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2. The 1989 Plan to Decommission the WTC The business plan for demolishing the World Trade Center was developed no later than 1989. Read carefully the following article from Rense, http://www.rense.com/general47/pulled.htm WTC 7 ‘Pulled’ By Silverstein, FDNY - Were Towers ‘Pulled’ Too? From Judy Singer
Does this suggest pre-positioned explosives in the Towers? Hi Jeff - While surfing the net, I came across this information as shown below. It appears that the WTC Center buildings had ‘been pulled’ which is why the World Trade Center buildings collapsed. I heard Mr. Silverstein’s admissions on my computer audio file. There have been so many conflicting reports. However, I do believe this report substantiates why the WTC buildings finally collapsed, as sad as it is! PBS Documentary: Silverstein, FDNY Razed WTC 7 By Jeremy Baker In a stunning and belated development concerning the attacks of 9/11 Larry Silverstein, the controller of the destroyed WTC complex, stated plainly in a PBS documentary that he and the FDNY decided jointly to demolish the Solomon Bros. building, or WTC 7, late in the afternoon of Tuesday, Sept. 11, 2001. This admission appeared in a PBS documentary originally aired in Sept. of 2002 entitled "America Rebuilds." Mr Silverstein’s comments came after FEMA and the Society of Civil Engineers conducted an extensive and costly investigation into the curious collapse of WTC 7. The study specifically concluded that the building had collapsed as a result of the inferno within, sparked, apparently, by debris falling from the crumbling North Tower. In the documentary Silverstein makes the following statement; "I remember getting a call from the, er, fire department commander, telling me that they were not sure they were gonna be able to contain the fire, and I said, ‘We’ve had such terrible loss of life, maybe the smartest thing to do is pull it.’ And they made that decision to pull and we watched the building collapse.“ [This can be heard in the audio file http://VestigialConscience.com/PullIt.mp3. Thanks to Sir Dave ‘tmo’ Soule for transfering this from the video to an MP3 file. "America Rebuilds," PBS Home Video, ISBN 0-7806-4006-3, is available from http://shop.pbs.org/products/AREB901/ .] Mr. Silverstein’s comments stand in direct contradiction to the findings of the extensive FEMA report. They even negate Kevin Spacey’s narrative in the very documentary in which they appear; "WTC 7 fell after burning for 7 hours.“ If it had been generally known that the building was "pulled“ wouldn’t Mr. Spacey have phrased it that way? In the same program a cleanup worker referred to the demolition of WTC 6: "... we’re getting ready to pull the building six.“ There can be little doubt as to how the word "pull“ is being used in this context. [This can be heard
in the audio file This shocking contradiction is yet another curious twist in a disturbing series of events surrounding the "collapse“ of WTC 7, and the WTC complex in general. Among these is the fact that, in all the history of high-rise fires, not one has ever resulted in a collapse. On 9/11 three such anomalies were alleged to have occurred. Those who argue that the towers were vulnerable in their top-heaviness and verticality cannot then explain the collapse due to fire of WTC 7, a broad based, 47-story steel- framed building. There is also the fact that most of the structures destroyed by falling debris were directly under the twin towers, and none of them caught fire. WTC 7 was not only a full city block away from Tower 1 but WTC 6 stood directly between the two buildings and certainly absorbed most of the damage. In addition, WTC 7 suffered a strangely thorough and complete collapse, leaving only a leveled lot where it once stood. Although it was a much smaller structure, WTC 6’s 8-story carcass stood for months afterwards, even after being gutted by Tower 1. There’s also disturbing correlations between the collapse of WTC 7 and the bombing of the Murrah building in Oklahoma City. Both buildings were constructed using the same bridge beam system that, in WTC 7’s case, allegedly contributed to its demise. But more importantly WTC 7, like the Murrah building, housed high-level government offices including the FBI, CIA and the Secret Service. WTC 7 was also the storage facility for millions of files pertaining to active cases involving international drug dealing, organized crime, terrorism and money laundering. WTC 6, also known as the Customs House building, housed the Departments of Commerce, Agriculture and Labor and yet another Murrah building tenant, the Bureau of Alcohol, Tobacco and Firearms. WTC 7 was also the location of a kind of a doomsday bunker (a $15 million project of Rudy Giuliani’s), a command post from which to operate in case of a total infrastructure breakdown. Building 7 had apparently been bullet proofed and reinforced to withstand hurricane force winds and attacks of all kinds, a fact which makes its alleged fatal vulnerability to falling debris all the more puzzling. Mr. Silverstein’s comments imply that he and the FDNY threw together an expert demolition job in the space of a few short hours on the afternoon of 9/11. This revelation is staggering enough considering its blatant contradiction to what has been, all along, the official cause of the "collapse.“ But the fact that the building was buried under tons of debris and consumed in flames at the time makes his comments all the more baffling. There’s a compelling theory that bombs had been planted inside the twin towers designed to complete the job the hijacked jets had begun. A handful of seasoned professional firefighters and demolition men have commented on how neatly and evenly the towers collapsed. Mr. Silverstein’s bewildering statements in "America Rebuilds“ give an exponential boost in credence to this claim and, in a more terrifying light, loan credibility to growing suspicions that the attacks of 9/11 may have been an inside job. http://www.epilot.com/sdspartners/searchpage_bluedesign.asp?affid=bravenet Comment World Trade Center
