I have a rough list of topics for future articles, a scratchpad of two-word ideas that I sometimes struggle to interpret. Some items have been on that list for years now. Sometimes, ideas languish because I'm not really interested in them enough to devote the time. Others have the opposite problem: chapters of communications history with which I'm so fascinated that I can't decide where to start and end. They seem almost too big to take on. One of these stories starts in another vast frontier: northeastern Canada. It was a time, rather unlike our own, of relative unity between Canada and the United States. Both countries had spent the later part of World War II planning around the possibility of an Axis attack on North America, and a ragtag set of radar stations had been built to detect inbound bombers. The US had built a series of stations along the border, and the Canadians had built a few north of Ontario and Quebec to extend coverage north of those population centers. Then the war ended and, as with so many WWII projects, construction stopped. Just a few years later, the USSR demonstrated a nuclear weapon and the Cold War was on. As with so many WWII projects, freshly anxious planners declared the post-war over and blew the dust off of North American air defense plans. In 1950, US and Canadian defense leaders developed a new plan to consolidate and improve the scattershot radar early warning plan. This agreement would become the Pinetree Line, the first of three trans-Canadian radar fences jointly constructed and operated by the two nations. For the duration of the Cold War, and even to the present day, these radar installations formed the backbone of North American early warning and the locus of extensive military cooperation. The joint defense agreement between the US and Canada, solidified by the Manhattan Project's dependence on Canadian nuclear industry, grew into the 1968 establishment of the North American Air Defense Command (NORAD) as a binational joint military organization. This joint effort had to rise to many challenges. Radar had earned its place as a revolutionary military technology during the Second World War, but despite the many radar systems that had been fielded, engineer's theoretical understanding of radar and RF propagation were pretty weak. I have written here before about over-the-horizon radar, the pursuit of which significantly improved our scientific understanding of radio propagation in the atmosphere... often by experiment, rather than model. A similar progression in RF physics would also benefit radar early warning in another way: communications. One of the bigger problems with the Pinetree Line plan was the remote location of the stations. You might find that surprising; the later Mid-Canada and DEW lines were much further north and more remote. The Pinetree Line already involved stations in the far reaches of the maritime provinces, though, and to provide suitable warning to Quebec and the Great Lakes region stations were built well north of the population centers. Construction and operations would rely on aviation, but an important part of an early warning system is the ability to deliver the warning. Besides, ground-controlled interception had become the main doctrine in air defense, and it required not just an alert but real-time updates from radar stations for the most effective response. Each site on the Pinetree Line would require a reliable real-time communications capability, and as the sites were built in the 1950s, some were a very long distance from telephone lines. Canada had only gained a transcontinental telephone line in 1932, seventeen years behind the United States (which by then had three different transcontinental routes and a fourth in progress), a delay owing mostly to the formidable obstacle of the Canadian Rockies. The leaders in Canadian long-distance communications were Bell Canada and the two railways (Canadian Pacific and Canadian National), and in many cases contracts had been let to these companies to extend telephone service to radar stations. The service was very expensive, though, and the construction of telephone cables in the maritimes was effectively ruled out due to the huge distances involved and uncertainty around the technical feasibility of underwater cables to Newfoundland due to the difficult conditions and extreme tides in the Gulf of St. Lawrence. The RCAF had faced a similar problem when constructing its piecemeal radar stations in Ontario and Quebec in the 1940s, and had addressed them by applying the nascent technology of point-to-point microwave relays. This system, called ADCOM, was built and owned by RCAF to stretch 1,400 miles between a series of radar stations and other military installations. It worked, but the construction project had run far over budget (and major upgrades performed soon after blew the budget even further), and the Canadian telecom industry had vocally opposed it on the principle that purpose-built military communications systems took government investment away from public telephone infrastructure that could also serve non-military needs. These pros and cons of ADCOM must have weighed on Pinetree Line planners when they chose to build a system directly based on ADCOM, but to contract its construction and operation to Bell Canada [1]. This was, it turned out, the sort of compromise that made no one happy: the Canadian military's communications research establishment was reluctant to