Selected by Extraterrestrials
My life in the top secret world of UFOs.,
think-tanks and Nordic secretaries
William Mills Tompkins
CHAPTER 22
THE GATES WILL OPEN
Back from my final Apollo pack of blunders at the Cape, I asked Jessica, “Would you please round up all the key members of our complete redesign of the Apollo Moon Mars Program Proposal?”
“I’m almost done, Bill.”
I eased back in my chair, “Schedule the meeting for 8:00 a.m. tomorrow.”
Her voice came back “Where? Would the proposal conference room be alright?”
I straightened back up, “No, too public. Let’s use the Think Tank this time.”
“Yes. Nobody from Corporate can get in there, now. Do you want to go over everything this time?”
“Yes Jessica, I want to make absolutely certain every item is included, with no surprises hitting me when I give our proposal to the top NASA people in Huntsville.”
“Got it, Bill. I’ll even bring Dr. Klemperer and Paul Bremen. Paul is good people and here this week from our Huntsville field office.”
I shuddered at the thought of involving another questioning skeptic (Paul), “No, it will be easier on him if he really does not know that I am presenting a proposal to the top people of NASA in Huntsville. I will also try to bypass that Corporate VP at the Douglas Huntsville field office.”
In our developed briefing, we prepared a handout to the top NASA brass that included all documentation necessary for the redevelopment of the entire Apollo program. It included the four major program changes affecting all of NASA & all of its contractors. We needed standardization.
I joked around a little, “Maybe you could pull strings and fly me and the crate into von Braun’s office, Jessica?”
She laughed, as I heard her fingers tapping on her desk through the phone, “Anytime, Billy boy.” I put the phone down on the receiver.
The next morning everyone was in the Tank conference room with their proposal documents in hand, shifting in their chairs. We were all shouting over each other and almost saying the same thing. I could feel the tension. I had confidence that we could really do this. The anticipation of it really was working, yet there were fears that something, or someone, would throw another wrench in the gears and the whole thing would blow up.
“8:10 a.m., Bill, and we got our coffee.”
Cliff, my number one man is a striking young man just over six feet with neatly trimmed blond hair. He motioned for me to follow, “It’s been a year in preparation, let’s get this proposal put to bed.”
I thought of how this meeting really was different. Knowing that Corporate said no to our proposal to change to the entire Moon Program, we could get fired for challenging the NASA. Do we really want to do this?
Picking up my thoughts Jessica said, “Timing is of the essence. It must be now.” Then Jessica leaned over and rubbed my shoulders. She put her hand on my face, turned it towards her, and stared right into my eyes. Smiling, and with no lip movement, she said telepathically, “You damn well better go through with it or your little ass will really be in a sling.”
I looked around the room to see if anyone else was paying us attention. I looked for her lip movement,
“What do you mean?”
Jessica with confidence said, “Yes, very important, properly phased, yes. But all this stuff has got to hold their attention until you, Billy boy, close the deal. You must dramatically pull the blue cloth off the top of our Apollo model system control center at precisely the right moment, knock them off their feet. Pull them back up; point them into the right direction to the Moon.”
I snapped out of her spell and smiled, “Jessica, that’s the biggest speech you ever gave me.”
I turned to address the room, “Gentleman, you all know what’s at stake here: we either get this right now or we won’t get to the Moon for another 500 years.”
Ralph stepped in, nervously rubbing his fleshy fingers together, “Well, maybe not quite that long, but Bill is right: we can’t afford to miss any asset that we really need.”
“Let’s go over it again,” Cliff said.
I emphasized over everyone talking, “We have simplified the Apollo vehicle and it will perform the Moon mission. We recommend that thesis tasks must be implemented, now, to accomplish the successful production missions to the Moon and Mars later. It is imperative that our four proposals be implemented now at NASA:
(1) The Vertical Assembly and Checkout Building concept,
(2) The Theater Launch Control Building concept,
(3) The System Engineering Standardizing Management & Development Plan, and
(4) The Facilities Standardization & Management Plan.”
Standing up, I said, “We are ready for our briefing to NASA. It is imperative that we must stop the crises on Apollo. It, and all the contractors, must be restructured around these tasks. Explaining that we have built a scale model of our S-IVB Apollo Stage Vertical Assembly Theater Systems Checkout Center Concept, and installed it in a 6x6 unmarked crate that also included all our proposal documentation. Have it and all the briefing documentation shipped over to LAX. Jessica bought a roundtrip ticket for me and the crate. Secretly we will have the crate stored in a United DC-8 to Huntsville, Alabama.”
The group started conversations amongst themselves. I was starting to gather up my paperwork when I had that familiar feeling. I heard in the back of my mind, “Yes, you will have my letter to the Douglas Huntsville Field Office, to try and get you an audience with someone at the NASA Headquarters. You won’t need it.”
While everyone in the conference room was talking, Jessica telepathically said to me that I was going to accomplish this proposal alone, with no support. “You, Billy boy, after landing in Huntsville, will be in a three- piece, dress business suit, with a white shirt and tie, renting an open bed 10-ton truck that you have never driven before. The rental man will look at you kind of funny: driving a truck in a suit? He will ask you if you would have any trouble handling it.”
“You will say ‘I don’t think so’ and proceed to drive it over to the airport shipping area, grinding the gears. Find your big gray crate: the airport handlers will load it on your truck and put the side fences back on. You will drive through heavy Huntsville traffic, all by yourself, to one of the largest and one of the most classified military facilities on the planet, the Redstone Arsenal.
“You will turn off the highway, onto the entrance road leading to the base entry gates. Do not slow down, because the gates will open and you will just drive right through, past four military guards carrying automatic rifles.
“They will not challenge you to stop. You won’t even be challenged for carrying a large, unmarked gray crate that could be holding, an A-Bomb to blow up the entire base. After driving through very heavy base traffic, stopping and starting at the stop signs, passing Army tank convoys security vehicles, and with everyone looking at you, no-one will be pointing rifles at your head, demanding that you halt.
“Getting into von Braun’s tower will not be trouble either. But finding it will be something else; trees cover everything. You will not be able to see the tower. Don’t worry, you will be amused as you drive out into a clearing. von Braun’s white tower will be right in front of you. Continue driving part way around the circular drive, around the American flag that has a translucent swastika in it. You pull right up and stop in front of the steps of the twelve story building. That’s von Braun’s tower.
“Four of the security guards will stack their rifles, leave their posts and roll a large dolly out to your truck. The way they will march out, you will think that they are going to salute you, but they will just remove the side truck fences.
“Lift the crate off the truck and onto a dolly and carried it up the steps, into the lobby, past the security requirements sign-in desk, and right into the wide open elevator doors to the top floor.
“The doors will open into a very large lobby. Roll the dolly right past von Braun’s secretary. She will be on the left and Dr. Kirk Debus’ secretary will be on the right. You will come into an enormous conference room that separates their offices from the two most important space people on the planet.
“The soldiers will open up the crate and delicately remove the model that will be covered blue cloths. While they hold the model, the two secretaries will take the other blue cloth into the conference room and spread it out in the center of the conference table.
“The soldiers will carry the heavy model over and lightly lay it down on the second cloth, almost as if it ‘had been rehearsed’ a dozen times. As they leave nobody in the area will question anything!
“Dr. Debus will come out of his office, with his arm extended. He will shake your hand saying, ‘I am Kirk Debus; it’s nice that you could make it.’ He will invite you into their conference room, as Dr. von Braun prepares two enter the conference room from his office.
