That is the only way that the world will survive. The Israelis have a lot of brave and effective fighters and intelligence people. I wanted them to lead the way on the non-violence front.
People think that I shouldn't talk about this. They want all the publicity to go to war making, not how to defend people without using bullets, missiles, and bombs. They want to protect the Defense Industry from having to go Green.
The Defense Industry is not a Defense Industry, it is an assault industry. If you want to see what those people are doing to the Human Species just look at the birth defects from depleted uranium at http://www.xs4all.nl/~stgvisie/VISIE/extremedeformities.html .
The US Administration falsely claimed that they had to go into Iraq to stop Hussein from using nuclear weapons. But the US tested 4th generation nuclear weapons in Iraq that did not make mushroom clouds. Then they used depleted uranium to pretend that all the radiation was do just to that. It was not. In any case, the use of the depleted uranium was inexcusable. It has a half life of 4.5 million years and is destroying the human genome. Neither dust nor people stay in one place. Dust to dust, ashes to ashes is the future their shortsighted policies are making. The human race needs to give up playing war games and start a Manhattan Project style push to learn how to defend without weapons.
On Thu, May 22, 2008 at 10:13 PM, Virtual Agency firstname.lastname@example.org wrote:
You’re welcome. so tell me about you as a two star general story
I collected intelligence in Iraq and Afghanistan for the CIA until Aug. 2004 when I was outed by Cheney for refusing to make propaganda that Iran was developing nuclear weapons. My official title within the CIA was Special Operations Advisor to the Director of Central Intelligence. Since I set up the Remote Viewing Defense protocols for the Pentagon, I was given a title of Remote Viewing Advisor to the Joint Chiefs of Staff and a rank of a 2-star general in the US military. That rank was largely a bogus ploy by the Pentagon to get more of my time from the CIA and force me to attend a Joint Chiefs of Staff Meeting once a month. I did so from Oct. 2003 to July 2004.
On orders of my boss, DCI George Tenet, on Aug. 2001 I collected a moving van full of Pentagon documents showing Defense Contractor kickbacks to Pentagon officials. I removed them from the Pentagon and they were driven to the CIA. It took me about 10 days of time to get the Pentagon people to turn those documents over to me en masse. The ethical intelligence methods I used to do so are beyond the scope of this text. Alas, the CIA's intention turned out not to be to expose and correct the corruption, but to cover it up---as judged by later events.
Clearly I did not have time to read all of those documents in one week. My job was not to evaluate those documents and address the corruption, it was to run a "counter-intelligence" type of op to collect them. However, I did become aware of the depth of corruption during the course of the week and did read some of them. It is amazing what ended up in print because people in the Pentagon felt so immune from prosecution, esp. under Bush in the White House.
The main reason for collecting those documents, I believe in retrospect, was to allow CIA analysts to evaluate how to take business away from other US Defense Contractors and give it to Halliburton and Carlyle-related contractors. The mood at the CIA and Pentagon was "war is coming" because the Bush Family stands to make billions from it--so get ready. I did come across reports later which confirmed that the documents had been used in that fashion. That is, they were used to blackmail Pentagon officials into 'working on' the Halliburton-Carlyle team, or to judge how much to bribe them to switch to that team. So, on later reflection, I am afraid that my actions led to worse, not less, corruption. Certainly that corruption was not in the interests of the US public nor our country's national security interests.
I want to mention a conversation that I had with DCI Tenet after giving him these documents. The moving van full of them had just arrived at the CIA's headquarters in Langley. Tenet laughed and said to me "You have just given me the keys to the Kingdom". I guess that I was a bit dense, as I did not grasp immediately what he meant. So, I asked him "How?" He said to me in front of McLaughlin the Deputy Executive Director (both of whom I knew rather too well at the time) "Those documents will make me rich." Horrified that he might sell them on the black market for cash I replied "How dare you sell them to the Russians!" McLaughlin laughed and said "All she thinks of is Russian counter-intelligence." Tenet made a joke of it too and the discussion turned to the serious matter before us having to do with another country. But I believe that some of the documents that I brought back from the Pentagon did get sold to the Russians later to make a buck. I had been sent to collect 3 types of documents at the Pentagon and here I am only writing about one category of them.