cede its technology to Bell Canada, while Bell Canada objected to deploying the military's system rather than one of the commercial technologies then in use across the Bell System. The distinct lack of enthusiasm on the part of both parties involved was a bad omen for the future of this Pinetree Line communications system, but as it would happen, the whole plan was overcome by events. One of the great struggles of large communications projects in that era, and even today, is the rapid rate of technological progress. One of ADCOM's faults was that the immense progress Bell Labs and Western Electric made in microwave equipment during the late '40s meant that it was obsolete as soon as it went into service. This mistake would not be repeated, as ADCOM's maritimes successor was obsoleted before it even broke ground. A promising new radio technology offered a much lower cost solution to these long, remote spans. At the onset of the Second World War, the accepted theory of radio propagation held that HF signals could pass the horizon via ground wave propagation, curving to follow the surface of the Earth, while VHF and UHF signals could not. This meant that the higher-frequency bands, where wideband signals were feasible, were limited to line-of-sight or at least near-line-of-sight links... not more than 50 miles with ideal terrain, often less. We can forgive the misconception, because this still holds true today, as a rule of thumb. The catch is in the exceptions, the nuances, that during the war were already becoming a headache to RF engineers. First, military radar operators observed mysterious contacts well beyond the theoretical line-of-sight range of their VHF radar sets. These might have been dismissed as faults in the equipment (or the operator), but reports stacked up as more long-range radar systems were fielded. After the war, relaxed restrictions and a booming economy allowed radio to proliferate. UHF television stations, separated by hundreds of miles, unexpectedly interfered with each other. AT&T, well into deployment of a transcontinental microwave network, had to adjust its frequency planning after it was found that microwave stations sometimes received interfering signals from other stations in the chain... stations well over the horizon. This was the accidental discovery of tropospheric scattering. The Earth's atmosphere is divided into five layers. We live in the troposhere, the lowest and thinnest of the layers, above which lies the stratosphere. Roughly speaking, the difference between these layers is that the troposphere becomes colder with height (due to increasing distance from the warm surface), while the stratosphere becomes warmer with height (due to decreasing shielding from the sun) [2]. In between is a local minimum of temperature, called the tropopause. The density gradients around the tropopause create a mirror effect, like the reflections you see when looking at an air-water boundary. The extensive turbulence and, well, weather present in the troposhere also refract signals on their way up and down, making the true course of radio signals reflecting off of the tropopause difficult to predict or analyze. Because of this turbulence, the effect has come to be known as scattering: radio signals sent upwards, towards the troposphere, will be scattered back downwards across a wide area. This effect is noticeable only at high frequencies, so it remained unknown until the widespread use of UHF and microwave, and was still only partially understood in the early 1950s. The locii of radar technology at the time were Bell Laboratories and the MIT Lincoln Laboratory, and they both studied this effect for possible applications. Presaging one of the repeated problems of early warning radar systems, by the time Pinetree Line construction began in 1951 the Lincoln Laboratory was already writing proposals for systems that would obsolete it. In fact, construction would begin on both of the Pinetree Line's northern replacements before the Pinetree Line itself was completed. Between rapid technological development and military planners in a sort of panic mode, the early 1950s were a very chaotic time. Underscoring the ever-changing nature of early warning was the timeline of Pinetree Line communications: as the Pinetree Line microwave network was in planning, the Lincoln Laboratory was experimenting with troposcatter communications. By the time the first stations in Newfoundland completed construction, Bell Laboratories had developed an experimental troposcatter communications system. This new means of long-range communications would not be ready in time for the first Pinetree Line stations, so parts of the original ADCOM-based microwave network would have to be built. Still, troposcatter promised to complete the rest of the network at significantly reduced cost. The US Air Force, wary of ADCOM's high costs and more detached from Canadian military politics, aggressively lobbied for the adoption of troposcatter communications for the longest and most challenging Pinetree Line links. Bell Laboratories, long a close collaborator with the Air Force, was well aware of troposcatter's potential for early warning radar. Bell Canada and Bell Laboratories agreed to evaluate the system under field conditions, and in 1952 experimental sites were installed in Newfoundland. These tests found reliable performance over 150 miles, far longer than achievable by microwave and---rather conveniently---about