Author Topic: Ptech CONFIRMED-Booz Allen, *False Flag Warning* to usher in Internet2/GIG  (Read 7999 times)

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Ptech Inc.
500 Victory Road
Marina Bay
Quincy, MA 02171-3132
United States

Company Overview

Ptech Inc. provides software solutions for enterprises and businesses. The company’s products include Enterprise FrameWork, a software solution for business development including support for business landscape, strategic intent, value chains, processes, organizational structures, knowledge, skills, business rules, applications, and information and technology infrastructures; TeamWork collaborative modeling software that allows modelers to develop integrated enterprise architectures; and KnowledgeGateway that helps organizations to share information and make decisions based on latest information. It also offers Framework accelerators, which is modeling and graphical software for enterprises. The company serves to AAA Michigan, ABN AMRO, IBM Global Services, Booz Allen Hamilton, MetLife, and Motorola. Ptech Inc. was founded in 1994 and is headquartered in Quincy, Massachusetts.

Mr. Oussama Ziadé
Chairman and Chief Executive Officer

Mr. Oussama Ziadé is the Chairman and Chief Executive Officer at Ptech Inc. He established Ptech in 1994 and has over 15 years of professional experience. He is the chief architect and the driving force behind the company. One of the key attributes of Mr. Ziadé is his ability to sense market direction and play early on into potential markets while still in their infancy. He is a proponent of co-opetition, customer-partnering, and value-oriented solutions. His philosophy ... of management is based on the balanced involvement of customers, management and employees in the operation of the company to create value for all stakeholders, while creating a culture of innovation and focus. He has raised over $20 million in private investment for Ptech. Prior to launching Ptech, Mr. Ziadé was Chief Executive Officer at Associative Design Technology and previously held a series of progressively responsible management positions in software development. Mr. Ziadé holds a Bachelor of Science degree in Physics and participated in the Ph.D. program in High Energy Physics at Harvard University. In addition, he holds a Master of Science in Software Engineering from Boston University. Mr. Ziadé has appeared on several TV shows and is a published author in industry leading publications, appearing on the cover of several magazines.

Mr. James Cerrato
Chief Product Officer

James Cerrato serves as Chief Product Officer of Adaptive, Inc. Mr. Cerrato is responsible for the full product lifecycle of all of Adaptive's products, from defining product strategy, to gathering market requirements, creating product specifications and controlling product release schedules. He applies a holistic product approach, and ensures that all Adaptive product components including software, documentation, training material and collateral are consistent, integrated ... and synchronized with the release schedule. He serves as Chief Product Officer of Ptech Inc. He has been with Ptech since its inception in 1994 as a Co-founder.

Mr. Cerrato has been the lead consultant for many of Ptech's projects with major customers and partners and responsible for the full life-cycle of planning, development, quality assurance, documentation, training development and support of Ptech's base products where he oversees the software development, customer support, quality assurance and product management functions. Mr. Cerrato has more than twenty years experience working for leading edge software companies enabling the company's strategic vision to be realized in world-class software implementations. He worked in software development, consulting and product management roles and has extensive expertise in object-oriented technology, meta-modeling and enterprise architecture. Prior to working for Adaptive, he Co-founded a leading enterprise architecture modeling tool vendor and served as Chief Product Officer and Principal Consultant.

He guided the successful development and release of a suite of products including enterprise architecture modeling tools and web portals and as a part of the core team, he helped guide this company from startup to recognition by Deloitte and Touche as one of the 50 fastest growing technology companies in New England. He served in role as representative to the Object Management Group (OMG), and participated in the OMG Object Analysis and Design task force that developed the Unified Modeling Language (UML). In addition to his involvement with the OMG, he speaks frequently at conferences. Mr. Cerrato worked with Associative Design Technology, where he held a series of progressively responsible roles culminating in his position as Chief Technologist. He has been a speaker at major conferences and has been active in several standards organizations. Mr. Cerrato Bachelor's in Computer Science degree from Massachusetts Institute of Technology.

Mr. Ibrahim Hussein
Vice President and Chief Scientist

Mr. Hussein Ibrahim is the Vice President and Chief Scientist at Ptech Inc. He has been with Ptech since its inception in 1994. Dr. Ibrahim has more than 20 years of experience in enterprise architecture and business consulting. He oversees the innovation and creation of new domain specific add-on solutions. In this capacity, he acts as lead consultant, advising customers in the modeling of technology and human capabilities aspects of an integrated eBusiness architecture. ... Dr. Ibrahim taught computer science at Columbia University, where he also led a research team in a computer vision research project funded by the United States Department of Defense. Dr. Ibrahim completed his undergraduate work in Computer Engineering at Ain-Shams University, and received his Master's and Doctorate degrees in Computer Science from Columbia University. Dr. Ibrahim has had many articles on computer science published in leading professional magazines.