‘Bombing,’ In 1988, I moved to NYC., seeking architectural photography assignments from various key architects. Before moving there, I asked for help from my prior clients in Denver. One good friend and close ally, Herb Roth, suggested I contact his friends at "Emery-Roth Architects,“ (No relation) After the usual portfolio review and pricing discussions, Barry Roth, AIA, asked me to cover the "World Trade Center.“ This assignment, I thought, would be one of the greatest opportunities of my career! It was widely known that "Ezra Stoller and Associates“ and "Norman McGrath“ had laboriously photographed the World Trade Center for a period of over one year. They created some of the finest known images of the towers, the most memorable ones are at twilight, with the Statue of Liberty in the foreground. They informed me that Ezra had actually photographed it routinely for something like 6 years. I was allowed to analyze the firm’s existing ‘photo files’ before I began my coverage. I asked a lot of questions which is how I learned most of the background information I’m about to cover. The ‘librarian’ at Emery’s offices was actually the main corporate secretary, who’s demeanor was more like someone you would expect to work under at the Metropolitan Museum, totally reserved and humorless. This was my first challenge, and frankly a cause for alarm. Not long after the buildings were built, the WTC owners retained the architect of record, and their photographer, and several principal engineers from the original consulting firm- "to establish the safety of the twin towers.“ Each of their staff members worked on this project on a ‘full-time’ contract basis, most of them for a period of about 10 years. By 1989, it was very late in the process, but there were still about 15 current participants involved in all. (I found all these ‘facts’ to be highly unusual, but perhaps simply beyond my 10+ years experience-level.) My assignment was to: "apply my Julius Schulman -technique,“ to photograph both of the towers in their contextual situation. "Not just the buildings, but especially how they ‘fit’ with the neighborhood. After a month and a half, I had exhausted my interest in the street vantage-points, so I decided to go up in the towers early one morning, to see which adjacent rooftops could offer the most suitable additional views. It was still too cold to shoot those views. This was between May 9th and May 13, 1989. Carrying just my light-weight 35mm gear, I was singled-out from the regular building patrons by the lobby guards, which totally surprised me. I explained the nature of my business with a moderate degree of assurance, but was shocked when they reacted as though I had been expected, very matter-of-factly! One of them phoned upstairs, while another insisted he was sending a guard with me, "to insure that I would arrive at the engineering office in time for our meeting.“ The suite was labeled: Skilling & Jackson, P.C., whom I had knowledge of, but no prior relations with. Had this been the leasing office, I would have understood the mix-up perfectly. Clearly, this was NOT a situation that could pertain to me in any way. I was not aware that Roth had an office in the building at all, but, like a true ‘rookie,’ I was feeling keen to discuss my abilities with their ‘big guns,’ since any contact with such people here could have lead me to major future assignments! When we arrived at the door to this suite, I was ‘very shocked’ to see the actual sign on their ‘main office door.’ The door and jamb itself were of completely service-grade materials, like an ordinary ‘back door’ at any other suite. The sign was brand new and simply said: Skilling Associates, P.C.. (This was a small engraved laminated sign from an ordinary office supply store.) I thought to myself: Humm, these people have been here over 10 years? "Everyone sit down and be quiet.“ "Who’s this?," the orator said loudly, starring at I said: "I'm the official photographer from Roth."{...like who are you and what’s it to you buddy, haven’t you heard of me? } Unflinching, somber and businesslike, he said without drawing a breath: Then, you are to be included, who sent you here? I said; "Barry Roth- I just got a message from his secretary.“
(Which was almost completely true, but she hadn’t called about this, to
my He nodded and addressed the full group, then reading from a 4x5 file-card, acknowledged some absentee members and confirmed their knowledge and prior ‘agreements of compliance.’ He said to the few of us in this special group: "Listen carefully, nobody gets out of this!“ "Each of you were called here to sign an affidavit of non-disclosure. None of the information from our project can find it’s way into the public-eye. Absolutely nothing that we have learned from this project can be revealed to the public because it is potentially damaging to our client. Some of you have enjoyed 10 years of service on this project for our client. Each of the team leaders have recently received raises and additional benefits. { someone } -has already received a new assignment and he will be getting a healthy raise at his new location, {undisclosed}.“ "I know this transition will take you by surprise, but there was no other way to handle it. You are all terminated from this project effective immediately! This means you need to clear your desks and surrender all of your files by the end of the day. I will assist you in getting these papers into the archive cabinets so we can give them to the owners for safekeeping." "After you have signed these forms, we will have a short recess. You may go to the Cafe, or to ‘Windows’ for lunch, but don’t leave the buildings! I want you all to know that I am sad to have to break this news. Your work will not go unnoticed, each of you has provided an invaluable service and we are all grateful. Do not think that this action shows any reflection on the exceptional quality of your individual work!" This was like a military operation, yet no one in the room knew I didn’t work for their firm! So, we went to "lunch" at around 10:15am. where I was able to visit with 3, or 4 of the lesser engineers, without oversight from their "head honchos." I played it really cool considering my total ignorance. Each of them were furious. I said things like, “Shame we have to disband, I was looking forward to being here for at least a few months." "What do you suppose we’ve done wrong?" Each in turn revealed: "The fact is, we all know that the buildings can’t stand safely for over 40 to 60 years. It’s not the sub-soil, that’s granite. They must have received the completed demolition report, which we all knew to expect. It was supposed to be finished months ago. Clearly it looks bad. Well, I’m sure we all know the real implication -- that the owners can’t get their money back. That’s what we all learned today. "Thanks "X", f*** you!