“Now, remember, almost no-one at Douglas Santa Monica, or at our Huntsville field office, will be aware of your unannounced meeting with the top NASA people. No one at Douglas Santa Monica will have any inkling that you are going to give a pitch to change the entire Apollo Moon Program.”
I completely forgot everything that Jessica had just said to me, telepathically. It was like I never heard it.
Our meeting in the Think Tank at Douglas was concluded; there was a feeling of understanding between Jessica and me that we had never had before.
AND YES, THAT’S EXACTLY HOW MY TRIP AND BRIEFING – WHICH COMPLETELY CHANGING THE APOLLO PROGRAM TO THE MOON AND MARS - WENT.
This is another example of the work of the White Hat Aliens. They are not just monitoring me and others, or our progress into the galaxies. They are also specifically controlling major events that they feel will meet their agenda. That is, to technically assist us. They want to help us develop capabilities that will provide our U.S. Navy Space Systems the tools necessary to deploy and operate our Deep Space Battle Groups. This will be in conjunction with their offensive Nordic Naval missions that are against the Black Hat Aliens.
1 The strange entry into the Base, another Alien Agenda
DON’T EVER TRY SOMETHING LIKE THIS
On the United DC-8 flight to NASA Headquarters at The Redstone Arson, Huntsville Alabama, I was sweating bullets, profusely. My model was right under my feet in the cargo compartment of the jet. I was worried. (Unlike when I was involved in other major briefings for the top Generals and Admirals inside the Beltway.) I would have my company’s Vice President, and six or eight specialist PhD’s, backing me up on Major Weapons Systems Proposals. Today, I am proposing the largest technical engineering program ever attempted by man in the history of this planet. Just me.
Von Braun’s office was overseen by a secretary. I immediately visualized that the office had a frequently used, large bed. He had a woman in there; a mistress. And, yes, this girl was different; she must have been fifteen when they first met in Germany. Now in her late twenties, her name was Connie. She was a tall person, one that I sensed could be extremely attractive when she wanted to be. And, for some strange reason, this unscheduled meeting was one of those times. Statue-looking, with blonde hair gathered in a ponytail, and sporting a real short, tight, red dress exposing almost all of her long, beautiful legs. Connie entered the conference room first; von Braun followed her.
In a slightly concerned voice she said, “I am Connie and this is Dr. von Braun, the conceiver and implementer of the world’s first penetration into the galaxy.”
No handshakes. Looking at her classic appearance I was intrigued, but above all I noticed that dangerous look in her eyes, in spite of the semi-warm smile on her face. von Braun was different; a tall, husky, light-haired, and stern-faced man in a black suit. I could barely see the nearly transparent, red SS band on his left arm. I thought he was going to throw up his right arm in a “Sieg Heil” salute and click his heels.
Dr. Debus and von Braun exchanged glances at the blue cloth covering something on their nice conference table. For some reason I was completely relaxed, thinking how much should I tell them. Should I give them something? Say a little tidbit, something to whet their appetites? I toyed with several approaches. “Good Morning Gentlemen!” I started. “I am Bill Tompkins, from Douglas. I’m here, this morning, to present to you a path to avoid pitfalls and get us the Moon.”
I received a few muffled responses. I caught a twinkle in Dr. Debus’ eye, as he motioned to Stacy to open her pad and take detailed notes like, “This is going to be good.”
I began to outline the details of my plan: “Some of us at Douglas are of the opinion that we are not going to get there using your plan, or lack of plan.” Von Braun looked over at Connie for confirmation and started shifting in his seat. My statement made von Braun very uncomfortable.
Connie asked, “How can you be so sure?”
“Because your approach will fail before we get first stage separation.” I waited a moment, letting the full realization of what I had said begin to sink in. I extracted my handy pointer, aimed it towards my viewgraph contraption, and presented my case,
“This is your C-1B facility requirements at the Atlantic Missile Range. To accomplish our purposes we need to review the complex 34, 37 and proposed 39 facilities. What I propose is that the Saturn stage checkout should no longer be horizontal but vertical with in a sealed white room - low and a high bay area for assembly.”
Then Dr. Von Braun sheepishly admitted, “We have had problems with the V-2, A-4, and A-9 and A-10 missiles when they check out horizontally and then don’t fire vertically.”
I nodded in agreement and then moved on to my next topic, “I have reviewed your potential problems with Complexes 34 and 37. We have developed an electronic checkout, controlled computer packaging concept, which is part of the next phase in my briefing. Essentially we have gone to fully automatic checkout and launch control. This system will easily fit in the old blockhouses for the remainder of the R&D phases.”
I then showed them my SM-42107 report; “This document in my hand is the ‘Automated Electronic Checkout Control Equipment Packaging Concept for the Saturn S-IVB.’ This document describes the Douglas electronic control equipment modular packaging concept for your ground support equipment. I conceived these ideas and my team have brought them to life, logistically.”
Glancing around the room, von Braun unbuttoned the top of his shirt and loosened his tie.
On a side note, even still to these days, IBM has been using their Data Star Supercomputer, with the same checkout computer program storage module racks and configuration as my SM-42107 concept.
I continued: “We are recommending that we build a command and control launch center with the same step down theater concept for the Complex 39’s launch center to replace your launch block house, and also the NOVA launch centers and the Houston Mission Control Center.
“Gentlemen, every station will utilize the same computer control systems equipment that we have now. This computerized system that is in use now will not fit into the previously proposed block houses.”
I stopped for a moment and reached for a glass of water that was provided for me by that nice Stacy and then listed some credentials, “We will be using these concepts in the Huntington Beach Systems Integration Facility, at our production checkout L-shaped Module, and at our Sacramento checkout and engine test center. We’re recommending the use of our L-Shaped Module vertical checkout at Complex 39, as shown on page 200. We’re suggesting that the other stage contractors do the same. This, again, is part of our standardization for the entire Apollo Program.”
I showed them a photograph of the U.S. Air Force Strategic Air Command, SAC Post: “This is a twelve-story building buried underground and set on springs. This was a nuclear hard site facility set up with the same step-down theater concept that I designed in Douglas Advanced Design.”
I utilized my viewgraph, “Please, follow along with your handouts. These are the proposed NASA Saturn systems facilities, which Douglas would manage. This would also incorporate architectural and engineering design by subcontracting to build these facilities under our management.”
I turned to Dr. Debus: “Can I borrow your secretary to help me with this?” I asked, as I pulled out my fourteen-foot-long flow chart. Dr. Debus motioned to her. She nodded and walked over to me.
“I would be glad to help,” she whispered.
I then explained, “This is a copy of WS315A Thor/Delta Weapon Systems Development Plan. We need to design everything on a modular basis that can accept change. Everything from the smallest circuit board, to the vehicles, to the facilities needs to be designed with this pattern. It follows four phases:
1) concept phase;
2) definition phase;
3) acquisition phase; and
4) operation phase. It was used on the entire development of the ballistic missile system deployed in Europe. We’re recommending that this systems management technique be used for the entire Apollo production development program. We can even utilize different versions of this for planetary and deep space missions. It will force us at Douglas, and all of the other contractors, to document every phase of our and their developments.”
Dr. Debus understood this immediately and said, “This is going to be implemented on the Apollo Moon Program.”
I smiled, knowing that I had already sold them on my ideas.
I added, “Wait, the good news is still coming.” I said, “Here are your proposed financial statements for the entire Apollo Moon Program. This states that 17.5 billion dollars is needed to develop the program, as it is now. With Douglas’s cost analysis utilizing our four recommended systems, the cost will be dropped down to 1.4 billion. As you can tell, standardization is the key in our concepts.”