Mr. George Peterson
Chief Financial Officer 

Mr. George Peterson is the Chief Financial Officer at Ptech Inc. He joined Ptech in 2001 and is responsible for the overall financial strategic direction of the company. Mr. Peterson brings 30 years of high-tech experience in rapidly growing companies to his role at Ptech. Prior to Ptech, he served as Vice President of Business Development/CFO of InterSense where he raised financing and negotiated distribution agreements with multinational corporations, doubling the ... company's market cap. Prior to that, he was CFO at InterSystems where he negotiated a $25 million line of credit to fund an acquisition with worldwide operations and successfully concluded international joint venture investments in Europe and Asia-Pacific. Mr. Peterson has been President and CEO of Sandia Imaging Systems, COO of Varitronic Systems, General Manager Electronic Publishing Systems of EDS and Vice President Business Development and Marketing at BellSouth/Dataserv. Mr. Peterson began his professional career as a Member of Technical Staff at Bell Labs, after obtaining an MBA and two engineering degrees from Cornell University.
Rumored links to terrorism doomed business: But owner of former Quincy company has no hard feelings

Oussama Ziade

The Patriot Ledger

QUINCY - The Marina Bay software company raided by federal agents in late 2002 has become a "virtual company'' with no offices or staff. Publicity about a Customs Service raid on Ptech's headquarters made it impossible for the 10-year-old company to attract new clients, CEO Oussama Ziade said yesterday.

So it laid off the last of its 50-person work force in October, shuttered its office, and now markets its technology through a third party. We thought this was in the best interests of everybody,'' Ziade, of Quincy, said. We lost 10 percent of our customers, and this was because of the innuendo that happened. People were concerned that the company would not survive.''

While most of the company's clients, including several federal agencies, did not drop Ptech as a vendor, recruiting new customers was difficult. There was no growth,'' said Ziade, now the company's sole employee. We were basically a company in high-tech, where you have to get the biggest market share or you will not survive.''

The Massachusetts chapter of the American Civil Liberties Union cited Ptech in a report released yesterday as an example of a victim of civil liberties violated in the wake of 911. Ziade said, however, he doesn't think government investigators acted improperly and appreciates that they tried to limit publicity about the investigation. The company's prospects were more influenced by the ensuing publicity that brought network camera crews to Marina Bay and gave rivals an opportunity to cast suspicions on Ptech, he said.

The 10-year-old company provided software, consulting and training to clients, which ranged from Fortune 500 companies to U.S. government agencies, including the FBI and FAA. Founded in Cambridge and later moving to Boston, it sold software. It moved to Marina Bay in Quincy in 2001 from Boston.

Ptech's fortunes took a turn for the worse on Dec. 6, 2002, as Customs Service agents raided its 500 Victory Road offices and carted off boxes of documents as part of an investigation into potential terror links that never materialized. Television cameras were rolling as agents stormed the office.

Ziade, 39, a U.S. citizen who was born in Lebanon, was upbeat about the company's prospects when interviewed by The Patriot Ledger a year after the raid. He acknowledged, however, that image-conscious Fortune 500 companies might shy away from the company's products out of the fear of bad publicity. Ziade said the company now functions as a holding company whose only revenues come from royalties derived by licensing its software to other companies. It has vacated its ground-floor offices in Marina Bay.

Annual revenues are now several hundred thousand dollars, compared to more than $5 million at its peak, Ziade said, but with no employees, it has minimal expenses. Its only revenues come from royalty payments from a single company that bought its licensed software. Ziade declined to name the client, citing possible negative publicity.

Court documents show that Ptech failed to defend itself against two 2003 lawsuits by American Express and Citicorp, apparently for unpaid bills. In March, Norfolk Superior Court judges awarded more than $268,500 in damages to American Express and more than $144,000 to Citicorp. Ziade said he had not known of the suits, but said it wasn't surprising that Ptech couldn't pay all its bills when "suddenly all your revenue is shot down.''

The government investigation about Ptech apparently was triggered by information that one of its early investors was Yasin Al-Qadi, a Saudi Arabian businessman who is suspected of funneling millions to the al-Quida terror organization.

Although no one associated with the company has been charged, the U.S. attorney's office has never issued a statement exonerating the company or ending the investigation.

"We still have government agencies as customers,'' he said, "including the White House.''

Sue Reinert contributed to this report.

