Aerospace Quotes

The real journey of the Indian aerospace programme, however, had begun with the Rohini Sounding Rocket (RSR) Programme. What is it that distinguishes a sounding rocket from a Satellite Launch Vehicle (SLV) and from a missile? In fact, they are three

When I started writing I wanted the best tools. I skipped right over chisels on rocks, stylus on wet clay plates, quills and fountain pens, even mechanical pencils, and went straight to one of the first popular spin-offs of the aerospace program: the ballpoint pen. They were developed for comber navigators in the war because fountain pens would squirt all over your leather bomber jacket at altitude. (I have a cherished example of the next generation ballpoint, a pressurized Space Pen cleverly designed to work in weightlessness, given to me by Spider Robinson. At least, I cherish it when I can find it. It is also cleverly designed to seek out the lowest point of your desk, roll off, then find the lowest point on the floor, under a heavy piece of furniture. That's because it is cylindrical and lacks a pocket clip to keep it from rolling. In space, I presume it would float out of your pocket and find a forgotten corner of your spacecraft to hide in. NASA spent $3 million developing it. Good job, guys. I'm sure it's around here somewhere.)

Adolf Hitler declared war in 1941. By 1942, Allen Dulles was moved to Switzerland for the purpose of rounding up and importing German scientific “specialists” to the United States. Two years before the war ended (or its fate was decided), the United States was making arrangements for Nazi scientists, arms experts, to come to our democracy (for which the boys were fighting and dying at that moment).12 From 1945 until 1952, the U.S. military brought over 642 alien “specialists” and their families from Nazi Germany. They were known collectively by the code-name “Paperclip.” German missile and rocket experts, munition makers, war experts were carefully selected and placed in aerospace programs and armament manufacturing.13

I find these comparisons particularly poignant: life versus death, hope versus fear. Space exploration and the highly mechanized destruction of people use similar technology and manufacturers, and similar human qualities of organization and daring. Can we not make the transition from automated aerospace killing to automated aerospace exploration of the solar system in which we live?

Also, the technologically high-risk Apollo aerospace programme is considered a classic success story of megaproject planning and implementation. The cost overrun on this US$21 billion project was only 5 per cent. Few know, however, that the original budget estimate included US$8 billion of contingencies.18 By allowing for risk with foresight, the programme avoided ending up in the type of large cost overrun that destabilises many major projects during implementation. The Apollo approach, with its realistic view of risks, costs and contingencies, should be adopted in more major projects.

In separate meetings, Army, Air Force, and Navy commanders each insisted that outer space was their service’s domain. To the Army, the moon was simply “the high ground,” and therefore part of its domain. Air Force generals, claiming that space was “just a little higher up” than the area they already controlled, tried to get Secretary McElroy interested in their plans for “creating a new Aerospace Force.” The admirals and vice admirals of the U.S. Navy argued that “outer space over the oceans” was a natural extension of the “underwater, surface and air regime in which [the Navy] operated” and should therefore be considered the Navy’s domain.

In contradistinction to the underestimation in the field of rocket science and the aerospace industry, Parsons' accomplishments in the arcane sciences have been highly overrated and grossly exaggerated. As a magician he was essentially a failure. As a Thelemite he learned the hard way what was required. He loved Crowley's 'Law' but couldn't adhere to it—though he tried harder than most. He violated the rules, undertook unauthorized and unorthodox magical operations, and claimed the grade of Magister Templi without first completing all the grades below it. He couldn't handle working under authority—his ego was too big. His record of failure is valuable in that regard. He was a great promulgator of thelemic ideals in his essays, but as an idealist his elitism ruined his work. Indeed, some would say he was guilt of hubris, which the gods always punish.

App developers often rush programs to market, correcting flaws in real time, while aerospace companies do the opposite: test their jets religiously before a single customer ever sets foot

What’s wrong with Bill McCormick? Can’t he run a washer? I thought he was one of our aerospace brains.” “He’s taking care of Marge,” Kit said, folding the T-shirt. “These things came out nice and white, didn’t they?” She put the folded T-shirt into the laundry basket, smiling. Like an actress in a commercial. That’s what she was, Joanna felt suddenly. That’s what they all were, all the Stepford wives: actresses in commercials, pleased with detergents and floor wax, with cleansers, shampoos, and deodorants. Pretty actresses, big in the bosom but small in the talent, playing suburban housewives unconvincingly, too nicey-nice to be real.

The U.S. government has dozens of extremely critical facilities there: the headquarters for North American Aerospace Defense, Strategic Missile Command, the Air Force Academy. . . .” “The Central Food and Seed Reserve,” Alexander suggested helpfully.

all the fancy economic development strategies, such as developing a biomedical cluster, an aerospace cluster, or whatever the current economic development ‘flavor of the month’ might be, do not hold a candle to the power of a great walkable urban place.

Musk had spent months studying the aerospace industry and the physics behind it. From Cantrell and others, he’d borrowed Rocket Propulsion Elements, Fundamentals of Astrodynamics, and Aerothermodynamics of Gas Turbine and Rocket Propulsion, along with several more seminal texts.

Collectively, the medical industry has become the country’s biggest lobbying force, spending nearly half a billion dollars each year. In 2015 the oil and gas industry spent $130 million, securities and investment firms about $100 million, and the defense/aerospace industry a mere $75 million.

Sky is not the limit

For three thousand years it had been the concent’s policy to accept any and all folding chairs and collapsible tables made available to it, and never throw one away. On one and only one occasion, this had turned out to be a wise policy: the millennial Apert of 3000, when 27,500 pilgrims had swarmed in through the gates to enjoy a square meal and see the End of the World. We had folding chairs made of bamboo, machined aluminum, aerospace composites, injection-molded poly, salvaged rebar, hand-carved wood, bent twigs, advanced newmatter, tree stumps, lashed sticks, brazed scrap metal, and plaited grass. Tabletops could be made of old-growth lumber, particle board, extruded titanium, recycled paper, plate glass, rattan, or substances on whose true nature I did not wish to speculate. Their lengths ranged from two to twenty-four feet and their weights from that of a dried flower to that of a buffalo.

Maybe even suicide would have been too active. Maybe in some lives you just float around and expect nothing else and don’t even try to change. Maybe that was most lives. ‘Yes,’ said Nora, aloud now. ‘Maybe I got stuck. Maybe in every life I am stuck. I mean, maybe that’s just who I am. A starfish in every life is still a starfish. There isn’t a life where a starfish is a professor of aerospace engineering. And maybe there isn’t a life where I’m not stuck.

PayPal to a confident CEO who commands the respect of thousands. “I think there are ways he has dramatically improved over time,” said Thiel. Most impressive to Thiel has been Musk’s ability to find bright, ambitious people and lure them to his companies. “He has the most talented people in the aerospace industry working for him, and the same case can be made for Tesla, where, if you’re a talented mechanical engineer who likes building cars, then you’re going to Tesla because it’s probably the only company in the U.S. where you can do interesting new things. Both companies were designed with this vision of motivating a critical mass of talented people to work on inspiring things.