As to the corruption that I came across at the Pentagon in Aug. 2001, I want to say a few words before going on to corruption in the Iraq and Afghan wars. Some of the details may have slipped my mind. I have a good audio memory, but precise dates, names and places are not my forte. But the events themselves I usually render the gist of correctly.
Case 1: The Ordering of Unneeded New Models of Fighter Planes
This case has to do with a particular kickback scheme that I read three Pentagon documents on. It involved an Air Force general on the JCS and a Defense Contractor, Boeing. He was due to discuss the Air Force's needs for new fighter planes at an upcoming JCS meeting. I went to talk to him after reading the three documents and asked him to recuse himself from giving that presentation. He refused. I then went to the Head of the JCS, General Shelton, and asked him to appoint someone else to give that presentation. It should be remembered that I had no mandate to address the corruption that I came across. I did not initially bring forward the documents when I made the request, but when he refused then I did show him the documents to make my point. He still refused to make the change.
I later discovered when back at the CIA that the Air Force General had gone ahead and made that presentation. From within the CIA I verified that he did receive the payment from Boeing that one of the documents had set forth in black and white. I reported that at the time to the Pentagon criminal investigation unit. It was rather like reporting it to the fox guarding the chicken coop. I then reported it to my boss Tenet after the Pentagon's investigation unit did not act on it to my satisfaction. That is, I found out that they had done precisely nothing with my complaint. But nothing happened as a result of my reporting it to Tenet either.
I then reported it to the GAO on a form designed rather for other problems it seemed to me--but that was the form that they insisted was the correct one. A man from the GAO did come out to the CIA and take down my complaint in person. He seemed to be sincere and thorough. I did read the report that he later wrote after he went out to the Pentagon to investigate. That report confirmed what I had said and gave an estimated amount for the amount lost to the US taxpayer through bidding that was rigged.
It did not however address the larger issue of whether those new generation planes were needed. The old planes were much, much cheaper and worked fine for their purposes. The new planes were untested and the new features seemed unnecessary to me--it was not as if we were going to be fighting the Russians and what we had was good enough to fight them anyway. Several Air Force Generals I called up on the phone to get their opinion agreed with me.
Later, I ended up on the JCS meetings myself in Oct. 2003. There was that same high ranking Air Force General still there in the JCS. He knew that I had tried to get him in trouble and he tried to get back at me in a great variety of ways. At one point he circulated the rumor that I was a lesbian--I had to laugh at that one. When I confronted him teasingly about it, he did not deny it. Had I actually been a lesbian his malicious rumor might have caused me grief. Later, he tried to pin a corruption scheme on me that I had nothing to do with but my boss at the CIA had not prevented, investigated, or stopped it.
While I was at a JSC meeting in early 2004, that same Air Force General had the gall to try to force through another unneeded plane contract for Boeing. I stood up at the meeting and said that the previous new plane had still not been delivered as it did not meet the specifications of the order and here he was trying to force the US military to buy another upgrade. Then I went on about the fact that even the first new plane was not needed. Only one general, another Air Force General, backed me up and said that a new plane did not need to be re-designed. But at the end of the discussion the vote was only the 2 of us against the new order and it went through. That made me angry as soldiers on the ground were dying from not having water in the desert and from not having adequate safety gear. The US did not need fighter planes; there was no air war going on and none in sight. The new planes were very expensive to buy and there was no reason to justify that expense. The only motivation for ordering those new planes instead of more of the ones that were already shown to work was to make big Research and Development bucks for the company and the kickbacks for the military officers. That issue never got satisfactorily addressed. It is a crime to make the companies and the brass rich at the expense of the deaths of the soldiers and civilians on the ground.
