Crypto-Jew "Harry J. Gray" (Grusin Latvian Jew) - CEO of United Technologies

[CrackSmokeRepublican]

By 1987, a Jew (Michael Blumenthal) headed Burlington Industries, another was vice-president of General Foods. By 1988, worth $1.6 billion, Marvin Davis controlled Davis Oil Company, Denver's Metro Bank, and 20th Century Fox. From 1922-1940 Gerald Swope was the President of General Electric, but he hid the fact of his Jewish background. From 1947-1961 Philip Sporn, also Jewish, was the head of America's largest utility company -- American Electric Power. Harry Gray, "the dominant figure in the U.S. Technologies Corporation" -- one of the major industrial corporations in America -- was, says bloodhound Jewish scholar Abraham Korman, also Jewish. "There is ... considerable evidence that Mr. Gray, despite his denial, was born and raised Jewish and lived as a Jew until he was past thirty, when he changed his name, his life, and apparently his background. According to the accounts of relatives and other records, Harry Gray is actually Harry Jack Grusin, the son of Jacob Grusin, a Jewish immigrant from Latvia." [KORMAN, p. 67-68]

http://holywar.org/jewishtr/21money.htm

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Harry J. Gray, Who Led the Rise of United Technologies, Dies at 89

By GERRY SHIH
Published: July 9, 2009

Harry J. Gray, who rose from boyhood poverty to lead the transformation of United Aircraft into United Technologies, one of the world's broadest and most powerful conglomerates, died Wednesday in Hartford. He was 89.

Associated Press

Harry J. Gray in 1978.

    United Technologies Corp


His family announced his death, at Hartford Hospital.

By 1971, when Mr. Gray took the company reins, the United Aircraft Corporation already had a long history as a thoroughbred of American industry, at one point claiming names like Boeing, Pratt & Whitney, Northrop and United Airlines as subsidiaries. The sales of several units to comply with antitrust laws beginning in the 1930s were followed by prosperity as a maker of warplane parts in World War II and the Korean War.

By the 1970s, the company still played a major role in aeronautics but faced strong competition from General Electric and was plagued by poor performance at its own Pratt & Whitney subsidiary.

Mr. Gray became president of United Aircraft in 1971 and chairman in 1974. He had come to the company after 17 years as an executive at Litton Industries, a major military contractor.

At first, Mr. Gray took small steps within United Aircraft's sphere of expertise. He shored up Pratt & Whitney by ordering a redesign of its engines for Boeing's hugely successful 747 airliners. Then he made leaps. By 1980, Mr. Gray had bought a broad array of companies outside the aerospace business, including Essex International, a manufacturer of wire and cables; the Otis Elevator Company; and the Carrier Corporation, the heating and air-conditioning company.

United Aircraft changed its name to the United Technologies Corporation in 1975 to reflect its expanded business. By 1986, Mr. Gray had transformed a one-industry company with $2 billion in annual sales into a conglomerate pulling in $16 billion a year from many sectors. His competitors were other sprawling giants, like Lockheed and Honeywell.

In his vision, Mr. Gray was a generalist. But he was single-minded and unrelenting when pursuing companies that he thought had strengths that complemented those of United Technologies.

Mr. Gray reportedly compiled and memorized a list of 30 companies that he wanted to acquire, and few managed to resist when the "Grand Acquisitor," as Mr. Gray was known in that heyday of strong-arm takeovers and boardroom intrigue, came swooping.

"He was of an era that created some of the great diversified companies," Martin Lipton, the mergers and acquisitions lawyer who advised Mr. Gray after founding the New York law firm Wachtell, Lipton, Rosen & Kranz, said in a telephone interview. "Very significant companies were built, but they didn't really last. His was one of the few that lasted, that became a real integrated company."

By the mid-1980s, some United Technologies executives were beginning to chafe under Mr. Gray's domineering style and disinclination to involve himself in everyday operations.

When he reluctantly ceded the chairmanship to Robert F. Daniell, an engineer who set out to trim the organization and take a more direct role in managing it, a Wall Street analyst said, "To say that the days of empire building are over is all but a truism."

Mr. Gray was born Harry Jack Grusin on Nov. 18, 1919, in a rural community called Milledgeville Crossroads, Ga. His mother died when he was 6, and his father, after going broke and moving the family to Chicago, abandoned him and his sister, who was 15 years his senior.

His sister was at the steps of an orphanage where she had planned to leave him when she changed her mind, he told a New York Times reporter in 1982. From then until he left for college, Mr. Gray slept on a folding cot in her apartment.

Despite this adversity, he later said, he saw a world wide in scope, rich in opportunity and defined by individual success.

"I'm a self-starter, a self-charger," Mr. Gray said in the interview. "By the age of 9, it was my sister and me against the world."

He entered the University of Illinois at Urbana-Champaign in 1936, working as a waiter and dishwasher, and earned a degree in journalism.