Steve Adams may be reached at [email protected].

Copyright 2004 The Patriot Ledger
Transmitted Friday, May 14, 2004
A Boston SBIR firm was raided by the anti-terror police. Ptech had one Phase 1 SBIR from USAF for Advanced C2 Process Modeling and Requirements Analysis Technology.  An anonymous USG official said, We're investigating whether a businessman on the list of alleged or potential terrorist financiers is a part-owner of the firm, The question is whether there is a potential for U.S. government computer systems being compromised For example, does the software company have the ability to access computer systems using knowledge of the software? 

Offline Revolt426

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That was from 2004...... who is to say this is still going on?.
"Liquidate labor, liquidate stocks, liquidate the farmers, liquidate real estate … It will purge the rottenness out of the system..." - Andrew Mellon, Secretary of Treasury, 1929.


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That was from 2004...... who is to say this is still going on?.
They were involved in 9/11, is the NWO still moving forward?  They are running WARGAMES against the Internet in 2 DAYS from now, (they previously ALSO ran computer simulated avian bird flu outbreaks) for a duration of 3 days, and They themselves SAID that an avian flu panedmic could shut down the Internet. NORTHCOM simultaneously is having a "Cyber-security" meeting on the 11th, one of the days of Booz Allen's wargames, which is the same date as the Madrid train black op "coincidentally".

TechGuard Security, an 8(a), woman-owned business, was founded in direct response to PDD 63 to address U.S. critical infrastructure security and to address issues of national cyber defense. TechGuard provides enterprises, government and defense agencies with information assurance science and technology, products, services and trainign. TechGuard performs Artificial Intelligence-based network security product development, combining cutting edge research with industry best practice security and future combat systems design. TechGuard Security is a GSA multiple award holder, an experienced research grant winner, a trusted information assurance services provider, and a Booz Allen Hamilton protégé selection for the DISA Mentor-Protégé Program.
Company History:

Booz Allen & Hamilton Inc., a pioneer in the development of the consulting industry, is recognized as an international management and technology consulting firm offering business strategy, operations, technology, and systems consulting services through more than 50 offices worldwide. Involved in such areas as environmental services, computer systems, space research, transportation, weapons technology, human resources, telecommunications systems, health care, and management, the firm has two major businesses: the Worldwide Commercial Business provides management consulting services to major corporations, and the Worldwide Technology Business provides technology consulting and systems development services primarily to government clients, but also to some commercial clients.

Booz Allen & Hamilton traces its roots to Edwin G. Booz. A student at Chicago's Northwestern University in the early 1900s, Booz received a bachelor's degree in economics and a master's degree in psychology, upon completion of his thesis 'Mental Tests for Vocational Fitness.' In 1914, Booz established a small consulting firm in Chicago, and, two years later, he and two partners formed the Business Research and Development Company, which conducted studies and performed investigational work for commercial and trade organizations. This service, which Booz labeled as the first of its kind in the Midwest, soon attracted such clients as Goodyear Tire & Rubber Company, Chicago's Union Stockyards and Transit Company, and the Canadian & Pacific Railroad.

During World War I, Booz was drafted as a private but moved quickly through the ranks by performing personnel work and helping the Army reorganize its bureaus' business methods. Booz left the service in March 1919 as a major in the Inspector General's Office and returned to Chicago to start a new firm, Edwin G. Booz, Business Engineering Service. One of Booz's first clients after the war was Sewell Avery of the State Bank & Trust Company of Evanston, Illinois, who helped Booz get a loan for his new venture. In return, Booz conducted a bank survey for Avery.

During the early 1920s, Booz's client list grew to include Harris Trust and Savings Bank in Chicago, the Walgreen Company, and Booz's alma mater, Northwestern University. In 1924, Booz changed the name of his firm to Business Surveys, to more accurately reflect his firm's focus: business surveys and subsequent analysis and recommendations. Unlike other early 'efficiency-engineering' consulting firms, Booz adopted a personnel-oriented, applied-psychology approach that included interviewing employees as part of the process of studying the organizational structures of companies.

In 1925, Booz hired his first permanent, full-time assistant, George Fry, another Northwestern alumnus. That year, Business Surveys began working for U.S. Gypsum Company (then under the direction of Sewell Avery), which remained a staple client throughout the decade. Other Business Surveys clients during the latter half of the 1920s included the Chicago Tribune, Hart Schaffner & Marx, The Chicago Association of Commerce, Eversharp, Inc., Stock Yards National Bank, and Chicago Daily News publisher Walter Strong, who agreed on Booz's recommendation to build a newspaper office across the river from the Civic Opera House.