“ I asked: “Why, what do you mean?“ It will cost $____ Billion to erect the two scaffolds to surround both buildings, that’s the only known way to take these baby’s down. We’ll literally have to re-build them, then un-build them, twice! Now it’s obvious, bottom-line is that the developer will have to sell them soon, or take a serious bath. (I forget the actual figure) “Why are they worried now? They still seem really stable architecturally." "They are much too big. It’s a piece-by-piece problem. They simply can’t be imploded, we know of no other way. Why do you think they hired me for 10 years to find other solutions? I’m not a structural specialist, just an architect!" "I thought Barry said you guys were about to find a solution." (I could see that was the wrong thing to say.) A slight look of concern spread over their faces, until I said-“What’s a few more Flying Buttresses going to cost?“ It was a lame jab, but they bought it and everyone relaxed as I pretended to be contemplating my next job interview. I learned that "none of them were allowed to be holding other jobs," as long as they held these "titles," a contract-stipulation had occurred at least 4 years prior. They all griped about the "pathetic" lunch: "This is horrible, I can’t eat here!“ No one was very relaxed. The more I learned, the more scared I was as I listened for more fascinating inside news. Finally, pushing my luck, I prodded again: "So tell me about the electrolytic issues." Everyone went quiet, but realised they were in deep. They began a patient narrative which was clearly not about to go anywhere, since I think they knew that I knew as much as each of them about the composition and arrangements of these metals. I had effectively blown my cover. Suddenly, just short of our hour, a man came to escort us back to their desks which had been mostly riffled through, or completely boxed and removed. "Again, son, tell me who you are?“ One of the senior associates asked. "You guys walk ahead," he said, using firm body-language to physically indicate that he would be in a position to restrain me at any time. "I’m T.S. Gordon the official photographer. They were tired of paying Stoller.“ "Who’s Stoller, I only know of McGrath?“ "Are you saying you are not with Mr. McGrath’s firm?“ I said; "Ezra Stoller, the world’s greatest at shooting tall buildings. Haven’t you seen all the great shots up at Emery Roth? McGrath has shot what, 6 or 8 great photos in 4 years!,“ (I sarcastically mused, until I began to feel that he might arrest me. By the way, Norman’s shots were great too, but I felt I had to assert a strong opinion.) "You go by; Tom, Thomas, or T.S.?“ He asked, looking again at my drivers license. "TS -- I was called in to cover the site, not just the buildings. I didn’t even need to come in here again for my assignment!" I said, carefully back-stepping, like I could find my way to the elevator. He grabbed my arm and we proceeded rapidly through the corridors behind the others. "No, you were called in because everyone had to sign off on their part in this entire assignment. You say you work for Barry who?" I responded with the proper name and added, "He’s the one that cuts my checks and I give him ALL the film." (An exaggeration, but I knew Barry was a former project manager and he would be at lunch if they tried to call.) "You are not to tell anyone about your employment here, ever!" he said. "Wait here by the window, all of you with outside affiliations." A couple of guys took their seats by the North window, but I was nervous and I stood with my back to them as I stared down on the unfinished looking iron-work of building #7, which had just been ‘topped-out’ with a ceremony the day before. "What are you studying?" someone asked. "I can’t believe that building is so tall and skinny," and I really couldn’t. ( I had toured #7, so I was quite curious about this viewing angle.) He stood up, evidently really angry, and said quite unpleasantly: "Yeah good old #7, the building that never should have been built!“ The room went silent. His tone was immediately received as a threat by the boss. He separated the three of us and called my contact at Emery-Roth who then acknowledged that I was hired to shoot the building. Neither discussed any details, so I was off the hook in a way. He dismissed me and said I was not to talk to any of the other participants on the way out, not ever again. An armed guard escorted me down to the street. Within a few days I called Ezra Stoller, in White Plains, who, speaking
about WTC,
innocently revealed that he; "Wasn’t allowed to shoot any more pictures
of it." That
was a very funny thing to hear him say. No one ever "doesn’t allow" a
photographer
to get a better shot. I didn’t say what had happened to me, only that it
was very
exciting for me to get to follow in his shoes. I thanked him for the
friendly phone visit
and promised to show him the prints if I got any really great shots. He
was very polite
and understood my admiration. Based on a true life experience I had at the World Trade Center, I offer this document now, to those who may be searching for "key potential motives" behind the actions that led to the 9/11 attacks. I do not intend to imply that any of the parties that I will mention here were directly involved in the coordinated effort to destroy the building. However, it is clearer to me, over time, that this information ould have provided a pre-eminent, and utterly untraceable ‘blue-print’ to the group that finally engineered the 9/11 attack. This document was