The reality is that Facebook has been so successful, it’s actually running out of humans on the planet. Ponder the numbers: there are about three billion people on the Internet, where the latter is broadly defined as any sort of networked data, texts, browser, social media, whatever. Of these people, six hundred million are Chinese, and therefore effectively unreachable by Facebook. In Russia, thanks to Vkontakte and other copycat social networks, Facebook’s share of the country’s ninety million Internet users is also small, though it may yet win that fight. That leaves about 2.35 billion people ripe for the Facebook plucking. While Facebook seems ubiquitous to the plugged-in, chattering classes, its usage is not universal among even entrenched Internet users. In the United States, for example, by far the company’s most established and sticky market, only three-quarters of Internet users are actively on FB. That ratio of FB to Internet user is worse in other countries, so even full FB saturation in a given market doesn’t imply total Facebook adoption. Let’s (very) optimistically assume full US-level penetration for any market. Without China and Russia, and taking a 25 percent haircut of people who’ll never join or stay (as is the case in the United States), that leaves around 1.8 billion potential Facebook users globally. That’s it. In the first quarter of 2015, Facebook announced it had 1.44 billion users. Based on its public 2014 numbers, FB is growing at around 13 percent a year, and that pace is slowing. Even assuming it maintains that growth into 2016, that means it’s got one year of user growth left in it, and then that’s it: Facebook has run out of humans on the Internet. The company can solve this by either making more humans (hard even for Facebook), or connecting what humans there are left on the planet. This is why Internet.org exists, a vaguely public-spirited, and somewhat controversial, campaign by Facebook to wire all of India with free Internet, with regions like Brazil and Africa soon to follow. In early 2014 Facebook acquired a British aerospace firm, Ascenta, which specialized in solar-powered unmanned aerial vehicles. Facebook plans on flying a Wi-Fi-enabled air force of such craft over the developing world, giving them Internet. Just picture ultralight carbon-fiber aircraft buzzing over African savannas constantly, while locals check their Facebook feeds as they watch over their herds.

Violent anti-communist fears by the military and munition makers justified the transformation of a once democratic nation into the fascist state we have today. Members of the Nazi Party now hold key positions in our universities, factories, aircraft and aerospace programs.14 When the Nazi empire collapsed in 1945, General Reinhard Gehlen joined forces with our OSS. Gehlen was placed in charge of wartime intelligence for Foreign Armies East. “It was not long before Gehlen was back in business, this time for the United States. Gehlen named his price and terms.”15 A series of meetings was arranged at the Pentagon with Nazi Gehlen, Allen Dulles, J. Edgar Hoover and others.16 The Gehlen organization combined forces and agents with the OSS, which was soon to become known as the CIA. Experts in clandestine and illegal control of Germany through political assassinations and reversal of judicial processes became the teachers of Allen Dulles and Richard Helms. They helped form the new CIA in 1947, based upon clandestine activities in Nazi Germany.17

Israel’s constant drone surveillance over Gaza also impressed President Vladimir Putin. Moscow needed reliable surveillance drones after it lost many planes during its war in 2008 against Georgia in South Ossetia. Tbilisi had used Israeli drones, and years later Moscow decided to follow suit. Having seen Israeli operations over Gaza, Russia licensed the Israeli Aerospace Industries Searcher II, renamed “Forpost” by its new owners, and it became a key asset in Russian support for Syrian President Bashar al-Assad.33 Israel trained Russian pilots to operate the drones. Russia and Israel maintained a close relationship during the Syrian civil war despite the former supporting Assad and the latter worrying about the growing presence of Russian allies Iran and Hizbollah in the country. This led Prime Minister Benjamin Netanyahu (and Naftali Bennett) to routinely attack Iranian and Syrian military positions in Syria to stop the transfer of weapons to Hizbollah. However, Moscow usually turned a blind eye to these attacks, assisted by a de-escalation hotline between the two governments.

It’s not a serious project,” Laurence said as they crossed Castro Street. “Milton doesn’t think the human race will still be here in a hundred years, much less a few thousand. This is just his way of hedging his bets. Or assuaging his conscience.” “It’s gotten me three free trips to Greenland,” Isobel said. “Honestly, I think Milton’s opinions depend on how many interns he’s killed today.” She half-winked, to indicate this was a joke and Milton killed no interns. During the dinner, Isobel talked more about her career transition, from rockets to Milton’s Ten Percent Project. “I used to dream about rockets.” Isobel scooped a corn chip into the communal pico de gallo. “Every single night, for months and months. After we pulled the plug on Nimble Aerospace. I had these weird dreams that there was a rocket launch going up any minute, and we’d misplaced the final telemetry. Or we were sending up a rocket, and it looked beautiful and proud shooting up into the air, and then it collided with a jumbo jet. Or worst of all was the dreams where nothing went wrong, rockets just soared for hours, and I sat on the ground watching with tears in my eyes.

One reason was that rocket components were subject to hundreds of specifications and requirements mandated by the military and NASA. At big aerospace companies, engineers followed these religiously. Musk did the opposite: he made his engineers question all specifications. This would later become step one in a five-point checklist, dubbed “the algorithm,” that became his oft-repeated mantra when developing products. Whenever one of his engineers cited “a requirement” as a reason for doing something, Musk would grill them: Who made that requirement? And answering “The military” or “The legal department” was not good enough. Musk would insist that they know the name of the actual person who made the requirement. “We would talk about how we were going to qualify an engine or certify a fuel tank, and he would ask, ‘Why do we have to do that?’ ” says Tim Buzza, a refugee from Boeing who would become SpaceX’s vice president of launch and testing. “And we would say, ‘There is a military specification that says it’s a requirement.’ And he’d reply, ‘Who wrote that? Why does it make sense?’ ” All requirements should be treated as recommendations, he repeatedly instructed. The only immutable ones were those decreed by the laws of physics.