I caught another twinkle in Dr. Debus’ eye, as he motioned to Stacy to open her file. She pulled out an official looking document, holding it up to me and showing the large lettered title: “WHAT IF?”
I did the only thing I could think of: give the presentation I had planned. Dr. Debus was tremendously impressed. He stated, “I’ve never seen a documented proposal so eloquently prepared and presented. The concept specifically answered my most important problems for this Moon program. This will provide reliability.” He put his arm around me and added, “You are my prince of my what-if concepts.”
Dr. Debus explained to me, “I see everything in this entire program as if could be a potential problem. Long before the countdown, every part of the entire program needed to be addressed as if that part would fail, simply because it will fail. Bill, we’ll never get to the Moon the way that Boeing and North American have been presenting their concepts to me.” He then threw up his arms and shouted, “Beautiful!”
His praises continued for 3 ½ hours, while Dr. von Braun was impressed with the theater launch control concept. He said, “I would like to learn more about your theater concept and how it would operate logistically. Also, how will the systems engineering management work?”
I replied, “I would very much like to take the time to explain it to you.”
He then said, “Let me get my staff and we will look at your briefing charts and models.” Then Dr. Debus exclaimed,
“No! I will make arrangements to have Mr. Tompkins brief our staff, later.” Dr. von Braun gave a look of surprise and stepped back a little. He had been taken down a peg and I then realized that Dr. Debus was the one running the show.
Dr. Debus made a conscious decision at that briefing to tell me that all four of the documents should be implemented for NASA’s Moon program. He was impressed, “It’s uncanny how you people understand our place in your concept and that your orders of magnitude are more comprehensive than anything that we have been doing on our launch production program. You’ve just answered every potential problem that we have been facing. I’m going to direct my people to put together a systems engineering contract for Douglas to implement all four of your concepts here. Your completely automated checkout and launch concept is brilliant! These systems have to be implemented. Bob Smith, (director and #3 guy in NASA) is going to be pissed! This changes everything.”
Von Braun then left and Dr. Debus and I were still running through questions, “We need this for all of the stages. Not just yours. What if, what if! You are solving the problems with dual computers and multiple systems! This is genius! We have to standardize this on every level.”
Dr. Debus then picked up the Systems Management Program Development Plan. He placed it on the table and said, “This can be used in the entire development of future Apollo and Nova Missions.”
He saw in the phases how he could utilize these ideas for his people in their operations, as well as all of the contractors. He was fascinated with my ideas and he asked, “How did you come up with this great program development plan?”
I then replied, “We developed this plan for the THOR missile development program. Doing this forced us to go over everything that could possibly go wrong.”
After asking a few more questions he said, “That is an unbelievably beautiful tool to develop the Apollo Program. Wait a minute, this wasn’t done by a group. You’re not just selling someone else’s ideas. This must be your thinking. You did this didn’t you?”
I then told him, “I have done the original programming on this development.”
He then asked, “Who are you? You didn’t have a meeting and authorization to come here today. What do you do at Douglas?”
I said, “I am Section Chief of Engineering for the SIVB Check out and Launch Systems and I’ve been in Advanced Design for years conceiving space vehicles for missions to solar systems.”
Dr. Debus replied, “Everything that you presented to me are prerequisites of what we must do for the Apollo Program. Chrysler, Boeing, North American, Grumman’s ideas are so full of holes that it’s not even worth my time to listen to what they have to say. They are all over the place with suggestions, but not a plan. They’re looking at the details and missing the entire picture.”
I said, “Remember Douglas designed the S-IVB stage, technically supporting the lunar module, which is one of the most complicated stages on the Saturn V vehicle. It requires separation, transportation and docking maneuvers; J-2 engine restart on the way to Moon orbit. Also, activation of the attitude control motors to accomplish extraction of the lunar module, in preparation for assembly of the service module containing the command module. They are all major elements of the mission requirements.”
He said, “I know, I know, I know! They are missing what we are trying to do.”
We spent 2 ½ additional hours reviewing everything. He shook my hand and then said, “I am putting you on my Launch Operations Committee, Complex 39 Facility Planning Committee, and Mission Planning Committee. Then, I would like you to technically consult my Systems Management Committee, Mission Control Committee, Facilities and Complex Panel, Launch Operations Working Group, Checkout Project Office, and Launch Project Office.”
This was somewhat of a conflict of interest. I was the only contractor on the Launch Operations Committee. So, Dr. Debus came through and set up meetings to have me brief all of the NASA organizations on my Douglas proposal.
2 My briefing to NASA continued
Knowing that the top of NASA was cleared top secret, I explained our understanding of the extraterrestrial factor affecting the Apollo missions. When, in 1947, what is now, today, Wright-Patterson Air Force base received crashed UFO materials found in New Mexico, they located them on the floor of the big hangar. Knowing the structures contained valuable alien technology that appeared to be hundreds of years in advance of our systems, they called all the aircraft companies’ top designers in: “Get your little asses back here and identify the operational systems, control, propulsion, communication, stabilization, materials and establish precisely how they work.”
They offered numerous companies roulettes; even offered IBM patent rights if they could figure out some of the components that appeared to be electronic, and manufacture them. After our Douglas evaluation, we eventually used the UFO’s modified microchips and circuit boards for our Apollo S-IVB stage and ground support check out and launch systems.
Dr. Debus nodded, while Dr. von Braun seemed to be unsettled in the briefing. I opined that all of the contractors should use this equipment as part of my standardization reasoning. I added that Jack Northrop, who had been designing and building flying wings, personally went back to view the crashed UFO.
Dr. Debus showed an intense interest in our unsolicited concept proposal to provide NASA with a far more reliable method to accomplish their Moon and planet missions. As the model of the S-IVB System Checkout Control Center was out in the open, in the center of the conference table, Dr. Von Braun immediately entered the conversation, asking, “Is this your approach for our Complex 39 Launch Control Center? It’s beautiful. Where did you get those Control Consoles?”
I answered his question, saying I designed them in a way that I believed the Apollo launch control building should be configured.
Dr. Debus jumped in, saying, “I am intrigued; please proceed with your concept presentation.” (The Editor has a copy of the pages of a NASA memo dated 28 August showing that author Bill Tompkins made such a presentation.)
We left the Arsenal and went to a restaurant to have dinner. We sat down at a booth and I saw Sharon’s sister at another booth, down the row. There was a gorgeous, tall blond with a body that didn’t quit and the uniform of the day, a mini skirt. She was with a tall man in a business suit. Before she got up she smiled and looked right inside of me, just like they usually do. She got up and went to the little girl’s room. When she came back she walked right up to the booth and placed her hands on the table. All she said was, “I assume you’re doing it right.” She went back to her booth and the two of them left.
Then Dr. Debus said, “Who the hell was that?”
I quickly replied, “I have no idea. I see them everywhere. I’ve seen them at Crystal City, at the Navy Point Hueneme Missile Test Station, United DC-6 in Orlando, at Bob’s big boy at LAX and a bar in Coco Beach. She was probably one of the girls that follows the classified programs.”
Debus then said, “Well, anyway, I would like to know how you came up with all of these diversified concepts.”
I explained, “For five to seven years in Advanced Design my coworkers and I went over Dr. Klemperer’s study of hundreds of individuals attempting to design unconventional propulsion schemes for vehicles that have the capability to reach the stars. These were electromagnetic, anti-gravitational, ionic, and nuclear and rocket systems.”