originally released in 2003, and was amended for accuracy, on: This information is entirely true and this is its first public release. My explanation does not intend to add substantially in any way to the factual information that is contained in the actual documentation that I have described.-TSG Supporting Facts, Assumptions and Curious Questions: I would speculate that in 1989 through 1993, as the downtown real estate market was falling, there were perhaps reasons to suspect that the WTC owners might have contemplated the first bombing. After Battery Park attracted their biggest tenants, the property quickly lost it’s viability. (At the time, Geoff Parker reported that a friend of his was given a whole floor in the South tower to use as a drumming studio, for free!) By 1996, the internet had decentralized the financial industry, further diminishing the lease/return opportunities of this property. ( I don’t know the actual math, maybe it was going up again.) The building cost about $1.5B to build and was worth about $4. to 5.B at its peak. But, it would have cost about $20B to un-build it in 2010 dollars, or as it neared its 1/2 "safe" life. Obviously it HAD to be imploded and there was never going to be a 'break-even" point for the owners. The first attempted attack was evidently planned to kill all of us, or at least scatter the group’s paperwork. Building #7 was actually a protective scaffold, designed to catch the debris as the North building fell. Why did they plan it so only this building would fall, particularly northward? Would they receive the insurance then appeal for a government bail-out to deconstruct the main tower, sometime later? Minoru Yamasaki was working for the Saudis when he took on this project. After its completion in 1973, he returned to Saudi Arabia to consult on other projects. Eventually, in 1986, he did the Saudi Financial Center. Noteworthy, if I remember, because of its triangular super-rigid looking tower, also attributed to S.O.M. In interviews he appears to be a gracious and spiritually honest man. We certainly felt his pain when he was interviewed on TV. Minoru befriended Richard Roth Sr., while working for Brown & Root in Chicago. Roth was noted for his contribution on the "Columbia Exposition“ Project. They shared many arts & crafts stylistic attitudes. Richard Roth Jr. was in charge of his dad’s firm when he retired. He is friends with lots of conservatives. (Carnegie Mellon group, like his dad.) He is friends with Saul Steinberg, Stephen Roth, Jeffrey Levine, lots of famous Jewish folks with dubious Israeli connections. When the building was sold to Silverstein, Stephen Roth, (with Vernado Realty) worked to take the bid as high as possible, offering $750 M more than the next lower bidder. Did he even have the money? Two months before the official auction, he withdrew the ridiculous bid. Could this have been a mistake on his part? Isn’t this the same Stephen Roth who runs the "Anti-defamation League“ in Israel. They track all persons who threaten the sovereignty of Israel. Interestingly enough it was established in 1991! Suddenly, after that, there were lots of reported ‘neo-nazi’ groups springing up in Germany and the UK. His group gave rise to the importance of stopping these ‘Right-wing terrorists’ at all costs, and he may serve as the eyes and ears for the CIA, or Mossad. Either way, he’s got to be an insider with Sharon. Tom-Scott Gordon
Comment Hi Jeff You may remember the transcript that I sent you about a pre-existing "demolition plan" for the Twin Trade Towers. I have been actively pursuing the development of that set of documents into a "corroborated" story. I have received help from Michael @ From the Wilderness and Jeff King, another important 9-11 cover-up researcher. I think you should have one of them on your program immediately! I would like for you to "add this comment" to the end of your story, something that I believe to be just as important as Mr. Silverstein’s "smoking gun" itself. This appears in the context of my tedious narrative, and in some ways "certifies," these events. I will highlight the quote now, but my full story will not be ready to send to the commission for days. It’s more than a smoking gun. In my 25+ years exposure to all sorts of architects, I have never heard such a damaging comment as the one I’m about to tell you. Not to the design process, the people, nor the conflicts involved in achieving our profession’s crowning achievements. It was like seeing a mother with her newborn child, as she quietly ends its precious life! "There I was, fantastically excited to be looking down on the steel framing, as Building #7 was finally "topped out." To my right, stood one of the project architects, who said; (then turned, and left the room without looking any of us in the eye): "Building seven. The building that never should have been built."
3. The Legalities of the Mega-Swindle a) Ownership Title and Mortgages of WTC7 Ownership title to the land and buildings of building 7 and the entire World Trade Center reportedly was in the hands of the New York Port Authority, a public agency. We read about its governance, http://www.panynj.gov/: The Port Authority is a financially self-supporting public agency that receives no tax revenues from any state or local jurisdiction and has no power to tax. It relies almost entirely on revenues generated by facility users, tolls, fees, and rents. The Governor of each state appoints six members to the Board of Commissioners, subject to state senate approval. Board Members serve as public officials without pay for overlapping six-year terms. The Governors retain the right to veto the actions of Commissioners from his or her own state. Board meetings are public. The Board of Commissioners appoints an Executive Director to carry out the agency’s policies and manage the day-to-day operations. Larry Silverstein through his group of investment companies under the roof of Silverstein Properties, Inc., http://www.silversteinproperties.com held what is described as a "long-term lease” of WTC building 7. Silverstein reportedly was the developer of building 7 when it was built by Daniel Tishman in the 1980s (completed 1985). The actual financial control reigns were not, however, in the hand of Larry Silverstein alone. He had to rely on a secretive group of Wall Street financier-politicos under the roof of an investment company, the Blackstone Group. Source for the following information overleaf: http://www.serendipity.li/wot/blackstone_group.html This information leads back into the same elite Wall Street political finance circles who have the close CIA affiliations as seen in part one above (insider trading). Source URL for the following: http://www.serendipity.li/wot/blackstone_group.html The Blackstone Group http://www.blackstone.com/ "In 1985 Blackstone opened its first small office with a staff of four, including the two founders Peter G. Peterson and Stephen A. Schwarzman and a balance sheet of $400,000.” "Strictly friendly private equity investing in corporate partnerships has been a signature form of investing for The Blackstone Group since 1987 and accounts for 69% of the firm’s private equity investments in terms of equity capital invested. The firm, investing side-by-side with 32 corporations and their management teams, has invested over $3.5 billion in such partnerships with a total transaction value of more than $40 billion. Such