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned

Dontchev was born in Bulgaria and emigrated to America as a young kid when his father, a mathematician, took a job at the University of Michigan. He got an undergraduate and graduate degree in aerospace engineering, which led to what he thought was his dream opportunity: an internship at Boeing. But he quickly became disenchanted and decided to visit a friend who was working at SpaceX. “I will never forget walking the floor that day,” he says. “All the young engineers working their asses off and wearing T-shirts and sporting tattoos and being really badass about getting things done. I thought, ‘These are my people.’ It was nothing like the buttoned-up deadly vibe at Boeing.” That summer, he made a presentation to a VP at Boeing about how SpaceX was enabling the younger engineers to innovate. “If Boeing doesn’t change,” he said, “you’re going to lose out on the top talent.” The VP replied that Boeing was not looking for disrupters. “Maybe we want the people who aren’t the best, but who will stick around longer.” Dontchev quit. At a conference in Utah, he went to a party thrown by SpaceX and, after a couple of drinks, worked up the nerve to corner Gwynne Shotwell. He pulled a crumpled résumé out of his pocket and showed her a picture of the satellite hardware he had worked on. “I can make things happen,” he told her. Shotwell was amused. “Anyone who is brave enough to come up to me with a crumpled-up résumé might be a good candidate,” she said. She invited him to SpaceX for interviews. He was scheduled to see Musk, who was still interviewing every engineer hired, at 3 p.m. As usual, Musk got backed up, and Dontchev was told he would have to come back another day. Instead, Dontchev sat outside Musk’s cubicle for five hours. When he finally got in to see Musk at 8 p.m., Dontchev took the opportunity to unload about how his gung-ho approach wasn’t valued at Boeing. When hiring or promoting, Musk made a point of prioritizing attitude over résumé skills. And his definition of a good attitude was a desire to work maniacally hard. Musk hired Dontchev on the spot.

In opting for large scale, Korean state planners got much of what they bargained for. Korean companies today compete globally with the Americans and Japanese in highly capital-intensive sectors like semiconductors, aerospace, consumer electronics, and automobiles, where they are far ahead of most Taiwanese or Hong Kong companies. Unlike Southeast Asia, the Koreans have moved into these sectors not primarily through joint ventures where the foreign partner has provided a turnkey assembly plant but through their own indigenous organizations. So successful have the Koreans been that many Japanese companies feel relentlessly dogged by Korean competitors in areas like semiconductors and steel. The chief advantage that large-scale chaebol organizations would appear to provide is the ability of the group to enter new industries and to ramp up to efficient production quickly through the exploitation of economies of scope.70 Does this mean, then, that cultural factors like social capital and spontaneous sociability are not, in the end, all that important, since a state can intervene to fill the gap left by culture? The answer is no, for several reasons. In the first place, not every state is culturally competent to run as effective an industrial policy as Korea is. The massive subsidies and benefits handed out to Korean corporations over the years could instead have led to enormous abuse, corruption, and misallocation of investment funds. Had President Park and his economic bureaucrats been subject to political pressures to do what was expedient rather than what they believed was economically beneficial, if they had not been as export oriented, or if they had simply been more consumption oriented and corrupt, Korea today would probably look much more like the Philippines. The Korean economic and political scene was in fact closer to that of the Philippines under Syngman Rhee in the 1950s. Park Chung Hee, for all his faults, led a disciplined and spartan personal lifestyle and had a clear vision of where he wanted the country to go economically. He played favorites and tolerated a considerable degree of corruption, but all within reasonable bounds by the standards of other developing countries. He did not waste money personally and kept the business elite from putting their resources into Swiss villas and long vacations on the Riviera.71 Park was a dictator who established a nasty authoritarian political system, but as an economic leader he did much better. The same power over the economy in different hands could have led to disaster. There are other economic drawbacks to state promotion of large-scale industry. The most common critique made by market-oriented economists is that because the investment was government rather than market driven, South Korea has acquired a series of white elephant industries such as shipbuilding, petrochemicals, and heavy manufacturing. In an age that rewards downsizing and nimbleness, the Koreans have created a series of centralized and inflexible corporations that will gradually lose their low-wage competitive edge. Some cite Taiwan’s somewhat higher overall rate of economic growth in the postwar period as evidence of the superior efficiency of a smaller, more competitive industrial structure.

Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

The requisite deployment technology does not exist as ready-to-go hardware today, but it could be supplied by any number of vendors using what the aerospace industry calls commercial off-the-shelf technology. We could build the deployment hardware far more quickly than we likely could develop the rest of the science, engineering, and governance required to begin deployment of geoengineering. In this sense that one can say that the technology exists today.

I'd been such an age bigot. When you get to know someone as a person, they cease being an adjective.

Different should make no difference! Hell: I’m a liberal Democrat Jewish transsexual. My husband was a conservative Republican Christian 40 years older— I’m not someone who thinks you have to be the same to be friends—

There are two main reasons why trans people enter or remain stealth, about being trans overall or some key aspect: (a) to be the needed goal, and (b) to avoid repercussion. In earlier years of stealth living, the former may seem like the main reason, but the balance between the two will likely change through decades.

It takes courage to be yourself, but courage only exists when you fear. Once you are yourself, there is no more fear, no need for courage.

He was careful about the appearance of cashing in on his government service, refusing a directorship with McDonnell Douglas, the aerospace company. There was another road not taken in these months when Bush declined an offer from Ross Perot to run Perot’s oil business in Houston. “I’ll pay you a lot of money,” Perot told Bush, who considered the idea. (“This was before Ross became really strange,” Bush recalled.) The Bushes and the Perots were friendly, and the Perots once visited Kennebunkport as the Bushes’ guests. “I thought about it,” Bush recalled. When he did his due diligence with mutual acquaintances, however, Bush found no support for the idea of going to work for Perot. “I talked to some people, and they said, ‘For God’s sake don’t do that.’ So I said no, and thanked him profusely for thinking of me.” “Well, this is your big mistake,” Perot said, according to Bush. Speaking of himself in the third person, Perot went on: “You don’t say no to Ross Perot.

The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies.

I magine a civilization here on earth that exists covertly inside and alongside of those we know about, with access to the most advanced technologies, technologies straight off the drawing boards of Hollywood production companies and special effects artists, a civilization with nearly bottomless sources of funding, staging events for the gullible, torturing others and driving them into mental and emotional breakdown, and waging a covert war with its own members using its own “apocalyptic technologies,” and masking that war behind the perfect plausible deniability: mother nature. This breakaway civilization, moreover, has its own ideology, and its own dubious “morality”, as was evidenced by its first real incarnation: Nazi Germany. Unlike Nazi Germany, or for that matter, civilizations in general, it has no “core area” where it is centered; it comprises not one nation, but many; its peoples are drawn from all groups and languages, for it speaks but one language, the language of power. It is, in part, the resurrection of Atlantis, and in part, like a bad nightmare version of superhero comic books, with the villains, and not the superheroes, possessing all the superhuman powers and technologies. If the idea of such a breakaway civilization sounds fanciful or even absurd, then hold on, because this book attempts to outline its components, structure, and initial postwar history.

less than five years after Burt Rutan spent $26 million beating the aerospace giants at their own game, DIY Drones took them down with volunteer labor, a few toys, and a couple hundred dollars’ worth of spare parts. “It’s radical demonetization,” says Anderson, “a true DIY story about using open-source design to reduce costs a hundredfold while keeping ninety percent functionality.