Dr. Debus exclaimed, “That’s exactly the kind of thinking that we’ve been looking for. This is classified information and I would like to keep this to ourselves for now. We have a launch schedule of seventy-five Apollo’s per year from 1980 and 150 thru 1990. I want you to stay for the rest of the week and I want to introduce you to several of my top staff. If I could, I would like to keep your model and information in my office. This way we can brief my people and still keep some secrecy and internal control from all of the contractors who are running around Complex 39.”
I then smiled and said, “Dr. Debus…”
He shouted, “Don’t call me that! Call me Kirk and I’ll call you Bill.” We talked for a few hours and as the restaurant closed we left.
Later that night I arrived at my hotel. I went to the front desk for my key and they gave me two letters. When I got to my room my stomach was in knots. As soon as I entered my room the phone rang. I picked it up. “Hello?”
A woman replied, “Bill, You know who this is. Don’t push it too much. You’ve done well enough for now. Did he accept it?”
Then, before I could answer, she said, “He’s already accepted it. Don’t overdo it for now. We’ll be in touch.” She hung up.
I noticed the phone on the nightstand blinking red, so I pressed the button and listened to six messages from the Douglas Field Office. One message grumbled, “Hello this is the Huntsville Field Station Vice President. We need you to come to the office tomorrow morning at 7 o’clock.”
Basically they were trying to fire me for going over their heads and talking to the top of NASA. That night I didn’t sleep very well. The next morning Kirk and I ate breakfast at his house on Kraut Hill. He told me, “I’ve had my secretary cancel all of my meetings for this week. I need you to run over everything you told me, yesterday, with my staff and department heads.”
He got on his phone; he put his hand over the phone speaker and said to me, ”I am on the horn with Smith. I am requiring him to implement your L-Shaped Module this morning and your other tasks by Friday. And, yes, Bill, you are on my mission panel. Let’s have another cup of coffee before we drive back to that bag of snakes as you called it.”
I thought, Let’s see what we have here. The two most important space people on our planet gave me forty minutes to present my new “standardization of everything to the moon concept,” to solve the entire NASA’s Moon / planet forty year production launch mission program. This was very well received.
Thinking back when counting my briefing, Dr. von Braun, being the Space Beltway salesman said, “Your whole concept sounded like a good approach.”
He headed out to his late lunch. Dr. Debus, being the real brains of NASA, stayed with me in their conference room for three more hours, reviewing my concepts. We left the base and had a late lunch. Dr. Debus, being fascinated, continued to discuss the ramifications of such a massive change; not only to NASA but to all the major contractors and the thousands of subcontractors.
He said, “This is what we must do, but Boeing and North American will definitely be pissed off.” We continued to discuss the changes throughout the evening. He was so impressed that it answered the most important problem concerning him since the start of the Moon, Mars and planet programs.
3 Fire the SOB
Over the next few days Dr. Debus arranged several meetings for me, in which I would brief nearly all the top NASA department heads of our Douglas concept. I received, at the hotel, numerous messages from Santa Monica Corporate and the Douglas Redstone Arsenal Field Station, who of course, were not in attendance at my briefings.
My briefing did not have the approval of my Engineering VP, but he gave it when I got back, as we were the Douglas Missile & Space System Division. But, certainly, at that time, I was unaware of the tremendous control that Manufacturing had over Douglas. They carried the big stick and controlled everything.
By the third day of my briefings, Bob, one of our reps at Huntsville, called me, “Manufacturing was screaming at the DAC Huntsville Field Station Vice President.” He said they said, “What the hell is that fucking engineer talking to the two top NASA guys for? He is telling them that I will have to use his Douglas Engineering’s goddamn test equipment. I already have my entire subcontractor manufacturing test equipment being updated! That damned ass draftsman is going to cause me to slip my schedule.”
What he really meant was he will have to cancel all of his ‘under the table’ contract deals with his old drinking buddies’ test equipment manufactures’ that are keeping him in his Las Vegas lifestyle. I took a breath.
He went on: Manufacturing said, “NASA is never going to put up with slipping a schedule like that. Who the fuck is this asshole engineer? Fire the son of a bitch and his fucking engineering vice president boss. The two of them will fuck up my manufacturing contracts.”
So, eventually my briefings with Dr. Debus and his staff ended and I went back to Santa Monica. When I arrived and went into the Santa Monica Douglas Building, I heard the news.
My boss, Gary Langston, came up to me with a grim look on his face and said, “It is all over the plant. You’ve been fired.”
My heart sank to the floor, but I noticed a small spark of hope in his eyes. He then said, “Grab your coat and let’s go get a cup of coffee.”
This is how we discussed things without the company breathing down our necks. We spent most of the day at the coffee shop. He asked, “How did it really go?” I explained all of the information Dr. Debus relayed to me. Gary was extremely excited. It was almost as if he thought the whole plan was still in the works. He was even surprised that I got into the maximum security military Redstone Arsenal without authorization. At the end of our conversation he said, “Everyone in the plant might think that you are fired, but you’re not.” We both went back to my office to discuss my trip report with my staff in engineering. Of course, everyone in my section was excited.
One of my guys, Cliff Noland, busted out, “Let’s celebrate! Our concepts are on the market.”
Ralph Malone, my lawyer, stated, like he was my father, “I’m proud of you Bill.”
Later that night, we all proceeded to have a few drinks, saluting how well NASA liked our ideas. They wrote a memo dated August 31, 1962 stating that our DAC concepts were “relatively new.” The image on the prior page shows the distribution list that includes me and Dick Summerl, a colleague of Dr. Bob Wood, who is the editor of this book. I was a legitimate member of the NASA Launch Operations Working Group at that time.
We spent the next eight months defining the facility requirements for the SIVB at Sacramento and the Complex 39. We received a $36 Million systems engineering contract from Dr. Debus. So, now I’m not fired, I’m a hero! We detailed numerous studies to Douglas Corporate presenting detailed recommendations that the Douglas Company submit our proposals to NASA for
(1) a total systems management program,
(2) a complete facilities development contract,
(3) the standardization of all contractor and sub-contractor stage hardware, and
(4) the design and control of the launch operations at the cape and mission control in Houston.
That entire year of Apollo system integration of our section, after I returned to Douglas, was somehow under the facilities section. Through the facilities section, all of our work was accomplished with no direction, whatsoever, from J. Tiedemann, Facilities Section Chief.
I was present when the Douglas Corporate Senior Vice President and presented these recommendations to the corporate office. In these briefings it was continually stated that the information that my section developed, which we were proposing unsolicited bids for, was based on inside information from NASA management and Dr. Debus and that I was on his launch operations committee. I had the inside scoop. All we needed was their okay. We desperately tried to explain to Corporate that we had the inside advantage and the ideas were already in motion. We were way ahead of the competition with the computer controlled check out and launch systems; probably ten years ahead. Unfortunately, they procrastinated while Bell Telephone, Boeing, North American, Rocketdyne and Grumman seized the opportunity.
Southern California was the center for aerospace at that time. The weather and healthy economy gave the area the ideal situation for the industry. Since my ideas and designs were so heavily modified, the entire program moved out of my hands. Aerospace was moved to Houston, Texas. Vice President Johnson gave Texas the boost, to satisfy his pork barrel promises. The entire shift was insane. We had all of our bases covered in California. The facilities were by far greater in California.[typical political move DC]
CHAPTER 23
YOU CAN’T DO THAT
DRIVING ME
Trying to establish just how and where all these thoughts and concepts develop in my brain proved to be a very difficult thing to answer. In the early Think Tank days they just came to me and I simply accepted it. But later, I did at times question it. People in engineering would say, “Bill, you’re off your rocker.” It wasn’t that my solutions given were unacceptable. It was the way I was driven to accomplish the program that was uncanny. I must emphasize the word “driven.” The idea that aliens were behind my thoughts was far out. However, the possibility that aliens had agendas for this planet, and that certain people had been selected and technically- and telepathically-assisted to accomplish these agendas, was becoming a real possibility in my mind.
