Tom Drake

Wasn't. That's right. Yeah. So, but I was working on this special program called Jackpot. So we're now bringing in the best because they realized, here's the kicker, the key, but it's a kicker. They did study after study after study. Some were pretty significant, including a Rand Corporation study. There was others. including stakeholders with the oversight committees.

Remember, there was a forum late 70s under Carter because of all the scandals that emerged and all the spying and everything, all operation chaos in the field intelligence program with the military spying on Americans, the Operation Minaret, the COIN Intel Pro with FBI. It's like just going crazy, right?

Remember, there was a forum late 70s under Carter because of all the scandals that emerged and all the spying and everything, all operation chaos in the field intelligence program with the military spying on Americans, the Operation Minaret, the COIN Intel Pro with FBI. It's like just going crazy, right?

Remember, there was a forum late 70s under Carter because of all the scandals that emerged and all the spying and everything, all operation chaos in the field intelligence program with the military spying on Americans, the Operation Minaret, the COIN Intel Pro with FBI. It's like just going crazy, right?

And it all culminated under the Nixon administration in terms of – of course, that's when I grew up. I grew up as a young teenager during that period. So I'm working on this program because NSA realized they had a problem. How do you deal with all this data? How do you deal with these new – Non-state actors, they're murky, it's hard to figure them out, let alone follow them.

And it all culminated under the Nixon administration in terms of – of course, that's when I grew up. I grew up as a young teenager during that period. So I'm working on this program because NSA realized they had a problem. How do you deal with all this data? How do you deal with these new – Non-state actors, they're murky, it's hard to figure them out, let alone follow them.

And it all culminated under the Nixon administration in terms of – of course, that's when I grew up. I grew up as a young teenager during that period. So I'm working on this program because NSA realized they had a problem. How do you deal with all this data? How do you deal with these new – Non-state actors, they're murky, it's hard to figure them out, let alone follow them.

A lot of times they don't use any normal means, normal, regular means of communication where we're used to. So part of my job at the time, and this is where it got very technical, but it was also on the management side, okay? How do you form organizations? How do you create organizations to deal with this new digital age? Analog to digital.

A lot of times they don't use any normal means, normal, regular means of communication where we're used to. So part of my job at the time, and this is where it got very technical, but it was also on the management side, okay? How do you form organizations? How do you create organizations to deal with this new digital age? Analog to digital.

A lot of times they don't use any normal means, normal, regular means of communication where we're used to. So part of my job at the time, and this is where it got very technical, but it was also on the management side, okay? How do you form organizations? How do you create organizations to deal with this new digital age? Analog to digital.

The analog didn't disappear, believe me, but now increasingly it's digital. So they just sat there staring at their navel because it would require change. And in a large organization, and this is the challenge we're seeing now emerge with Trump 2.0, you're seeing institutionalized, very rigid organizations, who have gotten used to the way they do business.

The analog didn't disappear, believe me, but now increasingly it's digital. So they just sat there staring at their navel because it would require change. And in a large organization, and this is the challenge we're seeing now emerge with Trump 2.0, you're seeing institutionalized, very rigid organizations, who have gotten used to the way they do business.

The analog didn't disappear, believe me, but now increasingly it's digital. So they just sat there staring at their navel because it would require change. And in a large organization, and this is the challenge we're seeing now emerge with Trump 2.0, you're seeing institutionalized, very rigid organizations, who have gotten used to the way they do business.

And that way that they do business is business as usual. The last thing they want to do, and some of it's justified in part, especially when they're supporting directly like social security payments, right? Medicare, for example, those built on systems, basically COBOL, which I'm very familiar with, COBOL, Common Oriented Business Language, right? To...

And that way that they do business is business as usual. The last thing they want to do, and some of it's justified in part, especially when they're supporting directly like social security payments, right? Medicare, for example, those built on systems, basically COBOL, which I'm very familiar with, COBOL, Common Oriented Business Language, right? To...

And that way that they do business is business as usual. The last thing they want to do, and some of it's justified in part, especially when they're supporting directly like social security payments, right? Medicare, for example, those built on systems, basically COBOL, which I'm very familiar with, COBOL, Common Oriented Business Language, right? To...

but very difficult as an organization to change. Never mind corruption, never mind- Sure. Right? So- In this space, right, I'm coming in from the outside, and I'm basically saying, even as a contractor, we weren't looked on very kindly. We would go into organizations and actually do a full scope, basically a full scope.

but very difficult as an organization to change. Never mind corruption, never mind- Sure. Right? So- In this space, right, I'm coming in from the outside, and I'm basically saying, even as a contractor, we weren't looked on very kindly. We would go into organizations and actually do a full scope, basically a full scope.

but very difficult as an organization to change. Never mind corruption, never mind- Sure. Right? So- In this space, right, I'm coming in from the outside, and I'm basically saying, even as a contractor, we weren't looked on very kindly. We would go into organizations and actually do a full scope, basically a full scope.

We had ways we did this technical examination of the organization in terms of what they were creating, their projects and programs. We also examined the leadership and management structure, and then we would create a report. And we invite all the key principals, including basically the entire organization into like a conference room. A lot of the managers in particular did not, leaders, right?