The paper cited 101 sources and so appeared to be scientific. Willie Soon had authored other discredited, industry-funded climate-denial papers in the past, including with Legates. He is not a climate scientist or a polar-bear expert. He is an aerospace engineer, and was one of the “new faces” the GCSCP public-relations plan had identified would be strategic in a disinformation campaign that created “uncertainties” about climate science.

Musk has taken industries like aerospace and automotive that America seemed to have given up on and recast them as something new and fantastic.

They were assembling a rocket there. It was a big rocket. It all more or less made sense. There was no cargo too big to be barged up the Columbia River and then trucked the last few miles to Moses Lake. There was no airplane that couldn’t be accommodated by that runway. There was no object that the aerospace machine shops of the Seattle area couldn’t build. And from this latitude, the same as Baikonur, a well-worn and understood flight plan could take payloads to Izzy. A mere four days later, Doob stood in the bed of a rusty pickup truck with a random assortment of space rednecks, hoisting a longnecked beer bottle into the sky in emulation of the rocket lifting off from the pad. They all hooted and screamed as they watched it arc gracefully downrange and take off in the general direction of Boise. And the next morning, when they had all sobered up, they got busy building another rocket.

Day Fifty-One North American Aerospace Defense Command (NORAD) Cheyenne Mountain, Colorado

Musk differed from his competitors in another, important way—failure was an option. At most other aerospace companies, no employee wanted to make a mistake, lest it reflect badly on an annual performance review. Musk, by contrast, urged his team to move fast, build things, and break things. At some government labs and large aerospace firms, an engineer may devote a career to creating stacks of paperwork without ever touching hardware. The engineers designing the Falcon 1 rocket spent much of their time on the factory floor, testing ideas, rather than debating them. Talk less, do more.

Metal Custom Matching is a process that creates a near-invisible bond between two metal parts. It is used extensively in the automotive and aerospace industries but can be applied to any metal part. In this blog post, we will discuss the benefits of Metal Custom Matching and how it works. What Is Metal Custom Matching? Metal custom matching is a process of joining two pieces of metal together using an adhesive. The adhesive is typically a thin layer of material applied to one or both surfaces before bonding. This thin layer helps to create a strong bond between the two pieces while allowing for some flexibility. Metal custom matching can be used on any metal, including aluminum, steel, and titanium. How Does Metal Custom Matching Work? The first step in the Metal Custom Matching process is to clean both surfaces that will be bonded. This ensures that no dirt or debris prevents the adhesive from forming a solid bond. Once the surfaces are clean, a small amount of adhesive is applied to one or both pieces. The adhesive will then need to cure or harden before combining the two components. Curing typically takes a few hours, but this will vary depending on the adhesive used. Once the adhesive is cured, the two pieces can be joined together and clamped until the bond sets. What Are The Benefits Of Metal Custom Matching? Metal custom matching provides several benefits over other methods of joining metal parts. First, it creates a near-invisible bond between two pieces. This is because the adhesive is applied in a thin layer and cures clear. Second, metal custom matching is much stronger than welding or brazing. This makes it an ideal choice for applications where strength is critical, such as in the automotive or aerospace industries. Finally, metal custom matching is a relatively quick and easy process that can be done in-house. This eliminates the need to outsource bonding projects to a third party, saving time and money. Metal custom matching is a versatile bonding method used on any metal. It provides a solid and near-invisible bond between two pieces while being quick and easy to do. Metal Custom Matching may be the ideal solution for your needs if you are looking for an efficient way to join two pieces of metal together. Contact us at 561-644-2894 to learn more about our Metal Custom Matching services.

Not surprisingly, Musk offered Shotwell a promotion that fall. He had gone with a conventional hire for the company’s first president two years earlier, choosing the seasoned aerospace leader Jim Maser. That experiment had failed. Perhaps, Musk reasoned, the best person for the job already worked for him. So he asked Shotwell if she wanted to manage more than just business development and legal affairs. And in December of that year, she became president of SpaceX.

But in the long run, talent wins over experience and an entrepreneurial culture over heritage.” Too often in the modern aerospace world, he added, bureaucracy, rules, and a morbid fear of failure “poisoned” the workplace.

Adjusting the public record in the West was certainly more complicated than it was at home, and vastly more expensive. Tony Blair guarded the financial details of his consultancy work as jealously as Nazarbayev guarded the details of his kickbacks, but the three-term prime minister’s services were said to cost Kazakhstan $13 million a year. Blair understood when to use light, when darkness. Back in 2006, investigators from the Serious Fraud Office chasing down bribery related to the sale of British fighter jets to Saudi Arabia had tried to inspect the middlemen’s Swiss accounts. The House of Saud had sent word that such interference in their affairs would cause them to cancel the next multibillion-dollar batch of planes from BAE Systems, formerly British Aerospace. Blair’s government halted the SFO investigation, on the grounds of Saudi Arabia’s invaluable assistance in heading off attacks by adherents of the jihadism the kingdom itself sponsored. For Sir Dick Evans, a lifelong arms dealer who had risen to the chairmanship of BAE and been questioned by the SFO’s bribery investigators as they homed in on their targets, this represented a bullet dodged at the last second. His next profitable course would lead to Kazakhstan, to set up an airline, Astana Air.

I don't think an aerospace program has been completed on time since bloody World War II

By the time I bought Pronto Markets, it might have taken only a slightly bigger trailer, mostly to accommodate the cribs for the two kids we now had. We did find the money, somehow. Rexall was willing to take back paper. (Dart was in a hurry to wind up his retailing affairs. This was a big advantage for me, because if I walked away, he’d be left with a crumb of a bastard business.) We had $4,000 from Alice’s savings from her teaching school before she had the kids (we lived on my $325) and we sold our little house in which we had an equity of $7,000. I borrowed $2,000 from my grandmother and $5,000 from my father. (Pop, an engineer, spent most of his career being alternately employed and dis-employed by General Dynamics depending on the vagaries of the aerospace business; in between he owned a series of small businesses. I think he even had a Mac Tool route in 1962.)

I worry about our shrinking industrial base and the loss of a highly skilled workforce that has kept America the unchallenged aerospace leader since World War II. By layoffs and attrition we are losing skilled toolmakers and welders, machinists and designers, wind tunnel model makers and die makers too. And we are also losing the so-called second tier—the mom-and-pop shops of subcontractors who supplied the nuts and bolts of the industry, from flight controls to landing gears. The old guard is retiring or being let go, while the younger generation of new workers lucky enough to hold aerospace jobs has too little to do to overcome a steep learning curve any time soon.

The key to market leadership is consistent high performance over the long haul. The Boeing Company survived as an industry leader for over a century in the exact same manner--by designing and building the finest and most-advanced aerospace products known to mankind.

He told me about attending the Paris Air Show in 2009, the world’s largest aerospace industry and air show exhibition. In a pop-up luxury hotel, he saw Elbit Systems, Israel’s biggest defense company, advertising its equipment to an elite audience of global buyers. Elbit was showing a promotional video about killer drones, which have been used in Israel’s wars against Gaza and over the West Bank.

