McConnell notes that David “Riot Club” Cameron (Treasury 1990-93) set Serco up for operation of the NPL cesium clock allegedly allowing London Regiment reservists to synchronize the U.S. Defense Red Switch Network with Nortel’s Joint Automated Booking System and giving Mooney and Luck time to deploy “spot-fixing vandals” for the spoliation of evidence of mass murder and contract hits.
McConnell alleges that Mooney (The Regiment) and Luck (The Met) used the Serco packet-switching clock to synchronize the 7/7 bombs and jam ambulance communications so allowing police riot vans to transport dead bodies and walking wounded to a ‘Regimental’ morgue in the Honourable (?) Artillery Company grounds for an autopsy-absent spot-fixed body count.
Prequel 1: #2062: Marine Links Serco Tunnel London Luck to Tillman Bullpup, Nortel JABS
The Riot Club Trailer
11th July, 2005, World Tribune.com: Advanced bombs so powerful that none of dead have been identified; timers were used.
The Independent, 12 July 2005: Christophe Chaboud, ‘On 12 July 2005, Superintendent Christophe Chaboud, chief of French anti-terrorism Coordination Unit who was in London assisting Scotland Yard with its investigation, confirmed to The Times that, ‘The nature of the explosives appears to be military, which is very worrying….the material used were not homemade but sophisticated military explosives …’ (Nafeez Ahmed The London Bombs, p.24)
3 The Times, July 13th: Christophe Chaboud informed The Times that ‘traces of ‘military plastic explosive, more deadly and efficient than commercial varieties, are understood to have been found in the debris of the wrecked underground carriages and the bus.’ (Times, July 13th).
4 13th July Then on 13th July it was stated that these were of ‘C4’ explosive:
London explosives have military origin – Science Daily. LONDON, July 13 (UPI):
Scotland Yard has asked for European cooperation in finding how last week’s London subway and bus bombers obtained military plastic explosives. Traces of the explosive known as C4 were found at all four blast sites, and The Times of London said Scotland Yard considers it vital to determine if they were part of a terrorist stockpile. C4 is manufactured mostly in the United States, and is more deadly and efficient than commercial varieties. It is easy to hide, stable, and is often missed by traditional bomb-sniffing detection systems, the newspaper said. Forensic scientists told the newspaper the construction of the four devices detonated in London was very technically advanced, and unlike any instructions that can be found on the Internet.’
5 The Independent 14 July 2005, ‘A bath filled with explosives has been found at a house in Leeds that was the “operational base” for the London suicide bombers… The huge quantity of explosive found’
6. 17th July The Observer ‘London bombs: Three cities, Four Killers.’ El-Nashar left for Egypt on 4thJuly; ‘22 lbs TATP in the bath.’
7. The Times, 4 Aug 2005 July,7 bombs used Hair dye say NYPD (as alluded to by Lord Patel)
8 Jane’s Defence Weekly 22 July TATP links London & Leeds.
9 Photographs of the material present in the Luton car-park appeared on 26th of July 2005, released by ABC News in America. It showed white explosive material.
10 4 Aug 2005 The Times ‘July 7th bombs used hair dye, say NYPD’ 11 Daily Mirror 8 Jan 2007 Exclusive – inside the 7/7 Terror house: replica of flat in Broklyn, made by NYPD. ‘Mr Cordes revealed the bombs were made with triacetone triperoxide, or TATP’. Mr Cordes revealed the bombs were made with triacetone triperoxide, or TATP.
12 On 14th April 2008, Neil Flewitt QC told the Kingston Crown Court that the mix of black pepper and peroxide was so ‘unique’ that the bombers must have had help designing and building them.”
“7/7 medics used M&S and hotel kits
Medics treating wounded 7/7 survivors ran out of supplies and had to use first-aid kits from a Marks & Spencer store and a hotel, the inquest has heard. Published: Thu, November 25, 2010
Paul Dadge, the former firefighter famously photographed hugging victim Davinia Turrell as she clutched a white burns mask to her face, said there was little doctors and nurses could do without the right equipment.
Mr Dadge was a passenger on the train behind the one blown up by suicide bomber Mohammed Sidique Khan at Edgware Road Tube station on July 7, 2005, killing six people. He described coming across the shocked and injured survivors of the attack and setting up a casualty station in the Marks & Spencer near the station.
Mr Dadge was pictured helping Ms Turrell across the road to the Hilton Metropole Hotel after the store was evacuated because of a bomb scare sparked by an abandoned laptop bag. He recalled that doctors and nurses were brought to the hotel from nearby hospitals but said shortages of supplies meant their efforts were limited to grading the severity of the victims' injuries, known as "triaging".