the distance between Pinetree Line radar stations. These results suggested that the Pinetree Line could go without an expensive communications network in the traditional sense, instead using troposcatter to link the radar stations directly to each other. Consider a comparison laid out by the Air Force: one of the most complex communications requirements for the Pinetree Line was a string of stations running not east-west like the "main" line, but north-south from St. John's, Newfoundland to Frobisher Bay, Nunavut. These stations were critical for detection of Soviet bombers approaching over the pole from the northwest, otherwise a difficult gap in radar coverage until the introduction of radar sites in Greenland. But the stations covered a span of over 1,000 miles, most of it in formidably rugged and remote arctic coastal terrain. The proposed microwave system would require 50 relay stations, almost all of which would be completely new construction. Each relay's construction would have to be preceded by the construction of a harbor or airfield for access, and then establishment of a power plant, to say nothing of the ongoing logistics of transporting fuel and personnel for maintenance. The proposed troposcatter system, on the other hand, required only ten relays. All ten would be colocated with radar stations, and could share infrastructure and logistical considerations. Despite the clear advantages of troposcatter and its selection by the USAF, the Canadian establishment remained skeptical. One cannot entirely blame them, considering that troposcatter communications had only just been demonstrated in the last year. Still, the USAF was footing most of the bill for the overall system (and paying entirely for the communications aspect, depending on how you break down the accounting) and had considerable sway. In 1954, well into construction of the radar stations (several had already been commissioned), the Bell Canada contract for communications was amended to add troposcatter relay in addition to the original microwave scheme. Despite the weaselly contracting, the writing was on the wall and progress on microwave relay stations almost stopped. By the latter part of 1954, the microwave network was abandoned entirely. Bell Canada moved at incredible speed to complete the world's first troposcatter long-distance route, code named Pole Vault. One the major downsides of troposcatter communications is its inefficiency. Only a very small portion of the RF energy reaching the tropopause is reflected, and of that, only a small portion is reflected in the right direction. Path loss from transmitter to receiver for long links is over -200 dB, compared to say -130 dB for a microwave link. That difference looks smaller than it is; dB is a logarithmic comparison and the decrease from -130 dB to -200 dB is a factor of ten million. The solution is to go big. Pole Vault's antennas, manufactured as a rush order by D. S. Kennedy Co. of Massachusetts. 36 were required, generally four per site for transmit and receive in each direction. Each antenna was a 60' aluminum parabolic dish held up on edge by truss legs. Because of the extreme weather at the coastal radar sites, the antennas were specified to operate in a 120 knot wind---or a 100 knot wind with an inch of ice buildup. These were operating requirements, so the antenna had not only to survive these winds, but to keep flexing and movements small enough to not adversely impact performance. The design of the antennas was not trivial; even after analysis by both Kennedy Co. and Bell Canada, after installation some of the rear struts supporting the antennas buckled. All high-wind locations received redesigned struts. To drive the antennas, Radio Engineering Laboratories of Long Island furnished radio sets with 10 kW of transmit power. Both of these were established companies, especially for military systems, but were still small compared to Bell System juggernauts like Western Electric. They had built the equipment for the experimental sites, though, and the timeline for construction of Pole Vault was so short that planners did not feel there was time to contract larger manufacturers. This turn of events made Kennedy Co. and REL the leading experts in troposcatter equipment, which became their key business in the following decade. The target of the contract, signed in January of 1954, was to have Pole Vault operational by the end of that same year. Winter conditions, and indeed spring and fall conditions, are not conducive to construction on the arctic coast. All of the equipment for Pole Vault had to be manufactured in the first half of the year, and as weather improved and ice cleared in the mid-summer, everything was shipped north and installation work began. Both militaries had turned down involvement in the complex and time-consuming logistics of the project, so Bell Canada chartered ships and aircraft and managed an incredibly complex schedule. To deliver equipment to sites as early as possible, icebreaker CCGS D'Iberville was chartered. C-119 and DC3 aircraft served alongside numerous small boats and airplanes. All told, it took about seven months to manufacture and deliver equipment to the Pole Vault sites, and six months to complete construction. Construction workers, representing four or five different contractors at each site and reaching about 120 workers to a site during peak activity, had to live in construction camps that could still be located