Decades later are recalled

Decades Later, a Cold War Secret Is Revealed

Published December 25, 2011 Associated Press

DANBURY, Conn. –  For more than a decade they toiled in the strange, boxy-looking building on the hill above the municipal airport, the building with no windows (except in the cafeteria), the building filled with secrets.

They wore protective white jumpsuits, and had to walk through air-shower chambers before entering the sanitized "cleanroom" where the equipment was stored.

They spoke in code.

Few knew the true identity of "the customer" they met in a smoke-filled, wood-paneled conference room where the phone lines were scrambled. When they traveled, they sometimes used false names.

At one point in the 1970s there were more than 1,000 people in the Danbury area working on The Secret. And though they worked long hours under intense deadlines, sometimes missing family holidays and anniversaries, they could tell no one — not even their wives and children — what they did.

They were engineers, scientists, draftsmen and inventors — "real cloak-and-dagger guys," says Fred Marra, 78, with a hearty laugh.

He is sitting in the food court at the Danbury Fair mall, where a group of retired co-workers from the former Perkin-Elmer Corp. gather for a weekly coffee. Gray-haired now and hard of hearing, they have been meeting here for 18 years. They while away a few hours nattering about golf and politics, ailments and grandchildren. But until recently, they were forbidden to speak about the greatest achievement of their professional lives.

"Ah, Hexagon," Ed Newton says, gleefully exhaling the word that stills feels almost treasonous to utter in public.

It was dubbed "Big Bird" and it was considered the most successful space spy satellite program of the Cold War era. From 1971 to 1986 a total of 20 satellites were launched, each containing 60 miles of film and sophisticated cameras that orbited the earth snapping vast, panoramic photographs of the Soviet Union, China and other potential foes. The film was shot back through the earth's atmosphere in buckets that parachuted over the Pacific Ocean, where C-130 Air Force planes snagged them with grappling hooks.

The scale, ambition and sheer ingenuity of Hexagon KH-9 was breathtaking. The fact that 19 out of 20 launches were successful (the final mission blew up because the booster rockets failed) is astonishing.

So too is the human tale of the 45-year-old secret that many took to their graves.

Hexagon was declassified in September. Finally Marra, Newton and others can tell the world what they worked on all those years at "the office."

"My name is Al Gayhart and I built spy satellites for a living," announced the 64-year-old retired engineer to the stunned bartender in his local tavern as soon as he learned of the declassification. He proudly repeats the line any chance he gets.

"It was intensely demanding, thrilling and the greatest experience of my life," says Gayhart, who was hired straight from college and was one of the youngest members of the Hexagon "brotherhood".

He describes the white-hot excitement as teams pored over hand-drawings and worked on endless technical problems, using "slide-rules and advanced degrees" (there were no computers), knowing they were part of such a complicated space project. The intensity would increase as launch deadlines loomed and on the days when "the customer" — the CIA and later the Air Force — came for briefings. On at least one occasion, former President George H.W. Bush, who was then CIA director, flew into Danbury for a tour of the plant.

Though other companies were part of the project — Eastman Kodak made the film and Lockheed Corp. built the satellite — the cameras and optics systems were all made at Perkin-Elmer, then the biggest employer in Danbury.

"There were many days we arrived in the dark and left in the dark," says retired engineer Paul Brickmeier, 70.

He recalls the very first briefing on Hexagon after Perkin-Elmer was awarded the top secret contract in 1966. Looking around the room at his 30 or so colleagues, Brickmeier thought, "How on Earth is this going to be possible?"

One thing that made it possible was a hiring frenzy that attracted the attention of top engineers from around the Northeast. Perkin-Elmer also commissioned a new 270,000-square-foot building for Hexagon — the boxy one on the hill.

Waiting for clearance was a surreal experience as family members, neighbors and former employers were grilled by the FBI, and potential hires were questioned about everything from their gambling habits to their sexuality.

"They wanted to make sure we couldn't be bribed," Marra says.

Clearance could take up to a year. During that time, employees worked on relatively minor tasks in a building dubbed "the mushroom tank" — so named because everyone was in the dark about what they had actually been hired for.

Joseph Prusak, 76, spent six months in the tank. When he was finally briefed on Hexagon, Prusak, who had worked as an engineer on earlier civil space projects, wondered if he had made the biggest mistake of his life.

"I thought they were crazy," he says. "They envisaged a satellite that was 60-foot long and 30,000 pounds and supplying film at speeds of 200 inches per second. The precision and complexity blew my mind."

Several years later, after numerous successful launches, he was shown what Hexagon was capable of — an image of his own house in suburban Fairfield.

"This was light years before Google Earth," Prusak said. "And we could clearly see the pool in my backyard."