The design for the Space Shuttle called for the creation of reusable solid rocket boosters, massive cone-tipped cylinders that would lift the Shuttle to 150,000 feet before falling away and floating to the ground on parachutes for recovery and reuse. This worked surprisingly well. The boosters were built in Brigham County, Utah, and shipped to Florida for takeoff. After each use, they’d be recovered from the open ocean, freighted to port, refurbished and, once again, shipped to Florida. The boosters were about 150 feet long, but they were precisely 12.17 feet in diameter—because they had to fit on a special railway flatcar for those overland shipments. The aerospace engineers who sat down to design those solid rocket boosters had a lot of parameters to juggle—the pull of gravity, the efficiency of rocket fuel, the weight of the payload. But mixed in with those parameters, immutable and inarguable was the width of a railcar, which was foreordained by the width of the Roman chariot wheelbase, which was, in turn, determined by the metalbeating know-how of Roman blacksmiths. Infrastructure casts a long shadow.

In his paper, Dr Davis referred to the infamous 1980 Cash-Landrum UFO case, covered earlier in this book, where the Landrum family reported a massive diamond-shaped UFO hovering over their car in the road near Dayton, Texas. As well as the trio reporting terrible burns from what experts declared was ionising radiation, one of the weirdest claims in the Cash-Landrum sighting was that they said they saw 23 helicopters, including massive CH-47 Chinooks, closely following the object. The US military denied any of its choppers were in the air nearby that night, and 23 of them in one place does sound implausible. Dr Davis’s paper gave an explanation – that the helicopters were ‘mimicry techniques employed for the manipulation of human consciousness to induce the various manifestations of “absurd” interactions or scenery associated with the UFO encounter. This in combination with the mimicry of man-made aircrafts’ (helicopters) aggregate features were prominent in the Cash-Landrum UFO case’. There is no explanation for how Dr Davis reached this conclusion. No known science describes the capacity to manipulate human consciousness to induce hallucinations as described. Modern science would say it was science fiction. However, an answer may lie in extraordinary PowerPoint slides we know now were prepared for a briefing of senior officials at the US Department of Defence, detailed online by The Mind Sublime. The individual behind that site told me he found the intriguing PowerPoint slides in early August 2018 while he was trawling through former US Deputy Assistant Secretary of Defence Christopher Mellon’s personal website.4 (This was shortly after The New York Times had revealed the existence of the previously secret Pentagon UAP investigation program.) The Mind Sublime researcher screenshotted his discovery to prove the slides came from Mellon’s website, and, importantly, because the document was stated to be a PowerPoint for a briefing of the Deputy Secretary of the Department of Defence. Perhaps it was these slides that prompted Senator Harry Reid to ask the Department of Defence for Special Access Program protection for the investigation – because what the slides said was momentous. If the unredacted slides accurately reflect the Defence Department’s knowledge of the UAP phenomenon, they are explosive. They reveal how the Pentagon’s UAP investigation unit advised the Defence Department not only that the mysterious craft were a ‘game changer’ but that the US military was powerless against them.5 One of the slides, headed ‘AATIP Preliminary Assessments’, shows that Elizondo’s Advanced Aerospace Threat Identification Program privately advised the Defence Department that ‘Preliminary evidence indicates that the United States is incapable of defending itself towards some of those technologies . . . The nature of these technologies and the fact that the United States has no countermeasures is considered Highly Sensitive’.6 The document, prepared for the Deputy Secretary of the Department of Defence, pushed for further investigation ‘in order to determine the full scope of the threat and their capabilities to be either exploited or defeated’.

His favorite request dates back to 2004. SpaceX needed an actuator that would trigger the gimbal action used to steer the upper stage of Falcon 1. Davis had never built a piece of hardware before in his life and naturally went out to find some suppliers who could make an electro-mechanical actuator for him. He got a quote back for $120,000. “Elon laughed,” Davis said. “He said, ‘That part is no more complicated than a garage door opener. Your budget is five thousand dollars. Go make it work.’” Davis spent nine months building the actuator. At the end of the process, he toiled for three hours writing an e-mail to Musk covering the pros and cons of the device. The e-mail went into gory detail about how Davis had designed the part, why he had made various choices, and what its cost would be. As he pressed send, Davis felt anxiety surge through his body knowing that he’d given his all for almost a year to do something an engineer at another aerospace company would not even attempt. Musk rewarded all of this toil and angst with one of his standard responses. He wrote back, “Ok.” The actuator Davis designed ended up costing $3,900 and flew with Falcon 1 into space. “I put every ounce of intellectual capital I had into that e-mail and one minute later got that simple response,” Davis said. “Everyone in the company was having that same experience. One of my favorite things about Elon is his ability to make enormous decisions very quickly. That is still how it works today.” Kevin

For Elon Musk, this spectacle has turned into a familiar experience. SpaceX has metamorphosed from the joke of the aeronautics industry into one of its most consistent operators. SpaceX sends a rocket up about once a month, carrying satellites for companies and nations and supplies to the International Space Station. Where the Falcon 1 blasting off from Kwajalein was the work of a start-up, the Falcon 9 taking off from Vandenberg is the work of an aerospace superpower. SpaceX can undercut its U.S. competitors—Boeing, Lockheed Martin, Orbital Sciences—on price by a ridiculous margin. It also offers U.S. customers a peace of mind that its rivals can’t. Where these competitors rely on Russian and other foreign suppliers, SpaceX makes all of its machines from scratch in the United States. Because of its low costs, SpaceX has once again made the United States a player in the worldwide commercial launch market. Its $60 million per launch cost is much less than what Europe and Japan charge and trumps even the relative bargains offered by the Russians and Chinese, who have the added benefit of decades of sunk government investment into their space programs as well as cheap labor. The

in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies.

Over the next couple of years, we built and tested a series of prototypes, started dialogues with leading manufacturers, and added business development and technical staff to our team, including mechanical and aerospace engineers. Our plan was that PAX scientific would be an intellectual-property-creating R & D company. When we identified appropriate market sectors, we would license our patents to outside entrepreneurs or to our own, purpose-built, subsidiaries. Given my previous experience on the receiving end of hostile takeovers, we were determined to maintain control of PAX Scientific and its subsidiaries in their development stages. Creating subsidiaries that were market specific would help, since new investors could buy stock in a more narrowly focused business, without direct dilution of the parent company. We were introduced to fellow Bay Area resident Paul Hawken. A successful entrepreneur, author, and articulate advocate for sustainability and natural capitalism, Paul understood our vision of a parent company that concentrated on research and intellectual property, while separate teams focused on product commercialization. With his own angel investment backing, Paul established a series of companies to market computer, industrial, and automotive fans. PAX assigned worldwide licenses to these companies in exchange for up-front fees and a share of revenue; Paul hired managers and set off to sell fan designs to manufacturers.