miles from the station. Grounded ships, fires, frostbite, and of course poor morale lead to complications and delays. At one site, Saglek, project engineers recorded a full 24-hour day with winds continuously above 75 miles per hour, and then weeks later, a gust of 135 mph was observed. Repairs had to be made to the antennas and buildings before they were even completed. In a remarkable feat of engineering and construction, the Pole Vault system was completed and commissioned more or less on schedule: amended into the contract in January of 1954, commissioning tests of the six initial stations were successfully completed February of 1955. Four additional stations were built to complete the chain, and Pole Vault was declared fully operational December of 1956 at a cost of $24.6 million (about $290 million today). Pole Vault operated at various frequencies between 650 and 800 MHz, the wide range allowing for minimal frequency reuse---interference was fairly severe, since each station's signal scattered and could be received by stations further down the line in ideal (or as the case may be, less than ideal) conditions. Frequency division multiplexing equipment, produced by Northern Electric (Nortel) based on microwave carrier systems, offered up to 36 analog voice circuits. The carrier systems were modular, and some links initially supported only 12 circuits, while later operational requirements lead to an upgrade to 70 circuits. Over the following decades, the North Atlantic remained a critical challenge for North American air defense. It also became the primary communications barrier between the US and Canada and European NATO allies. Because Pole Vault provided connections across such a difficult span, several later military communications systems relied on Pole Vault as a backhaul connection. An inventory of the Saglek site, typical of the system, gives an idea of the scope of each of the nine primary stations. This is taken from "Special Contract," a history by former Bell Canada engineer A. G. Lester: (1) Four parabolic antennas, 60 feet in diameter, each mounted on seven mass concrete footings. (2) An equipment building 62 by 32 feet to house electronic equipment, plus a small (10 by 10 feet) diversity building. (3) A diesel building 54 by 36 feet, to house three 125 KVA (kilovolt amperes) diesel driven generators. (4) Two 2500 gallon fuel storage tanks. (5) Raceways to carry waveguide and cables. (6) Enclosed corridors interconnecting buildings, total length in this case 520 feet. Since the Pole Vault stations were colocated with radar facilities, barracks and other support facilities for the crews were already provided for. Of course, you can imagine that the overall construction effort at each site was much larger, including the radar systems as well as cantonment for personnel. Pole Vault would become a key communications system in the maritime provinces, remaining in service until 1975. Its reliable performance in such a challenging environment was a powerful proof of concept for troposcatter, a communications technique first imagined only a handful of years earlier. Even as Pole Vault reached its full operating capability in late 1956, other troposcatter systems were under construction. Much the same, and not unrelated, other radar early warning systems were under construction as well. The Pinetree Line, for all of its historical interest and its many firsts, ended as a footnote in the history of North American air defense. More sophisticated radar fences were already under design by the time Pinetree Line construction started, leaving some Pinetree stations to operate for just four years. It is a testament to Pole Vault that it outlived much of the radar system it was designed to support, becoming an integral part of not one, or even two, but at least three later radar early warning programs. Moreover, Pole Vault became a template for troposcatter systems elsewhere in Canada, in Europe, and in the United States. But we'll have to talk about those later. [1] Alexander Graham Bell was Scottish-Canadian-American, and lived for some time in rural Ontario and later Montreal. As a result, Bell Canada is barely younger than its counterpart in the United States and the early history of the two is more one of parallel development than the establishment of a foreign subsidiary. Bell's personal habit of traveling back and forth between Montreal and Boston makes the early interplay of the two companies a bit confusing. In 1955, the TAT-1 telephone cable would conquer the Atlantic ocean to link the US to Scotland via Canada, incidentally making a charming gesture to Bell's personal journey. [2] If you have studied weather a bit, you might recognize these as positive and negative lapse rates. The positive lapse rate in the troposphere is a major driver in the various phenomenon we call "weather," and the tropopause forms a natural boundary that keeps most weather within the troposphere.