He soon left for the European battlefields of World War II. After fighting in the Army for four and a half years under Gen. George S. Patton, his hero, and receiving a Silver Star for actions in the Battle of the Bulge, Mr. Gray returned to Urbana and earned a master's degree in 1947.

He changed his name to Gray in 1951.

In his early 30s, having worked as a truck salesman, Mr. Gray moved to California after reading about stock options in a magazine. Thinking that "an individual who didn't have capital could begin to build an equity position" through stock options as a corporate employee, he took a pay cut, joined Litton and started his corporate career.

His first marriage ended in divorce, as did his second, to Barbara Sander.

He married Helen Buckley in 1978. She survives him, along with two daughters from one of his previous marriages, Pamela and Victoria, both of Palm Beach Gardens, Fla.; his stepdaughter, Janet Lewis of West Hartford, Conn.; two grandchildren; and two step-grandchildren.

In retirement, the Grays contributed to many charities, mostly in Hartford, and in Illinois and Florida.

In his later years Mr. Gray received an honorary doctorate from the University of Illinois, where he said he had once worked as a waiter in the house of a fraternity that he could not afford to join.

http://www.nytimes.com/2009/07/10/business/10gray.html

[CrackSmokeRepublican]

United Technologies Unit Shifts Gears
August 19, 1991|By CHARLES LUNAN, Business Writer

With the Pentagon deferring plans to build a space-based missile defense system, United Technologies Optical Systems has been forced back down to earth.

In June, Optical Systems began focusing its optics and lasers work on more earthly pursuits, such as building telescopes and devices that can predict windshear around airports, said Gordon H. Sigman Jr., who oversees UTOS as vice president and general manager of Hamilton Standard, another United Technologies business in Windsor Locks, Conn.

The initiative is part of a restructuring that included cutting the work force at Optical Systems` headquarters outside West Palm Beach by 65, to about 250. The company shares a 7,000-acre site in Palm Beach County with United Technologies` two largest defense businesses, Pratt & Whitney and Sikorsky.

``Three years ago, more than 60 percent of our business was the directed energy weapon portion,`` Sigman said, referring to a system that can identify, track and destroy enemy missiles with space-based lasers. ``Now it will be less than 20 percent of our business near term.``

Star Wars, or the Strategic Defense Initiative, began under the Reagan Administration as a way to shield the U.S. against intercontinental ballistic missile attacks.

The program focused on two basic areas. Kinetic energy research focused on shooting down missiles with missiles launched from the United States, while directed energy work focused on using space-based lasers to do the same thing, leading to the term Star Wars.

The program, much of it cloaked in secrecy, received about $3 billion a year in financing during much of the 1980s. About one-third was spent on directed energy, Sigman said.

``That`s an awfully attractive market,`` Sigman said. ``We had to go after it.``

By 1989, however, growing federal budget deficits and a weakening Soviet threat began undermining the program. Directed energy work was pushed back into the lab in favor of kinetic energy research.

Kinetic energy was favored by many in Congress because it did not jeopardize the 1972 Anti-Ballistic Missile treaty with the Soviet Union. The success of the Patriot missile in the war with Iraq only enhanced the allure of missiles over lasers.

Optical Systems is betting that research financing for directed energy will remain stable but that the multibillion-dollar task of building a system will be deferred beyond the end of the century, Sigman said. The shifting priorities caused sales at Optical Systems to fall from $60 million in 1990 to $45 million this year, prompting the June restructuring.

The company was reorganized around three markets: optics, lasers and adaptive optics. The company is working with the National Aeronautics and Space Administration to adapt a laser for predicting windshear around commercial airports.

The company wants to use its expertise in optics to build better telescopes for astronomers. It could build up to 30 such telescopes for universities and government at a cost of more than $1 million each.

A lens correction system that will be used to repair the Hubble space telescope is also financed.

http://articles.sun-sentinel.com/1991-0 ... sed-lasers

[CrackSmokeRepublican]

A 2007 report by a US Defense Science Board task force identified the potential use of directed energy to disrupt sensors...

In December 2007, the US Defense Science Board Task Force on Directed Energy Weapons warned [PDF] about the US military's growing reliance on advanced sensors and other high-technology systems that could be vulnerable to attack by directed energy weapons:

U.S. dependence on force-enabling capabilties in comand and control, information management, advanced sensors, and support systems are recognized around the world. It would be prudent to assume that future enemies intend to take on these enabling factors. In many cases current and projected systems have inherent vulnerabilities and inadequate defensive features. They are particularly susceptible to the types of directed energy systems that are believed to be feasible for a wide range of potential adversaries. It will be essential to have substantial operational experience in directed energy weapons capabilities to adequately assess threat impacts on U.S. and coalition operations.

http://www.defenseindustrydaily.com/Azi ... ats-05737/

http://www.acq.osd.mil/dsb/reports/2007 ... Report.pdf