In 1929, Booz moved his own office into the new Chicago Daily News Building and hired a third consultant, James L. Allen, who had just graduated from Northwestern. By 1931, Avery was back on Business Surveys' client list, this time as chairperson of Montgomery Ward, which was losing sales to the new retail operations of Sears, Roebuck and Company. Booz took an office just down the hall from Avery, where he worked full-time and pioneered the 'multi-vector' executive appraisal method, which used cross-checking independent criteria in evaluating and hiring managers.

By 1936, Booz had helped push Montgomery Ward back in the black. Informing the company that Avery had been its central problem, Booz resigned from the assignment and returned to his firm's office, where Allen had recently resigned and Booz Surveys itself was in need of organization. By February of that year, Booz had persuaded Allen to return and had hired another consultant, Carl Hamilton. The firm then became a partnership and adopted a new name: Booz, Fry, Allen & Hamilton. The following year, the firm moved into the new Field Building in Chicago, where it would remain for the next 44 years before relocating its headquarters to New York City and taking more modern space for its Chicago operations.

By the late 1930s, the firm's marketing brochure was promising 'independence that enables us to say plainly from the outside what cannot always be said safely from within.' The firm was also providing executive recruiting services for its clients, which during the late 1930s included the Chicago Title and Trust Company, the University of Chicago, General Mills, and the Washington Post. During this period, Booz personally conducted the first-ever study of a nationwide institution, the American National Red Cross, which propelled the firm into institutional consulting.

Booz, Fry, Allen & Hamilton entered the 1940s with a significant midwestern client base and a newly established New York branch office. In 1940, the firm expanded into military consulting, when U.S. Navy Secretary Frank Knox, former publisher of the Chicago Daily News, hired the company to assess the Navy's preparedness for a major war and to evaluate the Navy's shipyards, telephone systems, and intelligence operations.

After the United States entered the war, the firm continued to work for the Navy, as well as for the Army and the War Production Board. By 1942, a growing percentage of the firm's billings came from government and military assignments. The firm's increasing interest in work for the government, which Fry denounced as the wrong market for a consulting service, led to friction with Booz and in the midst of the feud a frustrated Allen again left the firm. Fry resigned from the partnership in December 1942 to start his own consulting business, and Allen returned early the following year to a renamed partnership--Booz Allen & Hamilton, where he was asked to help mold the firm's organizational structure and chair a newly established executive committee.

By war's end, Booz Allen had nearly 400 clients throughout the country being served by offices in Chicago, New York, and a new Los Angeles location. In 1946, Hamilton died, and, the following year, Booz retired, leaving Allen as chairperson of the firm's governing board. The firm's early postwar work included assignments for S.C. Johnson (known as Johnson Wax) and Radio Corporation of America (RCA), whose chairperson, General David Sarnoff, initially hired Booz Allen to do an organizational survey of RCA. During the late 1940s, Booz Allen also worked for RCA's subsidiary, National Broadcasting Company (NBC), conducting studies of NBC's radio/record division and the young television industry.

Booz Allen's work for the federal government and its military organizations continued in peacetime, and, in 1947, the firm received an Air Force contract to conduct the government's original production management study on guided missiles. Between 1949 and 1955, Booz Allen landed nearly two dozen of these so-called Wright Field assignments, which included a study of Air Force contractors' missile production capabilities.

Booz Allen entered the 1950s as one of only a few management consultant firms in the United States. During the early 1950s, the firm continued to build on its traditional midwestern manufacturing client base, which grew to include Maytag, Parker Pen, Johnson Wax, and Cessna, a small-airplane manufacturer. In 1951, Edwin G. Booz died, leaving behind a pioneering company on the verge of international expansion and diversification.

In 1953, Booz Allen landed its first international contract, an assignment to study and help reorganize land-ownership records for the newly established Philippine government. About the same time, the firm began helping reorganize the government of Egypt's customs operations and a government-owned Egyptian textile manufacturer. By the mid-1950s, Booz Allen had created an international subsidiary and moved into Italy to conduct studies of a nationalized steel company and state-owned oil company.

In 1955, a group of key Booz Allen partners formed Booz Allen Applied Research, Inc. (BAARINC) as a separate corporate entity. Utilizing the Wright Field studies on missile production as a foundation, BAARINC was designed to launch the firm's diversification into the intelligence arena and was formed around a Booz Allen team of guided missile specialists. BAARINC was soon hired by the federal government to help determine where the Soviet Union was manufacturing missiles and to compile a so-called Red Book, which outlined technical problems Soviets experienced in developing weaponry. During the late 1950s, Booz Allen also worked with the National Aeronautics and Space Administration (NASA)--helping to determine the best way to reach the moon--and served on a Navy task force which developed PERT, or the Program Evaluation and Review Technique designed to improve the planning and production of the Polaris submarine missile.