September 6th, 1996. Eddie Murray, of the Baltimore Orioles, is at bat. He has had 20 home runs in the season; 499 in his career. Anticipation for the 500th had been building for the last week. It would make Murray only the third player to reach 500 home runs and 3000 hits. His career RBI would land in the top ten hitters in the history of the sport; his 500th home run was a statistical inevitability. Less foreseeable was the ball's glancing path through one of the most famous stories of the telephone business. Statistics only tell you what might happen. Michael Lasky had made a career, a very lucrative one, of telling people what would happen. Lasky would have that ball. As usual, he made it happen by advertising. Clearing right field, the ball landed in the hands of Dan Jones, a salesman from Towson, Maryland. Despite his vocation, he didn't immediately view his spectacular catch in financial terms. He told a newspaper reporter that he looked forward to meeting Murray, getting some signatures, some memorabilia. Instead, he got offers. At least three parties inquired about purchasing the ball, but the biggest offer came far from discreetly: an ad in the Baltimore Sun offering half a million dollars to whoever had it. Well, the offer was actually for a $25,000 annuity for 20 years, with a notional cash value of half a million but a time-adjusted value of $300,000 or less. I couldn't tell for sure, but given events that would follow, it seems unlikely that Jones ever received more than a few of the payments anyway. Still, the half a million made headlines, and NPV or not the sale price still set the record for a public sale of sports memorabilia. Lasky handled his new purchase with his signature sense of showmanship. He held a vote, a telephone vote: two 1-900 numbers, charging $0.95 a call, allowed the public to weigh in on whether he should donate the ball to the Babe Ruth Birthplace museum or display it in the swanky waterfront hotel he part-owned. The proceeds went to charity, and after the museum won the poll, the ball did too. The whole thing was a bit of a publicity stunt, Lasky thrived on unsubtle displays and he could part with the money. His 1-900 numbers were bringing in over $100 million a year. Lasky's biography is obscure. Born 1942 in Brooklyn, he moved to Baltimore in the 1960s for some reason connected to a conspicuous family business: a blood bank. Perhaps the blood bank was a grift, it's hard to say now, but Lasky certainly had a unique eye for business. He was fond of horse racing, or really, of trackside betting. His father, a postal worker, had a proprietary theory of mathematics that he applied to predicting the outcome of the race. This art, or science, or sham, is called handicapping, and it became Lasky's first real success. Under the pseudonym Mike Warren, he published the Baltimore Bulletin, a handicapping newsletter advertising sure bets at all the region's racetracks. Well, there were some little details of this business, some conflicts of interest, a little infringement on the trademark of the Preakness. The details are neither clear nor important, but he had some trouble with the racing commissions in at least three states. He probably wouldn't have tangled with them at all if he weren't stubbornly trying to hold down a license to breed racehorses while also running a betting cartel, but Lasky was always driven more by passion than reason. Besides, he had other things going. Predicting the future in print was sort of an industry vertical, and he diversified. His mail-order astrology operation did well, before the Postal Service shut it down. He ran some sort of sports pager service, probably tied to betting, and I don't know what came of that. Perhaps on the back of a new year's resolution, he ran a health club, although it collapsed in 1985 with a bankruptcy case that revealed some, well, questionable practices. Strange that a health club just weeks away from bankruptcy would sell so many multi-year memberships, paid up front. And where did that money go, anyway? No matter, Lasky was onto the next thing. During the 1980s, changes had occurred that would grow Lasky's future-predicting portfolio into a staple of American media. First, in 1984, a Reagan-era FCC voted to end most regulation of television advertising. Gone was the limit of 16 minutes per hour of paid programming. An advertiser could now book entire half-hour schedule slots. Second, during the early '80s AT&T standardized and promoted a new model in telephone billing. The premium-rate number, often called a "1-900 number" after the NPA assigned for their use, incurred a callee-determined per-minute toll that the telco collected and paid on to the callee. It's a bit like a nascent version of "Web 3.0": telephone microtransactions, an innovative new way to pay for information services. It seems like a fair assumption that handicapping brought Lasky to the 1-900 racket, and he certainly did offer betting tip lines. But he had learned a thing or two from the astrology business, even if it ran afoul of Big Postal. Handicapping involved a surprising amount of work, and its marketing centered around the supposedly unique insight of the handicapper. Fixed recordings of advice could only keep people on a telephone line for so long, anyway. Astrology, though, involved even fewer facts, and even more opportunity to ramble. Best of all, there was an established industry of small-time psychics working out of their homes. With the magic of the telephone, every one of them could offer intuitive readings to all of America, for just $3.99 a minute. In 1990, Lasky's new "direct response marketing" company Inphomation, Inc. contracted five-time Grammy winner Dionne Warwick, celebrity psychic Linda Georgian, and a studio audience to produce a 30 minute talk-show "infomercial" promoting the Psychic Friends Network. Over the next few years, Inphomation conjoined with an ad booking agency and a video production company under