In a statement read to the inquest, he said: "The medical resources on the scene were limited to the two paramedics and the small number of staff from the London helicopter emergency medical service team. We had run out of oxygen and dressings and had become reliant on first-aid supplies from Marks & Spencer and the Hilton Metropole Hotel. "Plus, it had become apparent that the police had become aware of the lack of medical resources on the scene and had begun to blue-light medical staff from St Mary's Hospital and other hospitals within the area to the scene.
"Nurses, consultants and even a National Health Service priest arrived at the hotel, although I think it is worth mentioning at this point that it was great, but without the medical supplies there was not much they could do other than retriage the people who had initially been assessed by myself and others."
He added there was a "noticeable" delay in ambulances arriving, meaning a large number of the walking wounded had to be taken to hospital in police riot vans [Taken to hospital but dead on arrival at the DeBoeer Resilience Mortuary in the Honorable Artillery Grounds?].”
“Army reserve force stretched to the limit
uk.news.yahoo.com, 10 Feb 2004 [cached]
In the past, many reservists -- who all have civilian jobs during the week -- believed they would never be sent to war but that has changed in recent years, Lieutenant-ColonelJeremy Mooney said as his battalion prepared for live firing training on the south coast.
The Territorial Army (TA), a part-time force originally formed to defend the country from French invasion, has provided some 10,000 troops for operations in the last year and there are not many left, Mooney said.
"We are a double-barrelled weapon," he said, referring to his600-plus strong regiment of London workers who practise military skills at the weekends, several hundred of whom have been sent to Iraq.
Most of them have been providing security around the southern city of Basra in the aftermath of the U.S.-led invasion last March. "By the end of this year we will have fired both barrels and we have to regenerate," Mooney added. ...
The regiment also had to look into ways of getting its soldiers to assembly points if the transport system had collapsed,Mooney said.
"There are 38,000 full-time policeman, firemen and paramedics in London and only a few hundred of us," said Mooney.”
“Questor share tip: Serco is a buy ahead of outsourcing wave
Serco Group can benefit form the outsourcing trend. Questor says buy.
By Garry White
7:00AM GMT 11 Dec 2012 …
Since then, the outsourcer has been awarded a further £1.4bn of contracts, bringing the total orders for the year to date to £5.6bn. This means that about 85pc of forecast 2013 revenues are now looking assured.
However, there are challenges. It emerged over the weekend that Serco is about to lose its contract to run the National Physical Laboratory (NPL). Serco has been co-managing the institution, which houses the atomic clock that marks Greenwich Mean Time, for the past 17 years. It is worth about £50m a year at a 6pc margin.
David Willetts, the science minister, has indicated that he is looking for academic partners to help run the NPL rather than a private company. This surprise move highlights the political risk in the outsourcing sector.”
“Donald Watts Davies, CBE, FRS (7 June 1924 – 28 May 2000) was a Welsh computer scientist who was one of the two independent inventors of packet switched computer networking,and originator of the term, and the Internet itself can be traced directly back to his work. … In 1966 he returned to the NPL at Teddington just outside London, where he headed and transformed its computing activity. He became interested in data communications following a visit to the Massachusetts Institute of Technology, where he saw that a significant problem with the new time-sharing computer systems was the cost of keeping a phone connection open for each user. He first presented his ideas on packet switching at a conference in Edinburgh on 5 August 1968.
In 1970, Davies helped build a packet switched network called the Mark I to serve the NPL in the UK. It was replaced with the Mark II in 1973, and remained in operation until 1986, influencing other research in the UK and Europe. Larry Roberts of the Advanced Research Projects Agency in the United States became aware of the idea, and built it into the ARPANET, another network precursor to the modern Internet.
Davies relinquished his management responsibilities in 1979 to return to research. He became particularly interested in computer network security. He retired from the NPL in 1984, becoming a security consultant to the banking industry.
“Keith Luck Finance & Commercial Director, Strategic Partnerships at Serco plc
Finance & Commercial Director, Strategic Partnerships at Serco plc
London, United Kingdom
Review Director, Principal Contracts Review Team at Serco
Finance & Commercial Director, DIO Bid at Serco
Keith Luck's Summary A high profile, versatile Board level change leader who leaves organisations stronger and fitter than when he joined them .. Security cleared to the highest level Specialties …. Chief Operations Officer, Defence Business Services, MoD …
Director General - Finance (ie Group CFO)
Foreign & Commonwealth Office
Government Agency; 1001-5000 employees; International Trade and Development industry January 2007 – December 2010 (4 years)
With 6,000 “UK Based” and 10,000 “Locally Engaged” staff, the FCO represents HM Government in some 145 countries, through more than 260 missions across the globe. As
Director General Finance I was headhunted to report to the Permanent Secretary.