There had been earlier space spy satellites — Corona and Gambit. But neither had the resolution or sophistication of Hexagon, which took close-range pictures of Soviet missiles, submarine pens and air bases, even entire battalions on war exercises.

According to the National Reconnaissance Office, a single Hexagon frame covered a ground distance of 370 nautical miles, about the distance from Washington to Cincinnati. Early Hexagons averaged 124 days in space, but as the satellites became more sophisticated, later missions lasted twice as long.

"At the height of the Cold War, our ability to receive this kind of technical intelligence was incredible," says space historian Dwayne Day. "We needed to know what they were doing and where they were doing it, and in particular if they were preparing to invade Western Europe. Hexagon created a tremendous amount of stability because it meant American decision makers were not operating in the dark."

Among other successes, Hexagon is credited with providing crucial information for the Strategic Arms Limitation Talks between the United States and the Soviet Union in the 1970s.

From the outset, secrecy was a huge concern, especially in Danbury, where the intense activity of a relatively small company that had just been awarded a massive contract (the amount was not declassified) made it obvious that something big was going on. Inside the plant, it was impossible to disguise the gigantic vacuum thermal chamber where cameras were tested in extreme conditions that simulated space. There was also a "shake, rattle and roll room" to simulate conditions during launch.

"The question became, how do you hide an elephant?" a National Reconnaissance Office report stated at the time. It decided on a simple response: "What elephant?" Employees were told to ignore any questions from the media, and never confirm the slightest detail about what they worked on.

But it was impossible to conceal the launches at Vandenberg Air Force base in California, and aviation magazines made several references to "Big Bird." In 1975, a "60 Minutes" television piece on space reconnaissance described an "Alice in Wonderland" world, where American and Soviet intelligence officials knew of each other's "eyes in the sky" — and other nations did, too — but no one confirmed the programs or spoke about them publicly.

For employees at Perkin-Elmer, the vow of secrecy was considered a mark of honor.

"We were like the guys who worked on the first atom bomb," said Oscar Berendsohn, 87, who helped design the optics system. "It was more than a sworn oath. We had been entrusted with the security of the country. What greater trust is there?"

Even wives — who couldn't contact their husbands or know of their whereabouts when they were traveling — for the most part accepted the secrecy. They knew the jobs were highly classified. They knew not to ask questions.

"We were born into the World War II generation," says Linda Bronico, whose husband, Al, told her only that he was building test consoles and cables. "We all knew the slogan 'loose lips sink ships.'"

And Perkin-Elmer was considered a prized place to work, with good salaries and benefits, golf and softball leagues, lavish summer picnics (the company would hire an entire amusement park for employees and their families) and dazzling children's Christmas parties.

"We loved it," Marra says. "It was our life."

For Marra and his former co-workers, sharing that life and their long-held secret has unleashed a jumble of emotions, from pride to nostalgia to relief — and in some cases, grief.

The city's mayor, Mark Boughton, only discovered that his father had worked on Hexagon when he was invited to speak at an October reunion ceremony on the grounds of the former plant. His father, Donald Boughton, also a former mayor, was too ill to attend and died a few days later.

Boughton said for years he and his siblings would pester his father — a draftsman — about what he did. Eventually they realized that the topic was off limits.

"Learning about Hexagon makes me view him completely differently," Boughton says. "He was more than just my Dad with the hair-trigger temper and passionate opinions about everything. He was a Cold War warrior doing something incredibly important for our nation."

For Betty Osterweis the ceremony was bittersweet, too. Not only did she learn about the mystery of her late husband's professional life. She also learned about his final moments.

"All these years," she said, "I had wondered what exactly had happened" on that terrible day in 1987 when she received a phone call saying her 53-year-old husband, Henry Osterweis, a contract negotiator, had suffered a heart attack on the job. At the reunion she met former co-workers who could offer some comfort that the end had been quick.

Standing in the grounds of her late husband's workplace, listening to the tributes, her son and daughter and grandchildren by her side, Osterweis was overwhelmed by the enormity of it all — the sacrifice, the secrecy, the pride.

"To know that this was more than just a company selling widgets ... that he was negotiating contracts for our country's freedom and security," she said.

"What a secret. And what a legacy."

___

Helen O'Neill is a New York-based national writer for The Associated Press. She can be reached at features(at)ap.org.

Designers and Draftsmen in the 1970's

This is a 1970’s photo of some of the Danbury PE design and drafting personnel who created design drawings for the Hexagon program. CAD did not exist in those days and everyone used large drafting boards. The drawings were created in pencil on transparent drafting paper and if a change had to be made, erased and corrected or totally re-drawn. When finished, the tracing paper was put through a large machine containing ammonia that then developed the final blueprint on a special paper. The ammonia smell, especially for large drawings, lasted for weeks.