Not only was it very hard for me to understand that 98 % of scientists and engineers are specialists. It was hard for them to understand the importance of other fields of engineering; let alone, how the entire program would operate.
Even with my own section people, I continually created enthusiasm by informing them of program changes and the primary missions, Moon, planetary bases, and deep space star missions. Some of my engineers simply did not accept it. They could not visualize the importance of our mission into space. Our manned Mars missions seemed to be unacceptable. Let’s say that you are a systems engineer and you look at the total program, the big picture; that’s your job. Apparently, I was the big picture guy. I saw the insurmountable problems; I conceived a solution plane and went alone to the top man on the planet (NASA), sold it to him, and it worked.
1 Pre-Corporate proposal
I again instructed my staff to take our already-designed concepts and specifications and rewrite them into four unsolicited proposal packages for me to present to Douglas Corporate management. It turned out, for a second time, that when I conceived and developed these concepts, I was to present them to Corporate. I always had rough models built from my concepts; they allowed for quicker understanding of my proposals by everyone involved in engineering. Later on, I had a detailed model built that I shipped to the Pentagon. This was for my pitches to the Air Force and Naval brass, to give them a better understanding of our proposals, always presenting a totally new concept of their weapon system. Basically, I would use it in my presentations to the customer. As I said before, on my briefing to the NASA brass I had had the Douglas model shop build a large 6 x 6 ft. scale mock-up concept model of my step-down theater section of our S-IV stage systems integration control center. I explained to NASA that we at Douglas were already using this system for every operational station on the Apollo program.
Continuing on with my proposal to NASA, I stated that Dr. Debus and Dr. von Braun should use the command control concept that I recommended years earlier, by integrating it into a full command launch center. I had told them to forget their underground blockhouse and build the concept launch center in a building with a theater-type arrangement, way back to the vehicle assembly building location. Dr. Debus had retained my control model at NASA headquarters to instruct his top division directors.
Gary Langston was in full support, but his boss Harold Potter, Vice President of Engineering, said: “Bill, you can’t do it; it will jeopardize our S-IVB contract. Corporate Manufacturing refused to buy it, saying, ‘You can’t change the entire Apollo Moon Program!’”
I replied, “I already have changed it. It’s been approved by NASA. This is a production launch program into space with unprecedented reliability requirements. I know nobody else sees the problem; nobody is standing back and looking at the big picture.”
2 The Corporate proposal
So, on April 15, 1963, with A.V. Smith’s backing, I presented a watered down copy of my briefing to NASA to Douglas Corporate. I made the pitch, explained that my study of the NASA Moon development program disclosed a total lack of definition on the part of NASA. NASA is expecting leadership from industry to define their job. It was insane: Douglas Manufacturing Management was waiting to be told what to do. Boeing was preparing proposals for full management to Dr. Debus, to design and manage the entire lunar program. Boeing’s marketing continued their position so that industry “could accomplish the program more efficiently than NASA.”
Boeing even prepared proposals for full management checkout and launch activities on all stations at the Atlantic Missile Range (AMR), C-1B facilities complex 34, 37 and the proposed 39, even the assembly and launch buildings – none of which Boeing had never been involved with, because Douglas was the only contractor on all the early Apollo Program, except the old and now excluded solid rocket Chrysler booster. DAC Engineering commented: “Chrysler was the builder of the stage C-1 and C-2 booster, not Boeing.”
I explained that, in my briefing to NASA eight months previously, attempting to use the Complex 37 Service Tower, in some closed configuration for the Saturn V Launch Vehicles, was unacceptable. This filthy structure concept, like in an open field, would never work. We were going to have to go back to the white room (clean room) concept, not just for the S-IVB upper Stage of the Apollo Vehicle vertical checkout stations, but also for a final assembly and check out vertical building with complete air conditioning capable of withstanding category 5 Hurricanes. Complex 39 must have the same quality controlled environment that we at Douglas have designed for the S-IVB stage.
Somebody interrupted me again. “WERE DAMNED SURE NOT GOING TO DO THAT HERE IN MANUFACTURING”
I thought, “Oh yes you certainly will.”
I continued to state that every operation on the Apollo program - from the smallest microchip to a 360 ft. high Saturn V Apollo Moon vehicle - must be controlled in a white-room environment. To meet Dr. Debus’s production launch schedule, it was a prerequisite that the vertical assembly building designed so that additional identical Complex 39 Vertical Assembly Building sections could be added off the left side along with the S-IVB stage L shaped assembly modules and the North American S-II stages can be added on the opposite side of the building.
We had total lack of definition by NASA for the anticipatory proposals. We in engineering understood that NASA was incapable of managing a program as complex as the Apollo Moon Program. They expected leadership from industry. Douglas manufacturing were waiting for Daddy to tell them what to do. Daddy had no idea what to do and it was imperative that we had to plan the total Moon program ourselves and submit it to Dr. Debus at NASA’s Headquarters in Huntsville Alabama. NASA’s contract requirement to Douglas, for the Special Assembly Building (SAB), was totally unacceptable.
Because of extensive problems, which I continually encountered in the checkout and launch systems of all of the Air Force and Navy missile programs - such as when the vehicle checkout in a horizontal position and all systems are finally operating correctly - we erected the vehicles such as the Air Force WS -315 IRBM missals to a vertical position for launch. Many of the electronic systems failed because of the different positions of the vehicle in a horizontal checkout position and a vertical checkout position. Boeing, not being in the field, would never have even been aware of this, or of hundreds of other system problems.
“Stop this shit,” one of the guys said, picking his paperwork up and storming out of the meeting. The atmosphere in that meeting was negative and very forbidding, evil to the extent that I got a cold sweat. Now we must understand that all of these people on the memo are not dumb; nearly all of them are VPs. Did they already make up their mind before the meeting not to go there? Did someone influence them to close their eyes to the most profitable next thirty years in the history of Douglas, let alone the United States, leading us into the Galaxy? Why did they back away from this massive opportunity? Did the reptilians now control the entire corporation?
3 My Corporate pitch of the memorandum
The memo documenting this presentation is the minutes of the Product Planning Committee chaired by Charles W. Hutton. The minutes of this meeting are shown nearby.
It was stated by me that Douglas was in a unique position, in terms of being the only industrial contractor on the Apollo program for production launch operations at the Cape. No mention of the Star Girls’ telepathic assistance was made.
4 What are you saying?
After Dr. Debus and von Braun’s acceptance of all my recommendations changing the Apollo Programs, and at Dr. Debus’ suggestion, we - in my section - continued to develop all of my NASA management proposals, essentially to take over most of NASA’s Apollo/ NOVA production launch missions to the planets.
5 The unbelievable failure
Both the public and Douglas management’s understanding of the Apollo Moon program was that it would send men to the Moon, land, take photographs, collect rocks, and return. That, however, was not, and never has been, NASA’s Apollo Moon program. Only a few of the principal people that were involved in these missions knew the Apollo Moon programs’ real purpose. Others, when exposed to the truth, ignored it and contributed to the failure. What is the truth? I am going to answer that question.