By the close of the decade, Booz Allen was, in the words of a 1959 Time article, 'the world's largest, most prestigious management consultant firm,' having served three-fourths of the country's largest businesses, two-thirds of the federal government's departments, and most types of nonprofit institutions during its first 46 years. During the 1950s, the firm's number of partners grew from 12 to 60, while its total professional staff increased to more than 500, one-third of which were spe-cialists.

In 1962, in order to establish profit sharing and retirement plans for its partners, Booz Allen became a private corporation, and the partnership that had governed the firm legally was dissolved (although the term 'partner' continued to be used). That year, James Allen became the new corporations's chairperson and passed the reigns of active leadership to Charlie Bowen, who was named president. Between 1962 and 1964, BAARINC acquired two subsidiaries, Designers for Industry (renamed Design & Development) and Foster D. Snell Laboratory. Shortly thereafter, BAARINC also became a Booz Allen subsidiary, bringing to the firm a client list that included IBM, Abbott Labs, United Airlines, and the U.S. Department of the Interior.

During this time, Booz Allen's nonfederal government work included a study on the efficiency of the Nassau County, Louisiana, government and a study of the Chicago public school system. In the corporate arena, Booz Allen helped Johnson Wax expand in Europe, aided Deere & Company in a restructuring, and orchestrated the merger of Rockwell Standard and North American Aviation, resulting in formation of North American Rockwell Corp.

Overseas expansion continued as well, with Booz Allen deployed to evaluate a variety of European industries, including British heavy industry and consumer goods manufacturers and West German and Scandinavian steel producers. Booz Allen was also engaged in a series of assignments for the World Bank to help the governments of Brazil, Argentina, and Venezuela develop steel industries. Moreover, Booz Allen was hired by the Algerian government to help it develop an integrated oil operation which could operate in the world marketplace; similar assignments soon followed in Iran, Abu Dhabi, and Saudi Arabia.

During the Vietnam War, Booz Allen conducted studies for Secretary of Defense Robert McNamara, including a series of feasibility studies involving the so-called Supersonic Transport plane. Booz Allen also provided the U.S. military with assessments of communications equipment during the firm's first 'field work' assignment, in which consultants accompanied military patrols in gathering information on the use of American communications equipment by Vietnamese allies.

By 1969, Booz Allen--the largest consulting firm in the United States--had more than 15 major or project offices on five continents, generating annual revenues of $55 million and earnings of $3.5 million. Having experienced explosive growth during the decade, Booz Allen considered going public, launching a brief debate regarding the ethics of public ownership of a business that stressed confidentiality.

The following year, James Allen retired, Bowen was named chairperson and chief executive, and James W. Taylor became president. In January 1970, the firm went public, following the lead of Arthur D. Little, Inc., which had initiated public ownership of large consulting firms a year earlier. The Booz Allen public offering was designed to help the company diversify by giving the firm the ability to acquire specialized companies through stock swaps. Between 1969 and 1972, Booz Allen purchased several small specialty consulting firms. These acquisitions included firms involved in transportation, household chemicals, airport management, real estate, market research, and television advertising testing. The market research, airport, and chemicals operations were later spun off. In 1972, the firm also established a Japanese subsidiary.

During the early 1970s, BAARINC was hired by NASA to assess the ability of a $100 million satellite to orbit the earth for one year. BAARINC predicted the satellite would fail within four days, which it did, building BAARINC's reputation in space systems work and leading to a subsequent assignment to test a redesigned satellite, which met Booz Allen specifications and stayed in orbit for 18 months.

During this time, Booz Allen's government assignments leveled off and then declined, as did commercial work during this 'energy crisis' period when consultants became a discretionary budget item for many companies. As a result, Booz Allen's profit margins suffered, and its stock prices slid, as government billings were cut in half and profits from Europe became nearly nonexistent.

In 1973, with the firm in decline, Taylor was asked to resign and Bowen named James Farley as Taylor's successor. Farley formed a cabinet of advisors comprised of unit business heads, and then expanded that team concept with the establishment of a larger operating council, which included the firm's principal managers. The company then made its officers owners, allowing each officer to buy a certain percent of Booz Allen stock. The firm also stepped up its push into international markets--via such avenues as a new Italian subsidiary--and increased its diversification into specialized markets.