the ownership of Mike Lasky's son, Marc Lasky. Inphomation spent as much as a million a week in television bookings, promoting a knitting machine and a fishing lure and sports tips, but most of all psychics. The original half-hour Psychic Friends Network spot is often regarded as the most successful infomercial in history. It remade Warwick's reputation, turning her from a singer to a psychic promoter. Calls to PFN's 1-900 number, charged at various rates that could reach over $200 an hour, brought in $140 million in revenue in its peak years of the mid 1990s. Lasky described PFN as an innovative new business model, but it's one we now easily recognize as "gig work." Telephone psychics, recruited mostly by referral from the existing network, worked from home, answering calls on their own telephones. Some read Tarot, some gazed into crystals, others did nothing at all, but the important thing was that they kept callers on the line. After the phone company's cut and Inphomation's cut, they were paid a share of the per-minute rate that automatically appeared on caller's monthly phone bills. A lot of people, and even some articles written in the last decade, link the Psychic Friends Network to "Miss Cleo." There's sort of a "Berenstain Bears" effect happening here; as widely as we might remember Miss Cleo's PFN appearances there are no such thing. Miss Cleo was actually the head psychic and spokeswoman of the Psychic Reader's Network, which would be called a competitor to the Psychic Friends Network except that they didn't operate at the same time. In the early '00s, the Psychic Reader's Network collapsed in scandal. The limitations of its business model, a straightforward con, eventually caught up. It was sued out of business by a dozen states, then the FTC, then the FCC just for good measure. The era of the 1-900 number was actually rather short. By the late '80s, it had already become clear that the main application of premium rate calling was not stock quotations or paid tech support or referral services. It was scams. An extremely common genre of premium rate number, almost the lifeblood of the industry, were joke lines that offered telephonic entertainment in the voice of cartoon characters. Advertisements for these numbers, run during morning cartoons, advised children to call right away. Their parents wouldn't find out until the end of the month, when the phone bill came and those jokes turned out to have run $50 in 1983's currency. Telephone companies were at first called complicit in the grift, but eventually bowed to pressure and, in 1987, made it possible for consumers to block 1-900 calling on their phone service. Of course, few telephone customers took advantage, and the children's joke line racket went on into the early '90s when a series of FTC lawsuits finally scared most of them off the telephone network. Adult entertainment was another touchstone of the industry, although adult lines did not last as long on 1-900 numbers as we often remember. Ripping off adults via their children is one thing; smut is a vice. AT&T and MCI, the dominant long distance carriers and thus the companies that handled most 1-900 call volume, largely cut off phone sex lines by 1991. Congress passed a law requiring telephone carriers to block them by default anyway, but of course left other 1-900 services as is. Phone sex lines were far from gone, of course, but they had to find more nuanced ways to make their revenue: international rates and complicit telephone carriers, dial-around long distance revenue, and whatever else they could think of that regulators hadn't caught up to yet. When Miss Cleo and her Psychic Reader's Network launched in 1997, psychics were still an "above board" use of the 1-900 number. The Psychic Readers lived to see the end of that era. In the late '90s, regulations changed to make unpaid 1-900 bills more difficult to collect. By 2001, some telephone carriers had dropped psychic lines from their networks as a business decision. The bill disputes simply weren't worth the hassle. In 2002, AT&T ended 1-900 billing entirely. Other carriers maintained premium-rate billing for a decade later, but AT&T had most of the customer volume anyway. The Psychic Friends Network, blessed by better vision, struck at the right time. 1990 to 1997 were the golden age of 1-900 and the golden age of Inphomation. Inphomation's three-story office building in Baltimore had a conference room with a hand-painted ceiling fresco of cherubs and clouds. In the marble-lined lobby, a wall of 25 televisions played Inphomation infomercials on repeat. At its peak, the Psychic Friends Network routed calls to 2,000 independent psychic contractors. Dionne Warwick and Linda Georgian were famous television personalities; Warwick wasn't entirely happy about her association with the brand but she made royalties whenever the infomercial aired. Some customers spent tens of thousands of dollars on psychic advice. In 1993, a direct response marketing firm called Regal Communications made a deal to buy Inphomation. The deal went through, but just the next year Regal spun their entire 1-900 division off, and Inphomation exercised an option to become an independent company once again. A decade later, many of Regal's executives would face SEC charges over the details of Regal's 1-900 business, foreshadowing a common tendency of Psychic Friends Network owners. The psychic business, it turns out, was not so unlike the handicapping