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

Bellevue and its satellites were not suburbs so much as—in the rising term—an Edge City, with its own economy, sociology, and architecture. Things made on the Eastside were odorless, labor-intensive, and credit-card thin, like computer software and aerospace-related electronics gear. They were assembled in low, tree-shaded factories, whose large grounds were known as “campuses”—for in Bellevue all work was graduate work, and the jargon of school and university leaked naturally into the workplace. Seen from an elevated-freeway distance, Bellevue looked like one of its own products: a giant circuit board of color-coded diodes and resistors, connected by a mazy grid of filaments.

The situation was similar in the Soviet Union, with industry playing the role of sugar in the Caribbean. Industrial growth in the Soviet Union was further facilitated because its technology was so backward relative to what was available in Europe and the United States, so large gains could be reaped by reallocating resources to the industrial sector, even if all this was done inefficiently and by force. Before 1928 most Russians lived in the countryside. The technology used by peasants was primitive, and there were few incentives to be productive. Indeed, the last vestiges of Russian feudalism were eradicated only shortly before the First World War. There was thus huge unrealized economic potential from reallocating this labor from agriculture to industry. Stalinist industrialization was one brutal way of unlocking this potential. By fiat, Stalin moved these very poorly used resources into industry, where they could be employed more productively, even if industry itself was very inefficiently organized relative to what could have been achieved. In fact, between 1928 and 1960 national income grew at 6 percent a year, probably the most rapid spurt of economic growth in history up until then. This quick economic growth was not created by technological change, but by reallocating labor and by capital accumulation through the creation of new tools and factories. Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy.

Elon is changing the way aerospace business is done,” said NASA’s Stoker.

Roy shook his head. He was the oldest man in the room in terms of physical age, because he was in his early fifties, and because he was from the year 1973. He also was an aerospace engineer by training and exuded a demeanor of terse, dependable authority. “See, kids, back in Phil’s and my day, if you made a good movie, you took that success and made a different movie, not the same movie over again.” Phillip was the second-oldest man in the room. He was in his early forties, from the mid-1980s, and exuded an air of foppish, fallible authority. He smiled broadly and said, “Actually, that was your day. In my day they had started doing the endless sequel thing. This movie was from before, and I don’t think there was ever any plan for a sequel.

First there was Genesis I, then Genesis II, and, if all goes well, there will be a Bigelow Expandable Activity Module (BEAM) attached to the International Space Station (ISS) by 2015.

While there, I was somewhat surprised to learn that our next foray into space would include an orbiter with wings and with wheels that could land on a runway, as well as a booster, also with wings and wheels to land on a runway. The program had generated great interest. At the meeting, at least seven aerospace manufacturers touted their rockets and boosters on which they were already working. They had models built in 1970 regarding the seven configurations and stages of the program to follow Apollo. Today, we would be delighted to have a fully reusable orbiter to take the crew only, a booster to get them there, and then a return to Earth for both of them. We’d love to have that. Why don’t we have that? Because of a grave design flaw. When I studied the models, I observed that the boosters in the models had windows. That was a surprise to me. After all, why would you want windows in a booster with nobody in it? I was informed that a crew of two astronauts would travel inside the booster to the space station, and then return in the booster to land back on Earth. I worried about the crew in the booster during launch and said so. I thought it was unwise because of the expense, but even more so because of the danger to the astronauts.

The new players in the financial markets, the kingpins of the future who had the capacity to reshape those markets, were a different breed: the Chinese guy who had spent the previous ten years in American universities; the French particle physicist from Fermilab; the Russian aerospace engineer; the Indian PhD in electrical engineering. “There were just thousands of these people,” said Schwall. “Basically all of them with advanced degrees. I remember thinking to myself how unfortunate it was that so many engineers were joining these firms to exploit investors rather than solving public problems.

Airbus Group Ventures business to be led by Tim Dombrowski, a former partner of technology venture capital powerhouse Andreessen Horowitz. The unit’s mandate is to “invest in promising, disruptive and innovative business opportunities generated around the globe,” Airbus said on Friday. Paul Eremenko, who was director of engineering at Google’s secretive Advanced Technology and Projects organization and also worked for the Pentagon’s Defense Advanced Research Projects Agency technology incubator, will be chief executive of Airbus Group Silicon Valley technology and business innovation center, the company said. “Silicon Valley serves as a unique hub for technology breakthroughs and we see huge opportunities to learn from, and partner with the many players based there,” Airbus Chief Executive Tom Enders said in a statement. Mr. Enders has become concerned that newcomers to the industry may turn into formidable rivals to the European aerospace giant along with more traditional competitors such as Boeing Co. That’s already happening in space where entrepreneur Elon Musk’s space company, Space Exploration

小型无人机市场的主要参与者还将继续包括航空环境公司(AeroVironment)、萨博公司（Saab）、以色列航宇工业公司（Israel Aerospace Industries）和泰雷斯集团（ThalesGroup）。

SpaceX, by the way, is not alone here. Being late is par for the course in the aerospace industry. It’s not a question of if it’s late, it’s how late will the program be. I don’t think an aerospace program has been completed on time since bloody World War II.

It’s talk like this that thrills and amazes people in the aerospace industry, who have long been hoping that some company would come along and truly revolutionize space travel. Aeronautics experts will point out that twenty years after the Wright brothers started their experiments, air travel had become routine. The launch business, by contrast, appears to have frozen. We’ve been to the moon, sent research vehicles to Mars, and explored the solar system, but all of these things are still immensely expensive one-off projects. “The cost remains extraordinarily high because of the rocket equation,” said Carol Stoker, the planetary scientist at NASA. Thanks to military and government contracts from agencies like NASA, the aerospace industry has historically had massive budgets to work with and tried to make the biggest, most reliable machines it could. The business has been tuned to strive for maximum performance, so that the aerospace contractors can say they met their requirements. That strategy makes sense if you’re trying to send up a $1 billion military satellite for the U.S. government and simply cannot afford for the payload to blow up.

The black expanse over our heads promise places where our industries can use resource extraction, zero-gravity manufacturing, better communications, perhaps even energy harvested in great solar farms and sent down to Earth. Companies are already planning to do so: Bigelow Aerospace (orbital hotels), Virgin Galactic (low Earth orbit tourism), Orbital Technologies (a commercial manufacturing space station), and Planetary Resources, whose goal is to develop a robotic asteroid mining industry.