In 1976, after four years of gradually buying back its stock, Booz Allen again became a private company in a final buyout that paid outside shareholders $7.75 a share, considerably less than the $24 per share price Booz Allen's stock debuted at earlier in the decade. Farley was named chairperson and chief executive, and John L. Lesher became president. The retirement of Bowen that year marked the close of a quick turnaround for Booz Allen, which saw its billings rise from $54 million in 1972 to $100 million by the end of 1976.

During the mid and late 1970s, Booz Allen conducted studies of the telecommunications market and the Bell telephone system for AT&T and was engaged in a seven-year assignment for the city of Wichita, Kansas, to help establish a prototype municipal computer information system, which brought the firm national recognition. Booz Allen's expanded work in communications electronics and commercial telecommunications led the firm into new, specialized markets, including communications security, strategic and national command and control systems, and intelligence systems. One result of this increasing technological diversification was a contract to work on the Tri-Service Tactical Communications Program, which involved the coordination of U.S. Army, Navy, and Air Force communications.

In 1978, BAARINC changed its name to Public Management & Technology Center (later becoming known simply as the Technology Center) and refocused its office automation, manufacturing technology, and space systems services, leading to work on the commercialization of space stations. PMTC diversified into new markets--including nuclear survivability, electronic systems engineering, avionics, and software verification and validations--and began offering clients cost containment and flexible pricing options. Key contracts for PMTC during the late 1970s included Navy assignments to help develop the Trident missile and help rebuild Saudi Arabia's navy.

During this time, Booz Allen also helped Chrysler Corporation in its historic turnaround by devising a plan to secure federal loan guarantees for the automaker and then by serving as a troubleshooter after the federal bailout, monitoring the company's performance for the federal loan guarantee board. Booz Allen also helped orchestrate Hong Kong and Shanghai Banking Corporation's acquisition of Marine Midland after providing HSBC with a comprehensive study of the American banking network.

By 1980, Booz Allen's annual revenues had climbed to $180 million, having more than tripled in a decade, and the company was running a close second in U.S. consulting service billings to Arthur Andersen. The Navy remained one of Booz Allen's principal clients during the 1980s, while Warner-Lambert Company also became an important corporate client, helping to launch the firm into health care consulting. Overseas, Booz Allen entered the decade engaged in oil and steel industry work in West Africa, Indonesia, and Nigeria, while also employed in Zambia to help consolidate that country's copper mining industry.

By 1983, recessionary conditions and an oil glut led to a profit slump for Booz Allen. The following year, Farley stepped down from his posts as chairperson and chief executive, returning to client work before becoming president of MONY Financial Services. Before leaving Booz Allen, however, Farley established a firm-wide competition to select his successor in what proved to be, according to a 1988 Forbes article, a divisive and distracting ten-month process. Ultimately, Michael McCullough, president of PMTC since its 1978 reorganization, was chosen to succeed Farley. Under McCullough, PMTC had remained a bright spot in Booz Allen operations as commercial consulting lagged, generating annual billings of more than $100 million by 1984, while developing information systems for such clients as the U.S. Postal Service and the U.S. House of Representatives.

Also in the early 1980s, Booz Allen provided extensive services to AT&T, helping develop a strategic repositioning program for its divestiture of the local Bell operating companies.

During the mid-1980s, Booz Allen's commercial consulting work began to wane, and rival McKinsey & Company became the powerhouse of general management consulting, and Arthur D. Little grew into a leader in technology consulting. Booz Allen relied increasingly on government work. By 1987, government accounts--with the lowest profit margin in the consulting field--represented nearly one-third of Booz Allen's $340 in annual revenues at a time when defense spending was increasingly being targeted for budget cuts.

McCullough responded to Booz Allen's mid-1980s slump by restructuring the firm around industries rather than traditional geographic boundaries and emphasizing a multi-disciplinary approach to business problems, utilizing technical specialists in tandem with management consulting experts. McCullough's approach at the time was relatively untried, with most firms specializing in either management or technology. In 1989, the company launched a major expansion program of its computer systems integration (CSI) services for commercial clients, in an effort to expand its presence in the commercial computer systems and technology market. Booz Allen entered the commercial systems integration field at a time when CSI was the fastest growing segment of the consulting field, and also one of the toughest to crack; Booz Allen had to compete with both computer manufacturers and technology consulting firms.

In 1990, William F. Stasior, a senior executive from Booz Allen's technology business, was named president of the firm. The following year, Stasior assumed the additional duties of chairperson and chief executive, after McCullough returned to consulting as a senior partner, having spearheaded a six-year transition from a regional strategy to one increasingly focused on international operations and technology.