As best I remember the names from left to right were: Al Gasper, Tom O’Mara (manager), Ray Schneider, unknown, unknown, Don Boughton (bearded and later Mayor of Danbury), unknown, Tom Hayden, Jack Gearin, Juneau Voller, Gil Gonzalez and Ralph Forsberg. Unfortunately I do not have a photo of many other designers who worked on the program. They all were skilled and made many significant contributions.  

I ask that any Perkin-Elmer former employee or still currently working please send me any photos, memories or stories about your days at PE. My email is phil.pressel@gmail.com

Design &    Drafting, JPEG .jpg

Two Hexagonians

Is this going too far? Here are Jon Aspinwall and Phil Pressel showing their shirts and license plates as alumni and in honor of the job of a lifetime. 

                                                                     Jon&n…

                                                                     Jon 

Phil Pressel .jpg

                                                                           Phil 

Clever Jon Aspinwall put the photos together with Hexagon hats. 

Clever Jon Aspinwall put the photos together with Hexagon hats. 

Mike Maguire, A Great Leader

Mike Maguire, A Great Leader

By Phil Pressel

The Optical Technology Division of the Perkin-Elmer Corporation in Danbury, Connecticut designed and built the camera and film handling system for the Hexagon spy satellite program. Hexagon was a major factor in keeping the peace during the cold war (1970’s and 1980’s). It provided excellent imagery photographs of military and other assets of the Soviet Union and other denied territories.

Much of Hexagon’s success belongs to the talented staff consisting of over 1,000 Perkin-Elmer employees and to the thousands of personnel of the Air force, the CIA, the NRO, the Navy and many private industry personnel. Mike Maguire was the leader and first Director of the incredibly complicated Hexagon camera system at Perkin-Elmer.

 

        Mike Maguire on his 91st birthday 

        Mike Maguire on his 91st birthday 

In speaking about him with former colleagues over the years, while working or in retirement, we all agreed that, “Mike was the best manager I ever worked for.”

He was strict, fair, knowledgeable, demanding, inspirational and respected by all of us. Technically he knew the engineering workings of the program inside out.

The following are excerpts from an interview I conducted with Mike in 2005.

“This was a career job. It had to be for most of us. How many people get a chance to build something that sophisticated, and that did so much for the country? It was a marvelous opportunity to do something really spectacular and really well. I think it was the most complicated thing ever put up in orbit. We had a great group of people. I don’t know if it was luck or whatever but we put together one absolutely great and dedicated team

Hey let me give you some personal stuff; you know that I am an immigrant also, that I wasn’t born in the US. I was born in Ireland; I tell the story that my father took one look at me and left the country. Which is literally true because after 3 years earning enough money he sent for my mother, my brother and myself and we lived in the south Bronx in the tenement on east 162nd street for several years. I graduated RPI with my undergraduate degree and my graduate degree from the U of CT. I had all the credits for my doctorate but my wife was pregnant with number 8 at the time I was ready to finish up my dissertation, so I became a manager instead of a technical specialist. Gloria and I now have 12 children and 20 grandchildren.

 Before I came to PE I was manager of guidance and control systems at GE Missile and Space Systems down at Valley Forge.“

Ken McLeish, chief engineer at PE called me and asked if I would like to come up and work for him at PE. So I said well I’ll come up and see what the possibilities are, and we talked and he wanted to make me an offer but first I had to be interviewed by Dick Perkin who was the founder, President and CEO of PE. I went to see Dick and he says, tell me about yourself. Well I’m an electrical engineer. He said what do you know about optics. I said, I had optics in a physics course in my sophomore year, that’s about it. He said, do you know how a roof prism works, and I said gee I really don’t Mr. Perkin and he gave me a training manual on fire control systems that had a description of a roof prism and how it worked; he said go away and read it and come back and visit me in a couple of weeks; which I did and he said did you read the manual; I said yes; he said can you tell me how a roof prism works now; I said, yeah I sure can and I did and he approved me being hired and I was hired as an engineer and branch manager working for Ken.

 Soon the agency came to PE. They wanted a scanning system that would have the accuracy of a spotting camera system. They gave PE some study money to look at it. I was not the early proposal manager on the system. I believe it was Milt Roseneau or Dick Babish. Well at any rate it was a very challenging situation. Les Dirks from the agency was the key technical guy, a very bright guy. He said what makes you think you can do this job and I said I have some reasonable experience and I think we can pull it off; he asked me a bunch of questions and I apparently satisfied him and he gave his ok to it and we started the study.

 Then the real proposal came and that was a substantial effort and I have to say that I was really impressed by all the people that contributed to that proposal. It was probably one of the best proposals I had ever seen.

 I think one of the biggest challenges in the early part of the project is that we only were able to get about 150 people from the PE cadre and we had to increase that to over 1,000.

 Anyway we went out and did a search for competent people and we put them in that big chamber area with all the noise, and I don’t know how those people stood it for the months they had to wait to obtain their security clearances.