partnerships have included AT&T (Bresnan transaction), AOL Time Warner (Six Flags transaction), Union Carbide, Union Pacific (CNW transaction), USX, Vivendi, IBM, BP Amoco, Arthur Andersen and many others.” Blackstone Group & 7 World Trade Center "New York, NY October 17, 2000: Blackstone Real Estate Advisors, the global real estate investment and management arm of The Blackstone Group, L.P., announced today that it has purchased, from Teachers Insurance and Annuity Association, the participating mortgage secured by 7 World Trade Center, a commercial office complex controlled by real estate developer Larry Silverstein” (source) "But before the building can rise further than the substation, major financing issues have to be resolved by Larry Silverstein, who controls the long-term lease on 7 World Trade Center as well as the World Trade Center complex. The good news for Mr. Silverstein is that the company that insured 7 World Trade, Industrial Risk Insurers, has indicated that it will make a full payment under its $861 million policy. But it’s not clear whether Mr. Silverstein can use those proceeds to start building without first reaching an agreement with the mortgage holder on 7 World Trade Center, Blackstone Real Estate Advisors.” (source) Blackstone – Kissinger McLarty Associates – American International Group Kissinger McLarty Associates has a "strategic alliance” with the Blackstone Group. The Blackstone Group describes their relationship thus: "Blackstone’s alliance with Kissinger McLarty Associates is designed to help provide financial advisory services to corporations seeking high-level strategic advice. The relationship was announced in 2000 and recently completed its first strategic advisory assignment on behalf of a NYSE-listed company.” (source) In fact the alliance also incorporates Maurice Greenberg’s American International Group, as per this press release on February 21st 2000: "American International Group, Inc. (AIG), The Blackstone Group L. P. and Kissinger Associates Inc. announced the establishment of a new venture to provide financial advisory services to corporations seeking high-level independent strategic advice. […] The venture will operate globally and will take advantage of the existing relationships between the partners: - AIG has an ownership interest in Blackstone and is an investor in several of Blackstone’s private equity funds; - AIG and Blackstone have a joint venture, specializing in restructuring and M&A advisory services in selected Asian countries; - Henry Kissinger chairs both AIG’s International Advisory Board and the advisory boards of several AIG-sponsored Infrastructure Funds. The AIG-Blackstone-Kissinger Associates venture recently completed its first advisory assignment on behalf of a New York Stock Exchange listed U.S. company.” (source) (note: "M&A” means "Mergers and Acquisitions”) Indeed: "In 1998, American International Group ("AIG“) acquired a 7% non-voting interest in The Blackstone Group for $150 million and committed to invest $1.2 billion in future Blackstone-sponsored funds.” (source) And Maurice Greenberg sits on Blackstone’s Domestic Advisory Board. (& an anecdotal story about Blackstone’s Peter G Peterson & Enron) "When Enron executives started dumping stock, and the warning signs that Enron was in deep trouble were everywhere except on the evening news, Winokur and Rubin called Peter Fisher, the current undersecretary of the Treasury to determine the practicality of artificially supporting Enron’s credit rating in order to enable Enron to borrow enough money to stave off bankruptcy. Fisher, a former New York Fed governor, called his former boss, Peter G. Peterson, the New York Fed chairman —and the current chairman of the Council on Foreign Relations. Peterson was also a top Enron financial advisor through his own company, Blackstone Group. Peterson was also against the idea of artificially supporting a phony credit rating for Enron.” (source) Chairman Peter G Peterson 76 years old Chairman and Co-Founder of The Blackstone Group. Born on June 5, 1926, Mr. Peterson graduated from Northwestern University with a B.S. (summa cum laude) in 1947. He received his Masters in Business Administration with honors in 1951 from the University of Chicago. For several years, he was a part-time member of the faculty of the Graduate School of Business of the University of Chicago and co-edited a book of readings entitled Readings in Market Organizations and Price Policies. Mr. Peterson’s business career began in 1948 with Market Facts, where he became Executive Vice President of the firm in 1952. That same year, he joined the advertising agency of McCann- Erickson, as Director of Marketing Services. He became Vice President at the age of 27, then General Manager of the Chicago office, and a Director of the company, coordinating services to regional offices. In 1958, Mr. Peterson joined Bell & Howell as Executive Vice President and Director. In 1961, at the age of 34, he was elected President. In 1963, he became Chief Executive Officer and held that position until February 1971. From 1962 to 1971, corporate sales more than doubled and operating earnings more than quadrupled. Just prior to joining Lehman Brothers, Mr. Peterson served as Ambassador and Personal Representative to President Richard Nixon. He was named Secretary of Commerce by President Nixon on January 27, 1972. At that time, the President also asked Mr. Peterson to assume the Chairmanship of his National Commission on Productivity. During 1972, Mr. Peterson was also the U.S. Chairman of the U.S.-Soviet Commercial Commission that negotiated the comprehensive trade, EX- IM credits, arbitration, copyright and lend-lease agreements that were signed in November of 1972. He joined the White House staff in February of 1971 as the Assistant to the President for International Economic Affairs. In that role, he authored the reports, "The U.S. in a Changing World Economy“ and "A Foreign Economic Perspective.