In 1991, Booz Allen acquired the major assets of Advanced Decision Systems Inc., a California-based artificial intelligence company, which became a Booz Allen division. By this time, Booz Allen's multi-disciplinary approach to business problems had become known in the firm as 'Theory P.' Named for its emphasis on integrating people and process, Theory P represented a problemsolving approach concerned less with how departments operated independently and more with how they worked together to produce goods and services. This strategy was adopted by other major companies, including Hewlett-Packard, Corning Glass Works, and Ford Motor Company.

During the early 1990s, Booz Allen also began offering its clients a type of corporate war game that simulated competition among companies and served as a business strategy tool. In 1993, Booz Allen was hired by the U.S. Agency for International Development to devise a strategy to lead a consortium of firms in the privatization of civilian and defense industries in 11 newly independent states of the former Soviet Union.

That year, two reports prepared by Booz Allen took center stage in the Delaware Supreme Court. The first, which Paramount Communications had used to inform their decision on whether to be acquired by Viacom Inc., revealed that Paramount and Viacom together would generate nearly ten times more profit than a Paramount merger with QVC Network Inc., which was also vying to acquire Paramount. In December 1993, the Booz Allen report on possible merger combinations--which included confidential data from Viacom but not QVC--was introduced as evidence in a legal battle between Viacom and QVC over the Paramount acquisition; Paramount sought a reversal of a court decision ruling that it had illegally rejected a QVC offer. Following the Delaware Supreme Court ruling in favor of QVC, Booz Allen prepared a subsequent report with confidential information from QVC, which resulted in the same conclusions as the first study.

As it moved into the mid-1990s, Booz Allen's business was equally split between technology services and systems development and commercial management consulting. While the firm had remained profitable (even in the sluggish 1980s, when its ranking among the top U.S. consulting firms fell from second to sixth or seventh), its percentage of the consulting industry's market in the future appeared to be dependent upon Booz Allen's ongoing merger of high-tech consulting and general management consulting.

Principal Subsidiaries: Booz Allen & Hamilton Health Care Inc; Booz Allen & Hamilton Acquisition Services.


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Sunday, January 21, 2007
Key military network operating system made by company with Ptech ties

Edited on Sun Jan-21-07 09:53 PM by ftr23532

Here's the gist of this post: the Pentagon is currently throwing billions of dollars into its visionary Future Combat Systems network (FCS). This is going to the the network that allows all of the military systems of the future to communicated and coordinate, including remotely controlled drones that will patrol the streets of tomorrow's urban warfare nightmare environments.

It appears that the company chosen to provide the embedded operating system for the vital "command, control, communications, computing, intelligence, surveillance and reconnaissance" (C4ISR) infrastructure used across all FCS platforms had (and possibly still has) Yaqcub Mirza on its board. And Yaqcub Mirza just happens to be the guy that set up the Saudi/Muslim Brotherhood's SAAR network that was raided in the Operation Greenquest raids of 2002 AND sat on the board of Ptech. Friggin' wonderful.

Here's an overview of the Future Combat Systems indicates how critical C4ISR is to the whole system:

    FCS Overview

    The Army's Future Combat Systems (FCS) network allows the FCS Family-of-Systems (FoS) to operate as a cohesive system-of-systems where the whole of its capabilities is greater than the sum of its parts. As the key to the Army's transformation, the network, and its logistics and Embedded Training (ET) systems, enable the Future Force to employ revolutionary operational and organizational concepts. The network enables Soldiers to perceive, comprehend, shape, and dominate the future battlefield at unprecedented levels as defined by the FCS Operational Requirements Document (ORD).

    The FCS network consists of four overarching building blocks: System-of-Systems Common Operating Environment (SOSCOE); Battle Command (BC) software; communications and computers (CC); and intelligence, reconnaissance and surveillance (ISR) systems. The four building blocks synergistically interact enabling the Future Force to see first, understand first, act first and finish decisively.


    Communications and Computers (CC) Systems

    The FCS Family-of-Systems (FoS) are connected to the command, control, communications, computers, intelligence, surveillance and reconnaissance (C4ISR) network by a multilayered Communications and Computers (CC) network with unprecedented range, capacity and dependability. The Communications and Computers (CC) network provides secure, reliable access to information sources over extended distances and complex terrain. The network will support advanced functionalities such as integrated network management, information assurance and information dissemination management to ensure dissemination of critical information among sensors, processors and warfighters both within, and external to the FCS-equipped organization.

    The Communications and Computers (CC) network does not rely on a large and separate infrastructure because it is primarily embedded in the mobile platforms and moves with the combat formations. This enables the command, control, communications, computers, intelligence, surveillance, and reconnaissance (C4ISR) network to provide superior Battle Command (BC) on the move to achieve offensive-oriented, high-tempo operations.