Back at Douglas, in engineering, I had already been assigned by Dr. Debus to his NASA Apollo mission planning, launch operations committee, and facilities operations committee. My section and I had completed our third rewrite of our brochure called Purpose. It was to familiarize Douglas Management with the massive potential production business in the Apollo / NOVA missions, facility operations management, servicing, and production launch programs.
In addition, my section was to share some support with the Think Tank in the trade-off configurations of very large Naval battle-cruiser designs, utilizing electromagnetic and or electro anti gravitational propulsion, and provide the capability for missions to Alpha Centauri and 11 other of the closest stars. In the 1960’s almost no-one could fathom the value of these assignments.
Just after my unsuccessful pitch to Corporate, another strange thing happened.
Throwing up his arms in disgust, Cliff said. “What the hell is going on now?” “Two more of our group engineers in our section disappeared,”
Ralph answered. “Where did they go?”
“When we called their telephones at home they were out of service. Their neighbors told us that big unmarked trucks came at night and removed everything and the house was for sale.”
“Who’s behind this?” Cliff asked.
Ralph Malone said, “I saw two manufacturing guys from Cicero again last week. You know, Bill, the two reptilian bastards that were screwing up our S-IVB checkout procedure meetings with manufacturing last year?”
I answered, “There must be reptilians at the very top of manufacturing management in Douglas. They are preventing us from implementing all of our engineering proposals that I have presented to Douglas Corporate to manage all of the NASA Moon and Mars mission program?”
Ralph added. “Could it be Goldberg, in facilities ' Ralph added "He is more manufacturing than engineering.”
Cliff said, “He only addressed our S-IVB test stands at Sacramento; never got involved in the systems integration check out at our new Huntington Beach Center - not even in any of our facilities at Huntsville or at the Cape / Cocoa Beach for Complex 34,37 and the proposed 39.”
Several days later, walking into our section at 7:00 a.m., Jessica didn’t greet me with that naughty smile. “Where is Jessica?” I demanded.
“You were still up at Sacramento playing test director; she did not come in Monday,” Ralph answered.
“Not here for two days and nobody called me?”
“We didn’t want to worry you.” Cliff said. “Her phone was dead and I went over to her apartment Monday morning. Her manager and I went in; some of her things were missing, like her suitcase. Her manager suggested maybe she was going on a trip. Bill we are all really worried.”
“Cliff, you’re worrying me.” I said.
“It appears someone has continually caused our top staff and senior group engineers to resign from Douglas,” said Ralph, trying to soften the Jessica blow.
I immediately tried to implement the procedures necessary to telepathically contact her. Not being an expert at that, I was unsuccessful.
Cliff said, “Bill, I tried that last Monday and it didn’t work for me either, so I called Admiral Collins of Naval intelligence with whom you worked. The Admiral initiated a search that morning.”
Bob jumped in the conversation with, ”Hey, you guys, Art Dunseith of Structures said he saw a marked up engineering organization chart, showing that you, Bill, have been moved up to Staff of all systems and you, Cliff, are up there too. I didn’t see where you were, Ralph.”
Cliff said, “It’s about time; we have been doing the entire Apollo program systems for three years.”
“This puts us back to our problem with Manufacturing,” Cliff added.
“It has got to be the Reptilians who are telepathically making our people get out of Douglas.”
“Good try, Ralph,” Cliff added. “I think it’s the fucking Corporate manufacturing V P’s using their Reptilian gangs to break us up.”
Still thinking about Jessica, I said, “Yes you’re both right; that’s the same thing, you guys. Apollo is broken, and if we don’t fix this now we’re not going to get off the planet for another 500 years."
CHAPTER 24
DOCTOR DEBUS RECOMMENDS
1 Doctor Debus recommends 1963
AS DOUGLAS SINKS, DR. DEBUS RECOMMENDS ME TO NORTH AMERICAN AVIATION, ROCKETDYNE, NUCLEONICS AND ALIEN HOBBIES.
“You know who this is,” Jessica said telepathically. “Hey Billy, I’m on another mission; heard you got the boot from manufacturing. Those assholes at Douglas; not to worry, you are still on Dr. Debus’ mission planning committee. Call him now; he has your next assignment. You’re really going to have fun over there.”
I asked her, “Where are you?”
She said, “Quadrant 45001; no fun like we had.”
I said, “Where’s that?”
“Right next door to Orion; call Dr. Debus, everything is established. Whoops; my commander is yelling for me; got to go. Love you.”
Because of my unsolicited, major change to the entire Apollo Moon proposal a year earlier, I was fired at Douglas. This was for going over corporate heads. My presentation was to the two most important space people on the planet, Dr. Kurt Debus and Dr. von Braun, the head of NASA. Their acceptance of my system engineering and standardizing concepts ricocheted off the Douglas Manufacturing walls. I was the bad guy, the one causing them to slip schedules. Dr. Debus was so impressed with my depth of the alien threats and their implications with the Apollo and Naval missions that he appointed me to his Mission Control, Launch Control and Facilities Planning Committees. A call to Dr. Debus and I was on board the next week at North American Aviation, Rocketdyne, a NAA division and Nucleonics, also a division of NAA, at a director level in advanced technologies research.
Part of my presentation to NASA included a concept that, if we utilized my plan to go to the Moon we could do it by using existing Rocketdyne liquid rocket engines. These could also support the Naval exploratory solar system planets and their Moon missions. The Navy’s missions, however, would require entirely different propulsion systems, as my studies conceived in the Douglas Think Tank back in ‘54 had established. All of this was above top secret, so Dr. Debus had a difficult time explaining what my mission should be, without violating security. He said, “Now, Bill, you and I know how far ahead our alien competition is, and how far behind we are.”
“Affirmative,” I agreed.
“If possible you must utilize the same technique you used to slide in the back door of my office and ‘get them on board,’ as Admiral Conner says. “Everybody is running with the ball in the wrong direction; you know who I mean.”
He added, “Bill, you have got to get them to back off. I hope to be out there this spring but this is your mission and we both know how important it is.”
I fully understood precisely what he meant. They are all designing, building and testing massive nuclear propulsion engines for Naval spacecraft cruisers: GE, Westinghouse, JPL, Convair, Boeing and. North American, who formed the Nucleonics Division. What Dr. Debus could not say over the telephone was obvious to both of us: develop anti-gravitational propulsion.
2 Two more star girls
OVER FORTY HOBBIES AND THE UNBELIEVABLE ORGANIZATION CHART
I felt bad leaving Douglas in Santa Monica on a Friday and Jessica’s warm affection. Then one week later on Monday morning I entered NAA Rocketdyne in Woodland Hills (Canoga Park that was only seven blocks from our home with a pool, on the Clark Gable Hill overlooking the Valley). Add this is to my gratification of having two more really very nice star girls. Then, I was really excited to discover that these new star girls excelled in space powers.
Sashaying into my office came another beautiful dream. She was wearing the Douglas ‘uniform of the day’, the miniskirt.
“My name is Tiffany. Your vacation at Douglas is over. I want you to understand. Are you listening to me? Von Braun is a lot smarter than you think he is. He was into capturing the planets around Alpha Centauri before you got out of first grade.”
“Now, Miss Tiff…whatever...”
“Don’t Tiff me little boy or I’ll sic the SS/CIA on your back.”
“Surprise! No, you won’t, little girl because I know a lot about you.”
“I have hunch you are the Nordic type and are on our side.”
Walking around behind my desk she kissed me on the cheek, saying, “This is really going to be fun.”
