Past Successes & Achievements.
The following 25 years found the writer earning his living in varying, fairly responsible capacities:
a. British Computing Industry, as a Principal System Analyst, Systems Project Manager. Specialised in the application and utilisation of Planning software utilising network planning software. Specialised in more effectively marrying the computing power of network software systems to the response capability of the company or organisation.
b. British Engineering Industry as a Organisation Consultant serving small to medium sized engineering companies in the range £100,000 - £3,000,000 turn over.
d. As Managing Director of an Electronics Environmental Control Company; introduced the very first integrated Electronic Environmental Control System into the European Horticulture Industry. This made possible for the very first time the integration of temperature, humidity, irrigation requirements for all crops commonly grown within a "Glass House" with the solar light energy being received by the crop. The solarimeter was the first instrument of it's kind in Europe enabling the environmental conditions within the glass environment to be governed and controlled matching the photo synthesis activity of the plant determined by the degree of energy received from the sun with the environmental requirements of the crop in terms of temperature, humidity, nutrition and irrigation needs.
e. Later as a business Consultant serving small engineering/manufacturing companies which had basically sound business but over which they had lost control and were experiencing financial difficulties. The author introduced a source of private finance to the companies whom he judged to be technically sound taking over control until they were either out of difficulty or, alternatively, until they could be sold off profitably; he did not loose a Company to bankruptcy during this period.
f. Latterly, just prior to his retirement the author worked in the British, Norwegian, and Middle Eastern, Off Shore Oil Industries, firstly, as Principal Planning Engineer, then Planning Manager, Chief Planning Engineer and finally as Chief Engineer. In these capacities he operated principally as a Project Co-ordinator come "trouble shooter". During this period of fourteen years the author worked in his various capacities as a sub contractor on behalf of either the major oil, design, manufacturing or construction companies operating in these countries. His experience covered the design phase of complete off shore oil platforms, their fabrication and construction, load out to site, also, their hook-up and final commissioning.
During this time, he introduced into the British Off Shore Oil Industry a then recently created British Mini Computer System designed by a small group of software engineers as a dedicated Project Management Control System. It's small size and power made it an ideal system for use where the action actually took place, on the Off Shore platform itself or, in the fabrication and or, construction yards and later in the offices of their suppliers. The first such system was adopted by Occidental out of Aberdeen, Scotland utilised by the author's planning team initially on the Piper Alfa Platform: this type of system went on to become the standard project management control system to be employed throughout both the British & Norwegian Off Shore Oil Industries. A contract would not be granted to any company wishing to become involved in an Off Shore Oil project unless it possessed this computing System. The group of young British Engineers called themselves Metier Systems Limited the Company was later bought by Lockheed of the United States each of it's young shareholders becoming millionaires as a result. This was the fore runner of the use and adoption of mini computers as serious systems in support of the role of Project Management particularly in British Industry. The author was employed on a sub contract basis by Occidental as, Chief Planning Engineer.
For the Record.
a. November 1969: advised the Board of Directors of Rolls Royce Limited giving reasons why the adoption of the three shaft design for it's then recently developed fan jet engine designated the RB211 could prove to be financially disastrous for the Company. On March 1971 the Company was declared bankrupt the cause being the very reasons given by the author.
b. February 1970: advised the Senior Engineering Division of BAC at Weybridge, Surrey England, engaged on the then development of Concorde that for the reasons stated it could never be commercial viable. The commercial failure of this technically brilliant aircraft is now a matter of record: it cost the British & French Governments over two billion £'s.
c. Immediately following the American launch of news about their planned NASP Aircraft project (single stage to orbit flight aircraft) announced during a televised hook-up between all of their major embassies throughout Europe the author, who was present on that occasion at their London Embassy advised it's Director a Dr. Barthelemy by fax some three days later that it would never work and gave his reasons.
d. The author has since advised Boeing that the joint venture between Russia and the United States in the hope of creating a future commercially viable supersonic aircraft employing the use of the Tupolev 144 supersonic aircraft as a prototype will fail and he gave his reasons.
Note: In b, c and d the basis of objections is exactly the same namely, the failure of the Industry to recognise the need to establish a properly motion integrated Air Mass Motion System comprising the two principal Air Mass Motion Systems forming, the Aircraft's motive power system and the Aircraft's structure. The increased thrust penalty required to be paid because of this fault gets to be totally unsupportable economically the faster the Aircraft is required to fly such as in supersonic and hypersonic flight, as things are. This vast Industry simply cannot afford any more new very costly re-vamped and bigger version of the very same type of Aircraft without there being achieved a very fundamental improvement in the return upon invested capital across the entire Industry.
Note: A, b, c & d are a matter of written record.
e. July 1998, the author offers the following warning; the World's Jet Powered Aircraft Industry is in serious danger of technologically causing it's own commercial "self destruction" unless the economic exhaustion of the conventional method of utilising Newton's 3rd Law of Motion, is recognised and acted upon.
f. The author & his wife have been very priviliged to discover and are selling in a small way (2,000 clients) so far, a quite revolutionary system of healing as challenging to the world of medicine as is, this aircraft concept is to aeronautics.
The world's Jet Powered Aircraft Industry is now where it was when the introduction of the jet engine first made it's appearance. It recognised then without too much difficulty that the internal combustion means of producing the required thrust power for aircraft was technologically no longer commercially viable. The conventional form of jet powered aircraft is no longer technologically commercially viable. Only the vast scale of this Industry creates the illusion of economic viability concealing this truth. Compare the profitability of it's Airline Industry with the cost of paying for the Manufacture of Aircraft and, the illusion is shattered or, it should be!
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