I then went to the trouble of finding out how much each Pentagon official got paid in kickbacks on that new order. It averaged $22,000 for each vote at that Joint Chiefs of Staff meeting according to their bank accounts. These were not their regular US accounts, these were the Swiss bank accounts that the CIA set up for them especially to get the kickbacks into! The highest amount went to the Air Force General who gave the presentation. Only myself and that dissenting Air Force General did not get that kickback---that is how corrupt the JCS members were in the Spring of 2004. I then went further to look at whether those men were witting to their getting kickbacks---even though I considered the vote for the unneeded planes proof of that. But I looked at whether they would notice if that payment from Boeing was missing from their account and object to it. I did that by circulating at the next JCS meeting a notice that Boeing may have defaulted on some of its payments. It did not give specifics. All but 3 of the members of the JCS, per the phone records I had access to at the CIA, called that Swiss bank to verify that they had indeed gotten that Boeing payment! The other 3 might have gotten the information from others who called that the payments had gone through. At the next meeting, one of the members said to me "Well, of course it looked like to you that Boeing didn't make the payments, because you did not get one. I told Boeing that you had not done your share of the work". Two men standing near him agreed that that was why I had not gotten the payment. One of them added "If you want to join in, there is a good deal coming up with company X." This was at the start of a JCS meeting and most of the members were at the table already. It was not like he took me aside and whispered this in my ear. The fact was that the JCS was so corrupt that they did not have to even try to hide it from other members.
End of Case 1
Case 2: Halliburton Delivers Half Full Cartons to the Swing Shift
Roughly 7 of the Pentagon documents that I had collected over the 10 days dealt with this same scam. I had set aside some to read back at the CIA. It was not until I read the 4th one on this topic that I started to have a clear idea of what the full scam entailed. That was true of much of the van load of documents; an individual document was often not very incriminating. It appeared that the duty roster at the Pentagon was being rigged to ensure that only corrupt personnel would be on duty at certain times. That way not everyone in the receiving dept. had to be bribed or coerced. It was only the swing shift with its fewer numbers of personnel who were on the take. The scam ensured that other personnel never got assigned that shift in the Receiving Dept.
When I figured that out I immediately tried to get on that shift in the Receiving Dept. under an alias to see what would happen. It was not hard for me within the CIA to make up the alias and a military background and get it assigned to the Receiving Dept.. I then put in a sick notice to say that that alias had a daytime physician's appointment and would be reporting for its first duty at the Pentagon on the swing shift. Immediately upon getting that communication at the Receiving Dept., its duty officer sent off emails to 3 other people in the Pentagon asking them what to do.
One of those people was in Rumsfeld's office. That person emailed back and told the duty officer to give the incoming man the day off and start him on the day shift the next day. The duty officer did not write back to that man. He complained in other email to one of the other 2 he had contacted that he needed the body to move boxes. One of them asked him if there was a position that he could be put in to ensure that he did not "wise up". The duty officer did not reply promptly. He waited several hours between reading that message while sending out many other messages before he replied. Then he said that the man had already arrived, which was not true, and that he would give him the least chance to 'correct his understanding'. That official took it as a fait accompli and apparently took no further steps. That man I was later able to show was taking bribes from Halliburton as I will discuss below. He worked in the Pentagon at a job that had nothing directly to do with the Receiving Dept. The third man he had emailed was his supervisor in the Receiving Dept., the regular daytime head of it. That man was driving home when the first message was sent to him. He did not read it until the next day by which time the problem of the uncorrupted man showing up had evaporated. The next message I sent was just after the swing shift started. It regretted to inform them that the incoming man had been hospitalized until further notice.
At that point I was still reading the documents and drawing my own conclusions from them by reading between the lines. I thus initiated the next test of my understanding during that same swing shift. In this case, I sent an email to that same duty officer pretending to be a Halliburton employee. Since I had read his usual traffic in emails, I knew what he expected from Halliburton's shipping people. My email informed him that the shipment was delayed and gave a specific order number. I used a number from an order that I had reason to believe was crooked. The packing weight on it seemed too low for the goods that were listed on the invoice. I did not say how long the delay would be for sure but I hinted that it might not arrive until the morning. That triggered not 3 emails by the duty officer but 6! I was quite surprised by that. The goods were not perishable, they were military. It should not have mattered that they would arrive on the next day shift---except if they were missing part of the order! Again, one of the emails was to Rumsfeld’s office and got an immediate reply. That surprised me as it was after hours about 9 pm. This was not a military emergency--this was a delayed carton. The reply from Rumsfeld's office was that he should send a courier out to intercept the delayed carton or wait himself until it arrived and sign it in and deal with it himself, even if he had to wait until morning. The duty officer apparently had done the overtime many times before and was tired of it. In one of the six emails he sent he complained bitterly that the work was taking over his life and he was getting no sleep. I want to talk about other emails first before saying more about that one.