Nucleonics is a division of Rocketdyne, or NAA, depending on who you are talking to. It’s one of my hobbies, as my new secretary Tiffany calls them. She said. “Well they’re on the project & program management team personnel June, 1, 1964 organization chart. Actually, you’re all over that fucking chart and that’s why you got me, the most desirable pussy on the planet, and that bitch Brittany to help you do it.”
“Yes, my name is all over the chart from advanced technology, ion, electromagnetic, antigravity propulsion, through Apollo, Thor-Atlas, F-1, H-1, J-2, P4-1, Gemini, LEM descent, nuclear space engines, nuclear nozzle systems, Phoebus feed systems, research programs, Apollo S-II stage, SE-5, transstage, proton, space engines, space materials, nearly all of which I was heavily involved in for 12 years at Douglas in the Tank,” I said.
Tiffany replied, “That’s the whole fucking requirement for this division.”
Ignoring her, I said, in a cold sweat, “This is really weird. Tiffany. Do you remember the CSI back in ‘53 and Dr. Walther Riedel at NAA that I told you about?”
“Well, yes; he is one of the top guys here at Rocketdyne.”
“Be a good little girl and find him for me, will you? And snoop around and find out how much of this chart stuff that we are responsible for is reverse-engineered.”
“I’ll check all the locations of the off-site meeting and labs. That’s where it is all happening; not in engineering.” “You mean alien things, right? Okay, but don’t call me your little girl: I am 5’ 7” without my 4 inches.”
“Well, Tiff, listen to this, it just happened again. I have been thinking about the switch from Douglas to North American and Rocketdyne and I felt like that I had left this planet for a while; like three months between Douglas and Rocketdyne. Like I went to a different galaxy and came back in reality only one week. And I was plopped down with you in the middle of a desperate attempt to develop the systems necessary to actually have all of us leave the planet and yes, move to another star’s planet.”
“Well, Billy, I don’t give a fuck about the rest of them, but if it is just you, sweetie, and me to the other star’s nice planet that is covered over with a Las Vegas. I am ready. We can keep fucking forever.”
She continued: “But yes, I am supposed to help you to analyze all of those tasks on the fucking chart, establish which ones have possibilities, which ones are just full of shit, which ones will really work and get us back to the stars.”
“Slow down Tiffany, ‘back to the stars?’ Who do you really work for? Are you related to the Zombies at Douglas?”
“I’ll never tell.”
“And, no, Tiffany; you just described Brittany’s assignment. Your job is to keep me out of trouble.”
Tiffany replied, “That’s never been one of my attributes, and I am trouble.” Continuing, she said, “That bitch Brittany though, is just a file clerk. And, by the way, she still hasn’t welded the steel rings to our file cabinets for those heavy clumsy L-angle steel bars that keep our stuff secret.”
“Brittany is not a welder, Tiffany, and you know it.”
“Well, Billy, she hopped right in the conversation last week when security was going to throw all of us in the pokey because we didn’t conform to their security requirements.”
“She said I will weld them up myself; you heard her.”
“Oh, Tiff, if you weren’t so cute you couldn’t get away with half so much around here.”
Tiffany rambled on, “Security said we must have those removable rusty L-angle steel bars with the support ring welded on top and bottom of our steel file cabinets and combination locks on all twenty of our classified file cabinets by the 5th of the month and it’s the 29th now. Brittany is also a slow welder, too. And if she is so smart she would get us some real file cabinets with built-in locks; you know, Billy, like the ones at my Daddy’s bank, only painted bright pink with purple flowers on them.”
“Oh boy, I am in trouble?”
3 The Program Chart Part II 1964
As I have said, after I left Douglas. I started working at the North American Aviation Inc (Rockwell) Rocketdyne and Nucleonics Division in Canoga Park, California. I was appointed Facilities Program Representative for Research.
“Who’s missions?” Tiffany asked me.
“Well, Tiff, Dr. Debus wants you, me, and Brittany to continue my Douglas Tank Naval galaxy penetration.”
Here I am, developing exotic unconventional propulsion systems at Rocketdyne, that I designed at Douglas in Advanced Design Think Tank - twelve years ago, with Dr. Klemperer’s ion, electrometric and gravitation propulsion. I brought the NAA Apollo S-II Stage Program Office up to date on NASA’s ( Dr. Debus’) production launch operation to track all the equipment necessary to build the Navy’s 2,000 man base on the Moon.
I was facilities program representative for all classified nuclear propulsion systems at the Nucleonics Division. This organization chart shows me as the Rocketdyne facilities program representative for seven projects. Also, a representative for top secret Naval vehicle rocket fuel stations on planets, appointed program representative for all the top secret advanced technology programs, and appointed facilities representative for the nuclear space engines Phoebus systems.
I was also appointed facilities representative on the top secret ion, electromagnetic and antigravity propulsion programs, with test and operation facilities at the Yucca Flats Nuclear Testing Site, Nevada and White Sands engine test center. What is so unusual about this is that back at Douglas I did concept studies of ion and nuclear propelled space ships. I utilized data from the Douglas / RAND Corporation to define requirements for Rocketdyne study of developing nuclear propulsion for Naval spaceships and testing them at the same Yucca Flat Facilities. We frequently exchanged design and operational data between liquid rocket and nuclear propulsion, in an effort to reduce development time.
Because of my Apollo / Saturn total program mission, launch and operation knowledge, I monitored and modified the North American division Saturn S-II interface reviews that were held at their systems integration facility in Redondo Beach California. This facility had a low bay vertical assembly building that I designed at Douglas, as support to their S-IVB stage Apollo Launch Complex at Cape Canaveral. They were my L shaped modules located on the side of the Vertical Assembly Building called “The Barn,” then the world’s largest building for production launchings of Apollo Saturn V vehicles with S-2 stage assembly, system integration and check-out.
No, I am not at Rocketdyne this morning. I am standing on the top level at NAA’s Apollo S-II Stage production assembly and checkout building, located at Huntington Beach CA that I designed in 1958 at Douglas and sold Dr. Debus as the standard Apollo L Shaped Module assembly and checkout structure with its step- down control center. It’s also the same at Complex 39.
This one is still under construction. I ran into Wilson Rentals, the NAA construction rep, Robert Davis, their system checkout specialist type, and Arthur Teheran, their stage manufacturing manager.
“Hey, over here, you guys!” I hollered, over the construction noise, while pointing to another L Shaped Modular building, inland of the Apollo Stage transportation highway to the Navy Shipping Docks to transport our S-II stages and on to NASA’s launch center at the Cape, already under construction. "That’s my Douglas S-IVB production assembly and checkout building; it’s already finished.”
Davis complained, “Is there anything you haven’t designed on the Apollo program?”
“Well, Bobby, not really; just several microchips in the guidance system, but I have thoughts on them, too.”
Art said, “You fucking Douglas types are all alike; you have got to be from another world.”
Back at Rocketdyne Brittany was unbelievable. She was preparing my itinerary and all the stuff necessary for me to enter the way above top-secret Jackass Flats Nevada on Test Center. I was looking at her and, yes, she is a vision. She senses that I am staring at her and gets wet between her beautiful long legs. Brittany giggles mischievously, one of the most adorable blonde Nordic babes in this part the galaxy. Telepathically reading my mind, she said, “No, Bill, we can’t do that now; we must get you ready at LAX to jump in the NAA Saberjet at 0500, I’ll drive you over.”