Director, Resources (ie CFO+)
Government Agency; 10,001+ employees; Law Enforcement industry
May 2000 – December 2006 (6 years 8 months) [Allegedly organized 7/7 Bombers’ Underground exercise with Jeremy Mooney, a Serco director and former Commanding Officer of the British Army’s London Regiment]
The Met had 52,000 staff, a £3.2bn budget, 700 properties (value: £1.8 billion), and covered all 32 London Boroughs and Heathrow Airport. As Director of Resources (ie CFO) I was headhunted to report to the Commissioner. I was a member of the Met’s Management Board, led 2000 staff in the finance and resource functions, including procurement, property and commercial services across 150+ business units through a team of 12 directors and an annual revenue budget of £350 million.
Managed logistical services - Transport (600 vehicles), Catering (providing over 10 million meals per annum) Central and Property Stores, Interpreters, Translators, Medical Examiners, Uniform Services, Travel Services and Vehicle Pounds.
Supervised the development of over 800 further staff Met-wide as Head of Finance and Resources Profession”
Communications Director, UK & Europe at Serco
Assistant Commander, 1st (UK) Division (part time) at British Army
Director of Communication at Department for Transport
Chief, Strategic Communications, Helmand at British Army
Director of Strategic Communications, NHS Modernisation Agency at UK Department of Health
University of Oxford
Sullivan Upper School, Holywood, Co Down
Jeremy Mooney's Summary
A heavyweight marketing and communications leader, with a record of success in difficult conditions - in Government, in public services and in technology markets in the private sector. ..
Jeremy Mooney's Experience
Communications Director, UK & Europe
Public Company; 10,001+ employees; SRP; Outsourcing/Offshoring industry January 2011 – Present (3 years 8 months) London and Hook, Hants I joined Serco as Communications Director for the Civil Government division which, in April 2012 became part of a unified and much larger division, Serco UK & Europe. With revenues in 2013 of over £2.5 billion, this division provides outsourced public services in the defence, home affairs, transport, local government and healthcare sectors. Its high profile contracts include prisons and other justice services, hospitals and community health, immigration and border security, railways (Merseyrail, Northern Rail and the Docklands Light Railway) other transport operations, facilities management, employment and welfare, logistic, technical and training support to the Armed Forces and a number of major government IT projects.
Based in central London and Hook, in Hampshire, my responsibilities include media handling, customer relations, public affairs, marketing, stakeholder engagement and internal communications.
The key priority in the last eighteen months has been to address [cover up] a high and continuous level of reputational risk for Serco in the UK, by acting robustly and proactively to challenge and mitigate adverse media coverage, by exploiting all opportunities for positive publicity to rebalance the public narrative and by supporting the drive to rebuild relationships with senior Government customers and wider stakeholders. I have personally led the preparation of senior executives for a total of six Parliamentary Select Committee appearances and implemented an internal communications programme to sustain employee engagement at a time of transformational change, media and political scrutiny and corporate renewal.
Assistant Commander, 1st (UK) Division (part time)
Government Agency; 10,001+ employees; Military industry
April 2012 – Present (2 years 5 months) Herford, Germany
My current appointment in the Army Reserve is Assistant Commander of the 1st (UK) Division, in the rank of Brigadier.
My responsibilities include the oversight of the mobilisation and deployment of reservists on operations, principally in Afghanistan, liaison with Army Reserve units planning to train in Germany and the development of policy for the implementation within the Division of the Future Reserves 20 (FR20) concept.
Director of Communication
Department for Transport
Government Agency; 10,001+ employees; Government Administration industry
August 2005 – January 2011 (5 years 6 months) Westminster
As principal communications advisor to a total of six Secretaries of State during my time with the Department, I led the media, stakeholder and public engagement for major incidents and projects such as the 2006 aviation security emergency, the Grayrigg rail accident, the consultation on capacity expansion at Heathrow, winter adverse weather planning and the Icelandic ash cloud crisis.
I managed more than 70 staff, spread across the disciplines of strategic communications, research, press office, marketing, publications, Web and internal communications, with an annual programme budget of over £35 million. As well as day-to-day media handling, policy communication and Ministerial support, I oversaw and delivered a series of integrated communication campaigns around key priorities such as [the global con of] climate change and road safety.
Chief, Strategic Communications, Helmand
Government Agency; 10,001+ employees; Military industry May 2009 – November 2009 (7 months) Lashkar Gah, Afghanistan
In April 2009 at the request of the Foreign and Commonwealth Office I mobilised as a Reservist for full time operational service with the Regular Army and deployed to Afghanistan to take on the newly-created role of Chief, Strategic Communications in Lashkar Gah, working for both the Provincial Reconstruction Team and Task Force Helmand.