One of the 6 emails was again to the Halliburton bribed Pentagon official. He replied from his home. He advised that the duty officer call Halliburton and see if the carton had actually left its shipping office yet and ask them to send it a day later. He suggested that the Halliburton people in the shipping office sometimes said a shipment was delayed in shipping when in fact it was delayed in their office. The duty officer did not reply to that email. He complained, in the previously mentioned email about lack of sleep, that the people were always giving him the same meaningless advice. His email to the day time Head of the Receiving asking him if he could just set aside the carton until the next swing shift did not get a reply. The next three emails were to other receivers asking them if they could come in and work that night shift or the next day shift instead of coming in on the next swing shift. There were no immediate replies to those even though they had his tales of woe and lack of sleep in them. The carton did arrive, not unduly late, and that resolved that problem that night. But I had a lot of evidence.
By morning I had one additional piece of evidence; my boss Tenet asked me to stop looking into corruption at the Pentagon's Receiving Dept.. I had not told him that I was looking at that. That meant someone else had advised him that I was and had asked it to stop. I then set out to figure out who that was and why. It did not take me long to figure it out. I sent an email to a co-worker laying out what I had found and that I had been called off looking into why the military was having trouble getting supplies to the troops on time. I had never been given that assignment, but I had been called off investigating this receiving problem and by then I knew that the two problems were related from the documents. The word Halliburton was in my email. Shortly after I sent that email a CIA official knocked on my office door. That was unusual as there was bold black lettering on the door that no one should knock without the permission of the DCI. That notice was put up by Tenet because he was tired of people taking up my time. He wanted it all to himself and his chores. The man then barged in without waiting for a reply from me and stated loudly that I had been called off looking into supply problems at the Pentagon, not supply problems to the troops. Since the person I had emailed was in the next office, presumably it was for their ears that he was speaking so loudly. He then shut the door and walked off, again without waiting for a reply from me. That man was indeed someone I recognized.
At the CIA we jokingly called him "Halliburton's Representative to the CIA". Like his counterpart at the Pentagon he handled all of the delivery problems for Halliburton products arriving at the CIA. He was paid by a federal salary, just like that Pentagon man. But after looking into their backgrounds I could find no evidence that either had been hired by the CIA or the military through their personnel depts. Neither had done military training or trained at "the Farm" as a spy. The more I looked into that, which I had not been called off of, the more curious it became.
Finally one day months later I knocked on the "Halliburton's Representative to the CIA" 's office door. I was surprised when it opened to find not the office of a single man but a whole section of offices. I had worked at the CIA for over 30 years and thought I knew it inside and out. But a new section had been added onto the other side of that door. Over 40 people worked in it and they were all working for Halliburton while being paid by the US taxpayer as if they were CIA. I checked that carefully. The CIA's human resources dept. had no files on them. It had never interviewed them for the job. IT HAD NEVER VETTED THEM! The CIA had a back door in its security created to let Halliburton put anyone they wanted into the hallways of the CIA. It was an outrageous violation of US National Security. And this was after 911 and the terrorism scare.
I immediately reported it to Tenet and he said, "Yes, I know."
I checked with the Head of CIA building security and he admitted that he knew too. I asked him what he was going to do about it. He said "Keep my mouth shut so I can stay alive and I suggest you do the same." That sounded like a threat to me, even though indirectly worded. I asked him who would kill me if I talked about it. He hemmed and hawed a bit. I asked him if he would try to kill me if I talked about it. He said no but others would. I went fishing and asked, "Do you think Halliburton will kill me for it?" He didn't say. Then I asked "Will the CIA?" He said, "Not likely, you are inside the CIA." Then I asked "CACI?" At that he agreed that they would likely try in defense of their sister enterprise Halliburton. I asked him if CACI had their own back door into the CIA that I should be afraid of them while I was inside the CIA. He acknowledged that they did.