business. Both were unsavory. Both made most of their money off of addicts. In the press, Lasky talked about casual fans that called for two minutes here and there. What's $5 for a little fun? You might even get some good advice. Lawsuits, regulatory action, and newspaper articles told a different story. The "30 free minutes" promotion used to attract new customers only covered the first two minutes of each call, the rest were billed at an aggressive rate. The most important customers stayed on the line for hours. Callers had to sit through a few minutes of recordings, charged at the full rate, before being connected to a psychic who drew out the conversation by speaking slowly and asking inane questions. Some psychics seem to have approached their job rather sincerely, but others apparently read scripts. And just like the horse track, the whole thing moved a lot of money. Lasky continued to tussle with racing commissions over his thoroughbred horses. He bought a Mercedes, a yacht, a luxury condo, a luxury hotel whose presidential suite he used as an apartment, a half-million-dollar baseball. Well, a $300,000 baseball, at least. Eventually, the odds turned against Lasky. Miss Cleo's Psychic Reader's Network was just one of the many PFN lookalikes that popped up in the late '90s. There was a vacuum to fill, because in 1997, Inphomation was descending into bankruptcy. Opinions differ on Lasky's management and leadership. He was a visionary at least once, but later decisions were more variable. Bringing infomercial production in-house through his son's Pikesville Pictures might have improved creative control, but production budgets ballooned and projects ran late. PFN was still running mainly off of the Dionne Warwick shows, which were feeling dated, especially after a memorable 1993 Saturday Night Live parody featuring Christopher Walken. Lasky's idea for a radio show, the Psychic Friends Radio Network, had a promising trial run but then faltered on launch. Hardly a half dozen radio stations picked it up, and it lost Inphomation tens of millions of dollars. While they were years ahead of the telephone industry cracking down on psychics, PFN still struggled with a timeless trouble of the telephone network: billing. AT&T had a long-established practice of withholding a portion of 1-900 revenue for chargebacks. Some customers see the extra charges on their phone bills and call in with complaints; the telephone company, not really being the beneficiary of the revenue anyway, was not willing to go to much trouble to keep it and often agreed to a refund. Holding, say, 10% of a callee's 1-900 billings in reserve allowed AT&T to offer these refunds without taking a loss. The psychic industry, it turned out, was especially prone to end-of-month customer dissatisfaction. Chargebacks were so frequent that AT&T raised Inphomation's withholding to 20%, 30%, and even 40% of revenue. At least, that's how AT&T told it. Lasky always seemed skeptical, alleging that the telephone companies were simply refusing to hand over money Inphomation was owed, making themselves a free loan. Inphomation brokered a deal to move their business elsewhere, signing an exclusive contract with MCI. MCI underdelivered: they withheld just as much revenue, in violation of the contract according to Lasky, and besides the MCI numbers suffered from poor quality and dropped calls. At least, that's how Inphomation told it. Maybe the dropped calls were on Inphomation's end, and maybe they had a convenient positive effect on revenue as callers paid for a few minute of recordings before being connected to no one at all. By the time the Psychic Friends Network fell apart, there was a lot of blame passed around. Lasky would eventually prevail in a lawsuit against MCI for unpaid revenue, but not until too late. By some combination of a lack of innovation in their product, largely unchanged since 1991, and increasing expenses for both advertising and its founder's lifestyle, Inphomation ended 1997 over $20 million in the red. In 1998 they filed for Chapter 11, and Lasky sought to reorganize the company as debtor-in-possession. The bankruptcy case brought out some stories of Lasky's personal behavior. While some employees stood by him as a talented salesman and apt finder of opportunities, others had filed assault charges. Those charges were later dropped, but by many accounts, he had quite a temper. Lasky's habit of not just carrying but brandishing a handgun around the office certainly raised eyebrows. Besides, his expensive lifestyle persisted much too far into Inphomation's decline. The bankruptcy judge's doubts about Lasky reached a head when it was revealed that he had tried to hide the company's assets. Much of the infrastructure and intellectual property of the Psychic Friends Network, and no small amount of cash, had been transferred to the newly formed Friends of Friends LLC in the weeks before bankruptcy. The judge also noticed some irregularities. The company controller had been sworn in as treasurer, signed the bankruptcy petition, and then resigned as treasurer in the space of a few days. When asked why the company chose this odd maneuver over simply having Lasky, corporate president, sign the papers, Lasky had trouble recalling the whole thing. He also had trouble recalling loans Inphomation had taken, meetings he had scheduled, and actions he had taken. When asked about Inphomation's board of directors, Lasky didn't know who