Now, take a man like Nixon, a man who is going to be President of the United States. He’s known for his poker playing, his straight face. He already has a proclivity for intelligence. He wrote to Hoover, asking to join the FBI. After World War Two, the great poker player of the South Pacific was assigned to the Navy Bureau of Aeronautics, negotiating settlements of terminated defense contracts, where he helped escalate the importation of 642 Nazi specialists into the U. S. defense and aerospace industry—Project Paperclip. Then he gets a call from Murray Chotiner, who works with Howard Hughes and the Bank of America, inviting him to run for Congress against Jerry Voorhis. What did he have besides a poker face? In 1951 Senator Nixon introduced a bill to bring Nikolai Molaxa into the U. S. Molaxa was a former head of the Iron Guard and was allegedly involved in Nazi atrocities. Nixon set him up in an office of his own.

Facebook Inc is in talks to buy drone maker Titan Aerospace for $60 million,

o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

To a television network, he offers the Moon as a reliable and uncensorable broadcasting location.

HPM stands for High Power Microwaves. Eureka Aerospace in Pasadena, California developed a device to be used by police to stop a car during high-speed chases. Since the 1970s, every car is built with some sort of microprocessor-controlled system—like the ignition control and fuel pump, the microprocessor controls a lot of vital car systems. When a two second blast from a HPM device is shot at a vehicle, the electric current affects the wires and leads to a power surge which, in turn, burns out those microprocessors and burns up the wiring in the vehicle. Eureka Aerospace is partially funded by the US military. In effect, the same microwave radiation that reheats pizza in a microwave can be used to fry the electrical systems in cars, stopping them dead in their tracks. The document states that HPM was used to incapacitate our van, and can be used against “residents and parties involved.” I assumed “residents” was a misspelling and was supposed to be “residence.” In my research of how HPM works, however, I learned that the word “residents” in the document was not a misspelling; it can and is used against people as well.   U.S. to Use Microwave Weapons On

Blue Origin [a privately funded aerospace company set up by Bezos that is working to develop technologies to enable private human access to space at dramatically lower cost and increased reliability].

The China National Space Agency (created in 1993) may be the formal NASA equivalent, facilitating international agreements and cooperation, but it still operates in tandem with the PLA and is involved in the defense industry.12 The China Aerospace Science and Industry Corporation, a state-owned company, specializes in tactical ballistic missiles, anti-ship missiles, land-attack cruise missiles, anti-satellite interceptors, and small tactical satellites. The China Aerospace Science and Technology Corporation produces launch vehicles and large satellites. Both of these organizations operate closely together.

Eventually, someone raised a hand and asked about inventories in the aerospace division.

By missing a university education, I failed to learn my own limitations,” he once said. “It made it possible for me to do things that had never been done before.” His brilliance was in liberating himself from specialization that allowed him to transfer concepts from musical space to aerospace and then to hydrospace,

If God is condensed and abridged in nature without any redoubtable condition, then this is not a fluttered, inefficient, fuss-dreary, and flounce-gloomy world. In their adore and divine excellency, along with majesty, is opaque, clean, depuruous, and despotic energy, showering, and beautification of blessings in every side of this surroundings and aerospace.

WHAT IS POWDER BED FUSION Powder Bed Fusion (PBF) stands as a notable Additive Manufacturing (AM) technique, characterized by its layer-by-layer approach to creating objects. With its potential applications across automotive, aerospace, energy sectors, and household appliances, PBF represents a pivotal future manufacturing method. Alongside PBF, other AM methods like Laminated Object Manufacturing, Direct Energy Deposition, Stereolithography (SLA), and Solid Ground Curing (SGC) contribute to the diverse landscape of additive manufacturing. This overview will focus on the mechanics of the PBF process, particularly highlighting Direct Metal Laser Deposition (DMLS), Selective Laser Sintering (SLS), Selective Laser Melting (SLM), Electron Beam Melting (EBM), and Selective Heat Sintering (SHS). In these techniques, a layer of powder is spread onto a platform, often referred to as the build platform. While SLS, SLM, and DMLS employ lasers as the primary heat source, EBM utilizes an electron beam. SHS, on the other hand, employs a heated thermal head for sintering plastic powders. Among these methods, SLS, DMLS, and SHS are powder-sintering processes, whereas SLM and EBM are powder-melting processes.

And indeed, much of the evidence presented in this book so far would appear to confirm this. From the Boeing executives who built faulty planes, to the Goldman Sachs analysts who lied to their clients before being bailed out by the taxpayer, the capitalist class seems to provide the best evidence that society is made up of innately selfish individuals whose cooperative impulses extend, at best, to their immediate family and friends. But this view is highly one-sided. As we will see in this chapter, people are capable of amazing feats of ingenuity, compassion, and cooperation -even in a social order as brutal and competitive as our own. Capitalism, of course, rewards the opposite behavior: ruthlessness, competitiveness, and self-interest. No wonder these are the behaviors we see most prominently on display at the top of our society. And those at the top are precisely those who benefit from the belief that everyone is just like them. You don't have to look particularly hard to find the view of humanity as inherently selfish repeated by those in positions of authority. The managers at Lucas Aerospace certainly shared this view. And it is no coincidence that Golding was a schoolmaster -he was probably quite used to being disobeyed by his students, and likely saw this as an indication of man's inherent selfishness. But disobedience to authority is not an indication of selfishness; it's an assertion of an individual's autonomy. In fact, the willingness to disobey is precisely what separates genuinely civilized societies from barbarous ones. One only has to listen to the testimony at the Nuremberg trials to see what can happen when people unquestionably obey their superiors.

At the third special session, a host of developing countries demanded that the United States, Russia, Japan, China, and the European Union release their technology and provide all advanced technology, including aerospace technology, free of charge to the international community so that all nations of humanity would have an equal opportunity to face the Trisolar Crisis. The supporters of the socialized technology movement brought up a precedent: At the beginning of the century, several major European pharmaceutical companies exacted high license fees from African countries for the manufacture of state-of-the-art AIDS treatments, prompting high-profile litigation. Under pressure from public opinion and the rapid spread of the disease in Africa, the companies renounced their patent rights prior to trial. The ultimate crisis that Earth is now facing means that open technology is the unavoidable responsibility that advanced countries have to all humanity. The socialized technology movement found a unanimous response from developing countries and even won the support of some members of the EU, but all related initiatives were rejected at meetings of the UN-PDC.

Jason Kozup is a dynamic figure celebrated for his diverse roles in aerospace, defense, and entertainment. Beginning his career in aerospace and defense, he transitioned to becoming a successful movie producer. With a foundation in Business Management and Marketing, Jason continues to innovate and entertain, leaving a lasting impact on audiences worldwide with his versatile talents.

The Lucas Plan was an extraordinarily ambitious document that challenged the foundations of capitalism. In place of an institution designed to generate profits via the domination of labor by capital, the workers at Lucas Aerospace had developed an entirely new model for the firm -one based on the democratic production of socially useful commodities. It was almost as if the workers had never needed managing at all, as though they were creative architects rather than obedient bees.

Automotive and aerospace figure highly, but what the Germans are exceptionally good at is building the machines that manufacture other things. The bulk of the expansion of China’s industrial base since 2005 has been possible only because the Germans built the core machinery that made it happen.