“ Mr. Peterson was Chairman and CEO of Lehman Brothers (1973 - 1977) and after the merger with Kuhn, Loeb, became Chairman and CEO of Lehman Brothers, Kuhn, Loeb Inc. (1977 - 1984). During his tenure, Mr. Peterson led the firm from significant operating losses to five consecutive years of record profits with the return on equity among the highest in the investment banking industry. He is founding President of The Concord Coalition, a bipartisan citizens group he organized in 1992, together with Senator Warren Rudman and the late Senator Paul Tsongas (who was recently succeeded by Senator Sam Nunn.) The Concord Coalition is dedicated to building a constituency for fiscal responsibility. In 1982, he was a founding member of the Bi-Partisan Budget Appeal, an organization of 500 heads of major corporations, accounting, law and banking firms, university and former public officials. In February of 1994, President Clinton named Mr. Peterson as a member of the Bipartisan Commission on Entitlement and Tax Reform co-chaired by Senators Kerrey and Danforth. He has received a number of awards including a U.S. Junior Chamber of Commerce award naming him one of the "Ten Outstanding Men“ in the nation. In 1962, Life Magazine cited him as one of the 100 most important Americans under 40. In 1973, the Harvard Business School Club of Chicago named him "Business Statesman of the Year“ and he received the Gotshal Award for "Exceptional Service in the Field of International Arbitration.“ In 1976, Mr. Peterson received the Phoenix House Outstanding Public Service Award and in 1980, the New York Board of Trade Award for business leadership and public service. In 1981, he was designated honoree of the Cathedral of St. John the Divine’s "Spirit of the City“ award and the American Jewish Congress’ Stephen Wise Award. In June 1983, Mr. Peterson received the University of Chicago Alumni Medal (its highest honor) "...for extraordinary distinction in one’s field of specialization and extraordinary service to society.“ His Atlantic Monthly cover article, "The Morning After“ (October 1987) received the National Magazine Award for the Best Public Interest Article of the Year in 1987. In 1989, he was appointed as an American representative on the U.S.-Japan "Wise Men’s“ Group. He received the Man of Vision Award in January 1994, and the Nebraskalander Award in February 1994. He was formerly a Director of Minnesota Mining and Manufacturing Company, Federated Department Stores, Black & Decker Manufacturing Company, General Foods Corporation, RCA, The Continental Group, and such companies as Cities Service. ** President & CEO Stephen A. Schwarzman 56 years old. Stephen A. Schwarzman is President, CEO and Co-Founder of The Blackstone Group. He has been involved in all phases of the firm’s development since its founding in 1985 and approves all capital commitments by the firm. Mr. Schwarzman began his career at Lehman Brothers, where he was elected Managing Director in 1978 at the age of 31. He was engaged principally in the firm’s mergers and acquisitions business from 1977 to 1984, and served as Chairman of the firm’s Mergers & Acquisitions Committee in 1983 and 1984. Mr. Schwarzman is a member of the Council on Foreign Relations and is on the boards of various organizations, including the New York Public Library, New York City Ballet, the Harvard Business School Visiting Committee, the JP Morgan Chase National Advisory Board and the New York City Partnership Board of Directors. He is also a Director of various companies. Mr. Schwarzman holds a BA from Yale University and an MBA from Harvard Business School. He has served as an adjunct professor at the Yale School of Management. Director – New
York City Investment Fund Blackstone’s
Domestic Advisory Board Marshall A. Cohen Mr. Marshall Cohen O.C., Q.C., Cassels Brock & Blackwell LLP 67 years old Mr. Cohen retired as President and Chief Executive Officer of The Molson Companies Limited in 1996. He served with the Government of Canada for 15 years, including appointments as Deputy Minister of Industry, Trade & Commerce, Energy, Mines & Resources, and Finance. He is a director of a number of public companies and a member of various non-profit boards and organizations. Mr. Cohen is a former International Councillor for The Center for Strategic & International Studies, a member of the Executive Committee of The British-North American Committee and a former member of The Trilateral Commission. He was also the Chairman of the International Trade Advisory Committee for the Government of Canada and is Chairman of the Advisory Council of the Schulich School of Business at York University. A graduate of the University of Toronto, Osgoode Hall Law School and York University, Mr. Cohen was called to the bar in 1960. Mr. Cohen received the Order of Canada in 1993. (source) Director of Barrick Gold Corporation (since 1988) Director of American International Group Inc Director of Lafarge Corporation Director of The Toronto-Dominion Bank Dean’s Advisory Council of Schulich School of Business at York University, Canada ** Maurice R. Greenberg Chairman and Chief Executive Officer, AIG 76 years old #106 on Forbes Worlds Richest People Net Worth: $3.4 bil Mr Greenberg is Chairman and Chief Executive Officer of American International Group, Inc. (AIG), a leading global insurance and financial services organization operating in 130 countries and jurisdictions worldwide (click here for history of the company). He was President and Chief Executive Officer of AIG from 1967 to 1989, when he became Chairman and Chief Executive Officer. Mr Greenberg joined AIG in 1960 and was elected President of its American Home Assurance Company subsidiary in 1962. Mr Greenberg served in the U.S. Army in Europe during World War II and in the Korean conflict, rising to the rank of Captain. He is a recipient of the Bronze Star. He received his pre-law certificate from the University of Miami and an LL.B. from New York Law School in 1950. He was admitted to the New York Bar in 1953. He has been granted honorary degrees from a number of institutions, including New York Law School, Brown University and Middlebury College. He is the Former Chairman, Deputy Chairman and Director of the Federal Reserve Bank of New York Within the AIG Group, he is President, Chief Execurtive Officer and Director of C.V. Starr and Co., Inc. He is also a Director of Starr International Company, Inc. (‘SICO’), private holding companies, and a Director of International Lease Finance Corporation (‘ILFC’) (a wholly owned subsidiary of AIG). Chairman of the Board for Transatlantic Holdings Sons: Evan and Jeffrey ** Reed E. Hundt Senior Advisor to McKinsey & Co., Former Chairman, Federal Communications Commission 54 years old Reed E. Hundt is a senior advisor on information industries to McKinsey & Company, a worldwide management consulting firm. Hundt has also been a special advisor since June 2000 to the Blackstone Group, a private equity firm. He has been a