Covering the period of the summer offensives, the Afghan Presidential and Provincial Council Elections and the US Strategic Review, my main responsibility was to represent the communication interests in Theatre of the engaged UK Government Departments – FCO, DfID, MOD and increasingly, No10 [liaising with Cameron’s spot fixing vandals]. These had to be coordinated with the activities of NATO and key partner nations, principally the US and Denmark. My work involved policy development and planning in close liaison with Whitehall and higher NATO HQ, often reactive, but also building around major long term themes such as Counter Narcotics, Reconstruction and Governance. I also oversaw the programming and conduct of media visits to Helmand, and personally led on the briefing of high profile journalists.
Director of Strategic Communications, NHS Modernisation Agency
UK Department of Health
Government Agency; 1001-5000 employees;
Government Administration industry
July 2002 – July 2005 (3 years 1 month) Westminster
The NHS Modernisation Agency was created in 2001 to support frontline clinicians, managers and staff and improve the efficiency and quality of healthcare throughout the NHS in England.
My responsibilities included building favourable awareness of modernisation in key stakeholder audiences within and outside the NHS, through use of the media, other marketing communications and by conducting engagement and consultation programmes. I also marketed the Agency’s portfolio of products and services to its customers in the NHS, ensuring that the benefits of individual initiatives were understood in the target markets, and that potential adopters could access the material, financial and expert assistance required to achieve successful implementation.
Commanding Officer, The London Regiment (part time)
Government Agency; 10,001+ employees; Military industry
December 2002 – June 2005 (2 years 7 months) London
At the time, The London Regiment was the largest Infantry battalion in the Army, with over 700 mainly part-time officers, senior ranks and soldiers in seven companies spread throughout Greater London.
I commanded the battalion for two and a half years while continuing in full time employment as a senior Civil Servant in the Department of Health in Whitehall. Soon after I assumed command, the war in Iraq started, and I started to prepare my soldiers for possible call up and use in a stabilisation role in the aftermath of the invasion.
n 2004-5 I was required to mobilise two companies for back-to-back deployments to Basrah, in southern Iraq, a total of around 300 personnel. I visited Iraq four times to conduct planning for the mission and to see my troops in Theatre. I also led the development and implementation of new employer relations, family support and welfare systems for my unit.
My other main achievement in command was the design and rehearsal of a Civil Contingencies Reaction Force, an improvised unit of around 500 personnel, drawn from across the Reserve Forces in London, which could be called out and used in the event of a major emergency in the capital [where he allegedly organized the 7/7 Bombers’ Underground exercise with Keith Luck, a Serco director and former Resource Director of the Met (Metropolitan Police)].
SO2 Media Relations, HQ Multi National Brigade (Centre)
Government Agency; 10,001+ employees; Military industry
October 2001 – January 2002 (4 months) Pristina, Kosovo
In September 2001 I was offered the opportunity to mobilise for full-time operational service with the British Army's contingent in the international peacekeeping force in Kosovo, during the period of the OSCE-sponsored Provincial Elections there. I deployed to Pristina to head up the Media Operations function in the Headquarters of the British-led Multi National Brigade (Centre).
My role was to support the objectives of the Kosovo Force and the International Community by planning and conducting an information campaign through local media into both the Albanian and Serb communities. In addition, I acted as Brigade Spokesman, doing weekly interviews with local media and dealing with international and UK domestic press, particularly in the aftermath of major operations or adverse events.
Regional Marketing Director
Public Company; 201-500 employees; NRTLQ; Telecommunications industry
October 1998 – June 2000 (1 year 9 months) Maidenhead, Berks Nortel Networks was formed by the merger in September 1998 of Nortel and Bay Networks: the Enterprise Solutions Line of Business was established to market the combined portfolio of voice and data networking products to corporate end-users. My main responsibility was for the marketing communications, market planning, channel marketing and product marketing functions within the UK and Ireland Region.
Jeremy Mooney's Courses
Royal College of Defence Studies (RCDS) (2010)”
“Building a State-of-the-Practice Data Communications Network
To create a state-of-the-practice data communications network required Serco to engineer different solutions for each of the AFSCN’s unique locations. Each ground station around the world had to be surveyed in order to develop detailed installation plans, project support agreements and testing plans. Furthermore, to assure communications reliability between the ground station and the operational control nodes, Serco also had to conduct a complete circuit testing exercise. …
In developing this enhanced voice and data communications network, Serco’s team engineered and implemented an ATM backbone and secure voice system for each of the AFSCN ground stations. The installed network was based on a Wide Area Network (WAN) architecture utilizing IP based network capabilities and proprietary secure communication technologies such as KG-75s, KG-84S and KIV-7s. In addition, Serco ensured Defense Red Switch Network connectivity and operations throughout the AFSCN”
Field McConnell, United States Naval Academy, 1971; Forensic Economist; 30 year airline and 22 year military pilot; 23,000 hours of safety; Tel: 715 307 8222
David Hawkins Tel: 604 542-0891 Forensic Economist; former leader of oil-well blow-out teams; now sponsors Grand Juries in CSI Crime and Safety Investigation