Like my secretary at Douglas, she is fantastically brilliant, with knowledge of virtually every element of every weapon system in the U.S. and the rest of the world. She has told me, several times, that there is nothing wrong with a girl that thinks like an alien; this was while she was expressing her sexuality with me. She is a nice girl, with a very desirable sexual body, and a rebellious attitude. There is no denying her beauty – and, even more important, she knows it.
I started contemplating entering, yet again, another classified base that didn’t exist and which was funded with black dollars, all with no accountability. It was possibly heavily influenced by alien beings.
For the past nineteen years I have worked in these organizations that have all been influenced by aliens. I did not know then that I would be spending the next forty years on programs that would take me all over the country, to military bases and contractors with the top Naval and research personnel involved in programs that were improved by encounters with gorgeous, golden-haired, alien, sex goddesses. At 10,000 feet I was now flying over southwest Nevada, past the 4,900 foot Yucca Mountain, to the valleys below, in a spectacular sweep of desert landscape. It was ringed by the Funeral and Chocolate mountain ranges, colored by blue gray sage, and pocked by red and black cones that represent the entire area’s last gasp of volcanic activity.
Jackass Flats’ electromagnetic, antigravity, photon, ion, and propulsion test center is a reality from nineteen years earlier, at Douglas. This is when I designed those long 2.5 kilometer Navy space battle cruisers using Dr. Klemperer’s unconventional propulsion schemes. Elements of those starships were also under test at China Lake, Muroc, White Sands, Los Alamos, Alamogordo, Roswell, and Albuquerque. They are all beautiful at this time of year, and they all hold a sinister alien influence, one that governs the outcome of this country’s penetration into the galaxy.
I was talking with Robert Davis the next week about the L shaped module stage assembly and checkout systems, and trying to justify these two sex kittens at Rocketdyne. You could say they gave them to me because of the important job I was to implement, but why gorgeous things? But it’s more than that. These girls are aliens assigned here to see that the Apollo Moon program will accomplish its goals.
“Well, Robert,” I said, “there are these nine different types of unconventional propulsion that Rocketdyne has selected to develop that are really blue sky unconventional propulsion. I mean, this is not even applied research; it’s really Flash Gordon-type alien thrusters. They are even testing laser propulsion; not just laser weapons.”
Robert asked, “You mean laser guns?”
“No. Well, yes, we got that too - but laser propulsion.”
These guys have even established a complete Rocketdyne Division called Nucleonics, for seven different methods of nuclear aircraft / spaceship propulsion, all with massive, lead-shielding so thick you can never get the airplane or space ship off the ground.
When I arrived at Rocketdyne they gave me nine packages of twenty file-cabinets full of reports on each system. Included in those packages were these two cuties sitting on top of the documentation file cabinets in minis, crossing and uncrossing their beautiful legs.
“Oh, you’re kidding me, Bill,” Robert said.
“No, really, Robert, that’s the way I met them.”
“You are full of shit, Bill.”
“Well, maybe, I stretch it a bit, but when I was introduced to the two of them, the shock of knowing that these two hot alien beings were mine to play with was overwhelming.”
Then, the next week, Fred Packman, who was the NAA S-II Systems program proposals guy, came over to my conference room for another rain dance. After the briefing that I presented with support of my new secretary, Fred said, “Bill, I know the San Fernando valley on this side the Hollywood hill is loaded with them, but, Oh, my God she is not from this planet.”
“Well, yes, but don’t let this get around Fred; she is something of an alien sex goddess. She still looks seventeen. Tiffany believes that she was put here, on this planet, to teach us mortals the treasure and pleasure of true sexual bliss. As you can see, Tiffany loves to flirt and her lust parallels her passion for control, by utilizing her substantial 5’7” sex goddess assets.
“With that long blond hair she is the kind of girl that can detect that you need to get some. She will select you telepathically for a specific mission, inform you of her mercy sex, and send you on your way to develop exactly what you really need to do that will meet the requirements of that specific weapon system. Then take you to her pad and have sex with you, until you pass out. The next morning you will wake up wondering if it really happened, because she could just be controlling your mind. Or, was it all just a dream, a hot, wet, wonderful dream, with a happy ending?"
“Where do I sign up, Bill?” was all Fred could say. Then, in walked Brittany, my administrative assistant, in a low cut blouse.
“Unbelievable!” Robert muttered to me, adding, “Are they both tall Zombies, with really nice figures?”
“Yes, Robert, but we don’t call them Zombies here. Don’t get me to try and explain why, because, like you, the really big ones, turn me off, too. Like Tiffany, Brittany loves to flirt. They’re both spoiled rotten hotties from well-to-do families, living Nordic lives, on this planet, here in the San Fernando Valley.”
Brittany lives for the looks she gets when she doesn’t wear a bra and when she’s letting me see those perfect thongs.
“Hi guys. I am Brit,” she popped down in a chair, letting her mini slip all the way up. “You have been chewing his head off all afternoon, Bill. It’s 6:00 p.m.; happy hour. Time for you to buy me a margarita.”
“I am, Robert…”
Brit interrupted, “Oh, I know all about you, Bobbie; you are the only one at NAA that understands the Apollo Program. Billy tells me everything.”
“Okay, Brittany, back off. Give me twenty minutes and I’ll take you to Dean’s place.”
Robert said, “That’s okay, Bill; I can take Brit with me now.”
“I am ready now; let’s go, Bobby."
"See you guys in twenty.” I finished my stuff and went to my parking place. The parking lot was nearly empty. Tiffany was sitting on my caddy’s hood, straddling it with a big open smile behind the caddy hood ornament. To lift her off that position was not easy. Her blue string bikini got caught on the ornament. With my hand up in there, trying to untie her from the ornament and with her arms around me, she wiggled that perfect little ass of hers and loved it.
She kissed me, while standing by the car. In the car she hit me again with, “It’s already Thursday, Billy boy, and you haven’t accepted my offer to Vegas Friday night. I have Daddy’s suite at MGM for the whole weekend. Like I told you, you can tell your wife that you must fly to Jackass Flats for the three days; it will be our first honeymoon.”
4 Program Goals 1965
APOLLO SATURN-V ROCKET ENGINE PROGRAM GOALS.
Over at North American’s Program Directors meeting, in their big conference room, with everybody in California, they were waiting for my Apollo outline report.
Tiffany, leaning over, and putting her face next to mine, so they couldn’t hear her, said. “Who found out you were going to report on the big picture? Your plan to penetrate the galaxy? It’s right out of Flash Gordon, in last Sunday’s comic strip. You, Billy, had better feed it to them slowly, or they will fire both of us. These people are living in the dark ages.”
“That’s why I brought you along in that red mini - to distract them. I’ll sell the top guys my changes that will continue to be a part of our way of life for thirty years, as Dr. Debus had defined. Not just three or five research Saturn-V flights to the Moon, but hundreds of missions to all the solar system planets and their moons.”
“But, Billy, don’t tell them hundreds of missions, or that this program may continue to the year 1995. They will kick us right out the door and have us locked up.”
“Right again, Tiffany; I will play the entire program down and make arrangements for a meeting later, with only their top guys.”
Two weeks later I was presenting a long range mission; it utilized my revised plan to the top people on the program. In my S-II New Business Plan our goal was also to send large Naval spacecraft to other stars planets. We would also utilize the old Douglas Post Nova Vehicles, which were over 600 feet high.
Some NOVA vehicles were only two stage configurations, with twelve first stage rockets strapped around a single second stage vehicle. Others were four stages that were forty times heavier than the Apollo vehicles. The family of NOVA designs by Douglas is shown clearly nearby.
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NORTH AMERICAN S-2 PROPOSALS-237s
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