venture partner since 1999 at Benchmark Capital, a venture capital firm that specializes in investments in high-tech companies. In his four years as Chairman of the Federal Communications Commission (FCC) from 1993 to 1997, Mr. Hundt presided over the implementation of the historic Telecommunications Act of 1996. He helped negotiate the World Trade Organization Telecommunications agreement, opening markets in 69 countries to competition and dropping barriers to foreign investment. He is especially proud of his role in making the largest single national commitment to K-12 education in America’s history: the Snowe- Rockefeller program that dedicates more than $2 billion annually to connect all classrooms in the country to the Internet. Under Mr. Hundt’s administration, the FCC raised more than $12 billion for the U.S. Treasury through competition-creating spectrum auctions. He led the FCC into the Information Age by putting every person in the FCC on the Internet. From 1997 to 2000, he was a principal of Charles Ross Partners, LLC. From 1999 to 2001, he served as a member of the Intel Policy Advisory Board. In 1998, Mr. Hundt was awarded Children Now’s inaugural "Voice for Children Leadership Award.” He received the "Distinguished Service Award” from the National Association of Elementary School Principals and the National Association of Secondary School Principals "for his ongoing commitment to education.” He earned the "Public Service Award to Children” from Parents’ Choice for being "a staunch advocate for children... [with] the foresight to work towards access for all children to educational television, computer skills, and 21st century technology.” He received the "Helen Keller Outstanding Public Service Award” from the American Foundation for the Blind "for his exemplary efforts to include all Americans, especially those who are blind or visually impaired, in the communications revolution and for creating the FCC’s Disabilities Issues Task Force.” He has also been Co-Chairman of The Forum on Communications and Society at The Aspen Institute. Prior to his position as Chairman of the FCC, Mr. Hundt was a partner in the Washington DC office of Latham & Watkins, a national and international law firm. His work involved legal and regulatory issues in emerging technologies, such as cellular telephones, direct broadcast satellite, and interactive television. Mr. Hundt is a magna cum laude graduate of Yale College, earning a Bachelor of Arts with Exceptional Distinction in History (1969). He is also a graduate of Yale Law School (1974) where he was a member of the executive board of the Yale Law Journal. He clerked for the late Chief Judge Harrison L. Winter of the U.S. Court of Appeals for the Fourth Circuit, and is a member of the District of Columbia, Maryland, and California bars. Reed E. Hundt is the author of the book entitled "You Say You Want a Revolution: A Story of Information Age Politics” published by the Yale University Press in March 2000 (which is now available free online). He lives in Chevy Chase, Maryland with his wife and their three children. Principal of Charles Ross Partners, LLC Director of Intel ** Robert D. Kennedy Former Chairman and CEO, Union Carbide 69 years old Union Carbide Corporation 1955-1956
Edgewater Research Laboratory, National Carbon Division Article about Union Carbide (which has since merged with Dow Chemical) and a page about the Bhopal disaster, whose chairman at the time (1984) is still a wanted fugitive. Mr. Kennedy was retired from 1995 until March 1998 when he became chairman of UCAR International, Inc. a position he held until September 1999. Currently: ** Charles P. Lazarus Founder and Chairman Emeritus, Toys "R“ Us 78 years old "At age 25, Charles Lazarus converted a bicycle repair shop into a baby furniture store in Washington D.C. in 1948. Catering to his customers needs, he opening his first toy supermarket in 1957, adopting the warehouse style in 1958. Wanting to expand further, Lazarus sold his company in 1966 but remained in control. Unfortunately, the parent company went bankrupt in 1974. Toy manufacturers were offering generous credit terms and he managed to pull the company out of bankruptcy within four years under the new name "Toys ‘R’ Us.” The company grew steadily after that until a court ruling in 1997, which accused Toys R Us of conspiring with toy manufacturers to keep prices too high for warehouse clubs like Costco to compete. Since then, it has experienced a decline in market share; however, the company plans to downsize and remodel (abandoning the warehouse style) in 2000.” Director/Chairman
Emeritus of Toys R Us ** Bernard L. Schwartz Chairman and CEO, Loral Space & Communications He is Chairman of the Board of Directors and Chief Executive Officer of Loral Space & Communications Ltd., a high-technology company concentrating on satellite manufacturing and satellite-based services. He served as Chairman of the Board of Directors and Chief Executive Officer of Loral Corporation, a leading defense electronics business, from 1972 to 1996. Mr. Schwartz also serves as Chairman and Chief Executive Officer of K&F Industries, Inc., a worldwide supplier of aircraft braking systems. In addition, Mr. Schwartz is a member of the Advisory Council at the Paul H. Nitze School of Advanced International Studies at John Hopkins University where he established a chair in political economy, a trustee of Mount Sinai-New York University Medical Center, a trustee of Thirteen/WNET and vice chairman of the New York Film Society. "He has historically been big supporters of Bill Clinton and his party. This year he gave $1,317,000 -- nearly every penny of it to the Democrats. In 1997 Schwartz celebrated his 71st birthday with the Clintons at the White House. The next year, he became the focus of a controversy when Clinton’s critics suggested that the president had rubberstamped Loral’s satellite launches in China. Mother Jones reported that the company had apparently ignored security procedures by faxing Beijing a draft report about a rocket crash that destroyed a Loral satellite (see "Heavy Metal"). An extensive federal investigation into the matter has since concluded there was "not a scintilla of evidence -- or information -- that the president was corruptly influenced by Bernard Schwartz," according to an internal document obtained by the Los Angeles Times. Congress responded to the controversy by transferring regulatory authority over satellite exports from