 At the same time we had to define and build a facility and the plans kept changing because they wanted to put in bigger test chambers and so forth. Trying to split between getting the system defined, getting the people on board, and getting the facility defined and built was a pretty strenuous part of the program.

 Talking about the facility by the way, it was to be a classified facility and the Danbury tax assessor evaluated the value of the facility at $10 million and he then said it was his experience that the equipment in a big factory like that would be equal to the factory itself. So he wanted to assess us another $10 million; I said I’m sorry but most of the equipment going in here will be government furnished equipment and you can’t tax that. He didn’t believe me and I got a call from Senator Lowell Weickert who was the Connecticut Senator at the time, and he said would you come down and see me as you are having some difficulty from the people in Danbury. So I said sure and I went down, and he said what are you building up there and I said I’m sorry I can’t tell you what we are building up there and he said why not, I said because you are not cleared, and he said, I’m a Senator I’m cleared for everything. I said look I’m sorry I don’t want to argue with you I can’t tell you the stuff, but if you need it call the department of defense and they will put you in touch with the right people. I never heard anything more about it. That was just a humorous story.

 Then we actually started on the work. By the way we never had any real manufacturing at PE except for the optics manufacturing, and when we started looking at the complicated assemblies we had to put together here I started out looking for a manufacturing engineer that had put together fairly sophisticated systems and we couldn’t find any. There was a guy named Kenny Meserve who was a technician at the time and he had worked on a prior facility down on Route 7 and I said Kenny I want you to sit down and figure out a flow diagram for the assembly of this whole system, and he looked at me and said what’s a flow diagram. I said it is where the assemblies come together part by part until we get to the final assembly. He said ok I can do something like that and he put together a couple of flow charts and we talked about them and modified them and he was obviously a very bright guy and very intent on doing a good job, and we ended up making him the manufacturing manager for the project. Good guy and a really good decision.

 We used to have morning stand up meetings where we’d take the problems as they came up and try to get them solved before they got to be too big. I liked that approach to doing things, we had good communications throughout the program; people weren’t afraid to say what was wrong and what we needed to fix

 Some of the key people on the program were Bob Jones, Charlie  Karatzas and Bob Williamson and on the servos Marty Yellin was a very bright guy; Williamson was low key but a good manager he kept track of everything.

 Anyway Hexagon was a great success and I always considered the Hexagon program to be the pinnacle of my professional career.”

In recognition of Mike’s achievements I nominated him in 2005  (seconded by Bob Jones, Bob Williamson and Mike Mazaika of Perkin-Elmer) to be inducted into the NRO’s (National Reconnaissance Office) honor group of Pioneers and Founders of National Reconnaissance. This group consists of individuals that represent the finest talent in government, military and industry whose contributions cover a body of work that is and was of lasting importance to the nation. 

In the nomination I included the following about Mike:

“Mike’s leadership was instrumental in melding the complicated state of the art technical developments necessary to meet the difficult optical, mechanical and electrical requirements of the KH-9 camera into a well functioning system by coordinating all of the necessary skills, talented people and department organizations into one cohesive operation. The program provided valuable intelligence to the country as the technical means of verification for the SALT treaties.

 The team grew from the initial staff of 30 to over 1200 and was dedicated because he was a visionary, a superb motivator, blessed with smarts, had total recall of technical issues and tireless. He was a hard-driving and fair leader.”

 The NRO did select Mike Maguire as a Pioneer and Founder of National Reconnaissance. The NRO announcement stated:

 “Mike Maguire pioneered one of the last film based reconnaissance systems used by the NRO. Pushing the state-of-the-art during design and development phases of acquisition, Mr. Maguire’s efforts and leadership resulted in an invaluable national asset in reconnaissance and one relied on heavily by the nation’s decision-makers. The resulting imaging satellites brought reliability and operational longevity to new heights.”

I just heard from Mike and he asked me to make sure to give due credit to ALL the PE people who contributed to the success of the program. Each individual who worked on the program in their own field of responsibility shares credit for their outstanding job in the success of the Hexagon program. 

 

 

 

The Twister

The Twister and its Inventor, Don Cowles

A key patented invention that enabled the Hexagon camera system to succeed was that of the “twister.” This was a mechanical device, shown below, that allowed the film to travel both linearly and in rotation past the focal plane of the camera. It made the film travel over air bars that twisted back and forth in rotation and in synchronization with the rotating image.  

 

Twister, jpeg.jpg

Don Cowles, a mechanical engineer at Perkin-Elmer invented and developed the twister. He was acknowledged and honored at a celebration at Perkin-Elmer in Danbury, Connecticut many years ago by Chester Nimitz, Jr, CEO of Perkin-Elmer and attended by many other staff members of the program.

Don Cowles facing front .jpeg