    Networked Logistics Systems

    The key to the success of the FCS is the Networked Logistics Systems integrated through the Family-of-Systems (FOS) to achieve the logistics goals of reducing the logistics footprint, enhancing deployability, increasing operational availability, and reducing total ownership costs. These critical program goals are included in the two logistics Key Performance Parameters (KPP), KPP 4 (Transportability/Deployability) and KPP 5 (Sustainability/Reliability). Inherent to meeting these KPPs is the integration of logistics in the command, control, communications, computers, intelligence, surveillance and reconnaissance (C4ISR) network primarily through the Platform-Soldier Mission Readiness System (PSMRS) and the Logistics Decision Support System (LDSS). These systems provide unprecedented logistics information and decision tools to the commanders and logisticians by enabling the distribution system to deliver the right stuff to the right place at the right time. The networked logistics is further enabled by the demand reduction technologies designed into the System of Systems. Increased Reliability Availability Maintainability - Test (RAM-T) goals and implementing a Performance Based Logistics (PBL) support concept through extensive up front systems engineering efforts will result in increased Operational Availability and significant decreases in both parts and maintenance personnel while generating increased combat power for the Soldiers.

So guess who got the contract to provide the C4ISR system:

    LynuxWorks Selected as Embedded Operating System Vendor for Army's Future Combat Systems Program

    SAN JOSÉ, Calif., April 11, 2005—LynuxWorks™ Inc. today announced it was chosen as the embedded operating system vendor by General Dynamics Advanced Information Systems for the U.S. Army's Future Combat Systems (FCS) program's Integrated Computer System (ICS). Under terms of the contract, LynuxWorks' Linux®-compatible LynxOS-178® safety-critical real-time operating system (RTOS) will be used to meet the performance and reliability needs of the FCS, a family of advanced, networked air- and ground-based military systems for use by the Army's Future Force.

    As the command, control, communications, computing, intelligence, surveillance and reconnaissance (C4ISR) infrastructure used across all FCS platforms, General Dynamics' ICS will provide computer processing, networking, information assurance, and data storage resources necessary to support the network-centric operations of FCS.

Now, looking at the LynuxWorks website there's no reference to Yuqub Mirza, although, on a side note, former GOP VA governor James Gilmore sits on its technical advisory board. But it turns out that one of the investors in Lynuxworks was the Herdon VA-based Sterling Management Group (SMG), and the President and CEO of the SMG is Yaqub Mirza. Here's an SEC filing from 2000 for LynuxWorks (formerly known as "Lynx Real Time Systems") that lists "Sterling Lynux Group" as one of the owners and Yuqub Mirza as a director. According to this site, Yacub Mirza might possibly still sit on LynuxWorks's board. And here's another company, that has both Mirza and Lynux Chairman Inder Singh of its board of directors. The two apparently put financed the creation of PocketPass back in 1999, so the two appear to have more than just a casual business relationship.

And as mentioned above, Yacub Mirza also just happens to be both a financier of Ptech (along with accused al-Qaeda financier Yassin al-Qadi) and a Ptech board member. And for those interested, here is some info on Operation Greenquest, the SAAR network and its ties to Grover Norquist, here is some info on Yassin al-Qadi and obstruction of investigations into him (skip down the to the "Operation Vulgar Betrayal" stuff).

To make matters worse, it appears that Ptech was involved with the military's C4ISR system:


    Military Information Architecture Accelerator (MIAA)

    The Ptech FrameWork™ Military Information Architecture Accelerator enables military information architects and decision makers to create a comprehensive, concordant context for planning and managing change in the information-related capabilities that are critical to the success of military operations and enterprises. With domain-specific metamodels based on concepts and behavior rules adapted from the DoD C4ISR Architecture Framework, the CADM, and operational experience, the MIAA creates and automatically enforces a consistent taxonomy (artifacts, interrelationships and rules) throughout all operational, system, and technical view products. The MIAA also incorporates the ability to organize architecture data according to Zachman, Boer and other architecture frameworks, and provides file-based interfaces to the Joint C4ISR Architecture Planning System (JCAPS) and powerful discrete event simulation capability (Design/CPN).

Who knows what, if any, significance this all has, but considering the Ptech investigation just kind of died (along with the Operation Greenquest investigation) after being obstructed by the FBI in the first place and now it's apparently making money primarily by licensing its software to other companies, one wonders what involvement the Ptech software and/or Muslim Brotherhood-related individuals might have with this grand vision for the future of warfare.