the Commerce Department to the State Department, which was perceived to be less sympathetic to companies like Loral. Prudential Securities analyst Charles Gabriel predicted before the election that a Gore win could "reopen doors that were closed in the wake" of the scandal, boosting Loral’s stock. The company’s profits have long been tied to the government. The Loral Corporation, once a major defense contractor, changed its name to Loral Space & Communications and its business to telecommunications during the 1990s. Over the past year, Globalstar, a satellite communications company in which Loral claims a 38 percent stake (and of which Schwartz serves as president and CEO), has halted payments on its debts and is struggling to avoid bankruptcy, a fate that befell its competitor, Iridium.” (Mother Jones, March 5th 2001) A suit was filed against Schwartz and the Clintons by Judicial Watch, alleging "that Loral has been harmed because of its involvement in campaign finance and national security breaches.” "Globalstar reported first quarter losses and the removal from service of three satellites experiencing operational problems, disrupting service to some subscribers for a few minutes each day […] Bernard L. Schwartz stepped down May 15 as chairman of Globalstar LP and Olof Lundberg was named as his successor. […] Schwartz, chairman of Loral Space & Communications, will remain on Globalstar’s general partners committee, while Loral will continue as managing general partner […] Blackstone Group, has been retained by Globalstar to find a way out of the company’s financial troubles.” (Globalstar press release, May 21st 2000) Chairman and CEO
of K & F Industries ** Anthony M. Solomon Former President, Federal Reserve Bank of New York 82 years old Dr. Solomon has had a relationship with Harvard for several decades, completing graduate work in economics in 1948, teaching at the Harvard Business School from 1961 to 1963, and currently serving as a member of the Harvard University Art Museums Collections Committee, in addition to serving on committees of other prestigious arts organizations outside of Harvard. After completing an undergraduate degree at the University of Chicago, Anthony Solomon was director-general of finance of Southwest Iran from 1942 to 1946, having been appointed to the American financial mission to Iran by President Roosevelt on the recommendation of Winston Churchill. From 1953 to 1961, he served in Mexico City as president of the Rosa Blanca Products Corporation. In 1963, he chaired the U.S. Agency for International Development (USAID) mission to Bolivia and also served as a special consultant to President Kennedy as chairman of the mission to the U.S. Trust Territory, Pacific Islands. From 1963 to 1965, he was deputy assistant secretary of state for Latin America and deputy assistant administrator for USAID for Latin America; then, from 1965 to 1969, he was assistant secretary of state for economic affairs. From 1969 to 1972, he headed the International Investment Corporation for Yugoslavia, in London. He returned to U.S. government service in 1972, as an advisor to the chairman of the U.S. House of Representatives’ Ways and Means Committee (1972-1973). In 1977 he was appointed undersecretary of the Treasury for monetary affairs, a post he held until 1980, when he was named president and chief executive officer of the Federal Reserve Bank of New York, where he served until 1985. He was chairman of S.G. Warburg (U.S.A.) between 1986 and 1989. He has served as Chairman of The Blackstone Alternate Asset Management Advisory Board since 1994. Mr. Solomon also has served as Chairman of The Europe Fund, a closed end fund investing in Europe, since 1990 and of The United Kingdom Fund, a closed end fund investing in the United Kingdom, since 1987. Mr. Solomon has served as an economic advisor to Banca Comerciale Italiana since 1985 Director of
Alexandria RE Equities (since 1994) ** John A. Young Retired CEO and President, Hewlett-Packard 69 years old Mr. Young was the Vice-Chairman of the Board of Novell, Inc. from 1997 to 2001. He was Vice-Chairman of the Board of SmithKline Beecham PLC from 1998 until its merger with Glaxo Wellcome in 2000. From 1993 to 1997, Mr. Young served on a variety of corporate and non-profit boards. In 1992, Mr. Young retired from his position as President and Chief Executive Officer of Hewlett- Packard Company. In over 30 years with HP, Mr. Young worked in increasing positions of responsibility, including 15 years as President and CEO. In 1983, Mr. Young was appointed by former President Reagan to be chairman of the President’s Commission on Industrial Competitiveness, which was established to explore means of improving the competitive posture of U.S. industry at home and abroad and later served four years as Chairman of the Council on Competitiveness, a private-sector group chartered to continue the goal of improving U.S. competitiveness. In 1985 he was awarded the "National Leadership Award” by the US Council for International Business. He received a B.S.E.E. from Oregon State University and an M.B.A. from the Stanford Graduate School of Business. Director of
ChevronTexaco Blackstone’s International Advisory Board (Co-Chaired by Sir Ronald Grierson and Peter G. Peterson) The Rt. Hon. Lord
Kenneth Baker ** Roland Berger ** Count Ruy
Brandolini ** Sir Ronald
Grierson ** Jan-Michiel
Hessels ** Pedro Ballvé
Lantero ** Maurice Lévy ** Ivan Pictet ** Dr. Cuno Pümpin
** Jacob Wallenberg Chairman,
Skandinaviska Enskilda Banken (Sweden) Roger Altman is Chairman of Evercore Partners Inc, an investment and merchant-banking firm, which he co-founded in 1996. Altman was Deputy Treasury Secretary under President Clinton from 1993 to 1995, his second tour of duty at the Treasury Department. From 1987 through 1992, Altman was Vice Chairman of The Blackstone Group, where he led that firm’s merger advisory business. Prior to that, he spent 14 years at Lehman Brothers, where he was Managing Director, Co-Head of Investment Banking, and member of the Management Committee and the Board of Directors. Altman is a member of the President’s Economic Intelligence Advisory Board and the Council on Foreign Relations. This page was saved from a website, Elite Watch which has now (2003-11-12 CE) disappeared: elitewatch.netfirms.com Almost all of that website, however, has been recovered and is now to be seen at http://elitewatch.911review.org/
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