Now back to my knocking on the Halliburton company offices at the CIA. A security guard immediately asked me for my Halliburton ID. When I did not have one, he asked me if I had an appointment to see someone. I mentioned the name of the man who knocked on my door and that man came out to greet me. He invited me into his office. The furniture in it was better than the DCI had upstairs though this was on the ground floor. We chit chatted a few minutes and then I got down to business. I asked him if Halliburton intended to short the troops on their supplies on purpose or was incompetent. By then I had the evidence in my office that Halliburton was shipping only half of the invoice contents in many of its cartons. That was true in the war zones as well. It had set up the same corrupt system of swing shift receivers on at least 3 continents. They received the cartons and signed that the goods were all received properly. Then the shortages later were chalked up to thefts or war damage, etc. He looked at me awhile before he replied. Then he said, "I know nothing about it". I then laid copies of some of the documents that I had on his desk that proved that Halliburton was doing that. He said he would look into it and called security to usher me out of the office.
Later that day, (it was after Christmas in 2001) I reported to Tenet that I had found evidence that Halliburton was short shipping to the Pentagon and war zones. He at first said, "That is nothing new." And then realizing that he had just admitted knowing about it without correcting it said, "Have a report about it on my desk before Christmas." He had been saying that probably for weeks and now under the stress of my asking him about this corruption, automatically repeated that comment. Christmas had passed about 3 days before at the very least. When he caught his mistake a moment later, he said "I just can't get rid of that problem." I then asked him what he had tried to do about it. He did not reply. Instead he sent me to speak to another man he said that he had put to work on the problem.
Yes, you guessed it--he sent me to speak to "Halliburton's Representative to the CIA". I had just come from his office that morning and I said so. Tenet played ignorant of the fact that the man worked for Halliburton. I reminded Tenet that I had been asked to show my Halliburton ID to even get to his office. He offered to call down there to make sure I could get in when I went. I told him that it was his responsibility to correct Halliburton's short shipping and its invasion of the CIA, not Halliburton’s. He said that he couldn't because his "hands were tied behind his back" by the White House. I made a mock walk around to the other side of him to look for his hands tied behind him and said "That is not what I see." He said "There is nothing I can do about it." I picked up his phone and handed it to him and said, "You can start by calling Congress, the FBI, and the New York Times. They would believe you, if you did so." He declined to make those calls. I told him that the head of the CIA should be a man of courage. But he never did make the calls.
I went to my office and started making calls. First I faxed the documents I had over to the GAO. I needed to have copies of them outside of my office before it got raided. They were not national security secrets, they were Halliburton short shipping papers. One of them was even a memo on Halliburton stationery discussing the short shipping policy and how well it was working to make profits for the company. It appeared that each time they got a call complaining that an order was short or missing that they considered it another new order. I say that because the documents I had showed that they created a new order number that did not refer back to the order number of the missing goods or mention that any goods had been missing. In that way they never lost by having to make good for the part of an order that was missing. When I called the GAO to make sure that they received the documents they checked them carefully to make sure that they were all legible. There were over 100 pages of documents and it took them awhile. After they finished they agreed to look for the GAO investigator who had come out to speak to me before. But before they could get him on the phone to me, there was a knock at my door and in barged "Halliburton's Representative to the CIA". He yanked my phone out of the wall. Then he had his security guards ransack my office and take every shred of paper out of it. Then he had me bodily hauled off to a prison cell inside the Halliburton offices at the CIA. It was in the basement. There I was intimidated and my life was threatened. I wondered if it would be ended. It occurred to me that the CIA head of building security might not know that Halliburton had its own torturers and assassins. I decided to cooperate. I promised not to investigate Halliburton for the rest of the year. I figured I could keep my promise for the about 2 days left in the year. The date was probably Friday, Dec. 28, 2001, now that I look at a calendar. Somehow they accepted my promise and let me go.
I immediately went up to Tenet's office and complained and showed him the bruises that they had given me. He said, "There, there, everything will be all right in the morning." That was not true. Halliburton was still stealing the US taxpayer's dollars in the morning and the troops were still doing without. But at that time I was too tired to fight any more that day. I decided to put myself in a place that I could keep my promise and asked leave to fly back to my home in California. Tenet agreed and I managed to get out of the building without further incident.
I believe that the GAO still has the documents that I sent them buried in its files. They started an investigation into it and then it was "interrupted". But I believe that they are willing to go forward with the investigation now, if asked to. I believe that you’re asking them to do that would be enough to accomplish that. The GAO has done a lot of good work. You could write a letter to its Head and ask them to restart that investigation.
End of Case 2