Contrast the “maximize shareholder value” idea with John F. Kennedy’s famous 1961 call to “put a man on the moon and return him safely by the end of the decade.” Simple? Yes. Unexpected? Yes. Concrete? Amazingly so. Credible? The goal seemed like science fiction, but the source was credible. Emotional? Yes. Story? In miniature. Had John F. Kennedy been a CEO, he would have said, “Our mission is to become the international leader in the space industry through maximum team-centered innovation and strategically targeted aerospace initiatives.

Why are there no books on Aviation or Aerospace or General (private) Aviation? Which century are the pickers living in??

There is nothing in the manifestos of the Jana Sangh that has consistency or anything discernible as an economic ideology or any ideas about how Hindutva would influence the State. The manifestos are a collection of rambling and inchoate pronouncements. The Jana Sangh stood for mechanisation of agriculture and then immediately opposed it in 1954 (because the use of tractors would mean bullocks would get slaughtered). It wanted industry to calibrate its use of automation not based on efficiency but how many more individuals it could hire. It did not explain why a businessman should or would want to add cost rather than reduce it. In 1971 it said it wanted no automation in any industry except defence and aerospace. In 1954, and again in 1971, it sought to cap the monthly incomes of all Indians at Rs 2,000 and wanted the State to appropriate everything earned above that sum. It wanted residential bungalows to be limited to a size of 1,000 square yards.3 In 1957, it spoke of ‘revolutionary changes’ it would bring without saying what these were, and in the very next manifesto dropped the reference without explanation. All this is, of course, because they were responding to Congress manifestos of the time and had nothing real to offer of their own. Nor did they think they needed to: with a national voteshare that till 1989 was in the single digits, the party knew it would not be in power, would not need to implement a policy and, therefore, was free to say whatever came to mind. The Jana Sangh did not have any particular strategic view of the world and India’s place in it besides saying that India should be friends with all who were friendly and tough on those who were not. India should seek a place in the Security Council but there was no reference to why or what India’s role would be, or how its influence and strategic options would increase if it got this position. It offered no path for getting to the Security Council. Entitlement would apparently get India there.

those who master it stand in relation to real aerospace specialists much as Pokémon obsessives stand towards qualified zoologists – that is, experts in a fictional discipline. If you do want to complete your own personal Nazi UFO Pokédex, though, then I provide a few useful websites in the notes,

In general, if you polled all the doctors, I’d bet only a small percentage would turn out to be invested in medical stocks, and more would be invested in oil; and if you polled the shoe-store owners, more would be invested in aerospace than in shoes, while the aerospace engineers are more likely to dabble in shoe stocks. Why it is that stock certificates, like grasses, are always greener in somebody else’s pasture I’m not sure.

I’ll focus on two of these patents, both issued in 2018,” I said to Mark Russell’s audience. “The first is entitled, Craft Using an Inertial Mass Reduction Device. This one involves an aerospace-underwater craft of incredible speed and maneuverability. A vehicle capable of flying just as well in space, air, or water without leaving a heat signature. “Sound familiar? If you’re thinking this patent has to have come from the reverse engineering of an alien craft, you aren’t alone.” I paused for effect as I put the title pages of both patents on the screen. “The how of it all is quite interesting, taking me back to my grad school days. The invention involves the creation of a quantum vacuum around a vehicle using a dense, spinning, electromagnetic energy field. Such a quantum vacuum would repel matter that would otherwise impede the craft, greatly reducing the ship’s inertia, decreasing resistance, and leading to extreme speeds.” I smiled. “Let me read you a sentence from the actual, issued patent. I’m a science fiction writer, and even I wouldn’t have been crazy enough to write a sentence this bold. Here it is: this invention would also enable us to ‘engineer the fabric of our reality at the most fundamental level.’ “That’s in the actual patent. Really! You can find the patent and read it for yourself. All you have to do is Google its official USPTA number, which is US10144532B2.

Israel’s constant drone surveillance over Gaza also impressed President Vladimir Putin. Moscow needed reliable surveillance drones after it lost many planes during its war in 2008 against Georgia in South Ossetia. Tbilisi had used Israeli drones, and years later Moscow decided to follow suit. Having seen Israeli operations over Gaza, Russia licensed the Israeli Aerospace Industries Searcher

Sporck was proud of giving most employees stock options, a practice that was virtually unknown in the old East Coast electronics firms. But he’d ruthlessly insist, in exchange, that these same employees commit to maximizing their productivity. Unlike East Coast electronics firms whose workforces tended to be male-dominated, most of the new chip startups south of San Francisco staffed their assembly lines with women. Women had worked in assembly line jobs in the Santa Clara Valley for decades, first in the fruit canneries that drove the valley’s economy in the 1920s and 1930s, then in the aerospace industry

and try to rethink much that the aerospace, automotive, and solar industries had accepted

In 2020 the EU announced partnerships worth US$91 million with Airbus, Israel Aerospace Industries, and Elbit to use their services to maintain an ongoing drone presence over the Mediterranean. Elbit’s Hermes drone and IAI’s Heron drone were used during Israel’s wars against Gaza since 2008.5 There’s growing competition in drone sales—Turkey’s TB2 can carry laser-guided bombs, be placed in a flatbed truck, and costs far less than Israeli or American drones, but Israeli models remain hugely popular.6 In 2017, Israeli drone manufacturers accounted for 60 percent of the global drone market in the previous three decades.

Israeli technology was sold as the solution to unwanted populations at the US–Mexico border where the Israeli company Elbit was a major player in repelling migrants. European governments also wanted to monitor refugees, so Israel Aerospace Industries (IAI) drones were employed for the task.

Shortly after the 1967 Apollo launch pad fire that killed three astronauts, Congress added an external regulatory body composed of aerospace experts: the Aerospace Safety Advisory Panel (ASAP). This legislative action was guided by the notion that expert outsiders, with technical experience and reputation throughout the aerospace industry, would have both the objectivity, the knowledge, and the influence to balance NASA’s self-regulating system.

A starfish in every life is still a starfish. There isn’t a life where a starfish is a professor of aerospace engineering.

Anybody can write an ECR. It has to be formally dispositioned. There is no ducking it. Thiokol has a similar system. All the aerospace contractors have this approach.

The culture of production was a key environmental contingency that was part of their worldview. The culture of production included norms and beliefs originating in the aerospace industry, the engineering profession, and the NASA organization, then uniquely expressed in the culture of Marshall Space Flight Center. It legitimated work group decision making, which was acceptable and nondeviant within that context.

After many tries and much sighing Sharon overrode the system and sent my flawed scans off to the identity service, IdentoGO, run by MorphoTrust USA, a subsidiary of Safran, which is a French manufacturer of aerospace components, bombs, and drones.