they were, or when they had last met. The judge used harsh language. "I've seen nothing but evidence of concealment, dishonesty, and less than full disclosure... I have no hope this debtor can reorganize with the present management." Lasky was removed, and a receiver appointed to manage Inphomation through a reorganization that quietly turned into a liquidation. And that was almost the end of the Psychic Friends Network. The bankruptcy is sometimes attributed to Lasky's failure to adapt to the times, but PFN wasn't entirely without innovation. The Psychic Friends Network first went online, at psychicfriendsnetwork.com, in 1997. This website, launched in the company's final days, offered not only the PFN's 1-900 number but a landing page for a telephone-based version of "Colorgenics." Colorgenics was a personality test based on the "Lüscher color test," an assessment designed by a Swiss psychotherapist based on nothing in particular. There are dozens of colorgenics tests online today, many of which make various attempts to extract money from the user, but none with quite the verve of a color quiz via 1-900 number. Inphomation just didn't quite make it in the internet age, or at least not directly. Most people know 1998 as the end of the Psychic Friends Network. The Dionne Warwick infomercials were gone, and that was most of PFN anyway. Without Linda Georgian, could PFN live on? Yes, it turns out, but not in its living form. The 1998 bankruptcy marked PFN's transition from a scam to the specter of a scam, and then to a whole different kind of scam. It was the beginning of the PFN's zombie years. In 1999, Inphomation's assets were liquidated at auction for $1.85 million, a far cry from the company's mid-'90s valuations in the hundreds of millions. The buyer: Marc Lasky, Michael Lasky's son. PFN assets became part of PFN Holdings Inc., with Michael Lasky and Marc Lasky as officers. PFN was back. It does seem that the Laskys made a brief second crack at a 1-900 business, but by 1999 the tide was clearly against expensive psychic hotlines. Telephone companies had started their crackdown, and attorney general lawsuits were brewing. Besides, after the buyout PFN Holdings didn't have much capital, and doesn't seem to have done much in the way of marketing. It's obscure what happened in these years, but I think the Laskys licensed out the PFN name. psychicfriendsnetwork.com, from 2002 to around 2009, directed visitors to Keen. Keen was the Inphomation of the internet age, what Inphomation probably would have been if they had run their finances a little better in '97. Backed by $60 million in venture funding from names like Microsoft and eBay, Keen was a classic dotcom startup. They launched in '99 with the ambitious and original idea of operating a web directory and reference library. Like most of the seemingly endless number of reference website startups, they had to pivot to something else. Unlike most of the others, Keen and their investors had a relaxed set of moral strictures about the company's new direction. In the early 2000s, keen.com was squarely in the ethical swamp that had been so well explored by the 1-900 business. Their web directory specialized in phone sex and psychic advice---all offered by 1-800 numbers with convenient credit card payment, a new twist on the premium phone line model that bypassed the vagaries and regulations of telephone billing. Keen is, incidentally, still around today. They'll broker a call or chat with empath/medium Citrine Angel, offering both angel readings and clairsentience, just $1 for the first 5 minutes and $2.99 a minute thereafter. That's actually a pretty good deal compared to the Psychic Friends Network's old rates. Keen's parent company, Ingenio, runs a half dozen psychic advice websites and a habit tracking app. But it says something about the viability of online psychics that Keen still seems to do most of their business via phone. Maybe the internet is not as much of a blessing for psychics as it seems, or maybe they just haven't found quite the right business model. The Laskys enjoyed a windfall during PFN's 2000s dormancy. In 2004, the Inphomation bankruptcy estate settled its lawsuit against bankrupt MCI for withholding payments. The Laskys made $4 million. It's hard to say where that money went, maybe to backing Marc's Pikesville Pictures production company. Pikesville picked up odd jobs producing television commercials, promotional documentaries, and an extremely strange educational film intended to prepare children to testify in court. I only know about this because parts of it appear in the video "Marc Lasky Demo Reel," uploaded to YouTube by "Mike Warren," the old horse race handicapping pseudonym of Michael Lasky. It has 167 views, and a single comment, "my dad made this." That was Gabriela Lasky, Marc's daughter. It's funny how much of modern life plays out on YouTube, where Marc's own account uploaded the full run of PFN infomercials. Some of that $4 million in MCI money might have gone into the Psychic Friends Networks' reboot. In 2009, Marc Lasky produced a new series of television commercials for PFN. "The legendary Psychic Friends Network is back, bigger and bolder than ever." An extremely catchy jingle goes "all new, all improved, all knowing: call the Psychic Friends Network." On PFN 2.0, you can access your favorite psychic whenever you wish, on your laptop, computer, on your mobile, or on your tablet. These were decidedly modernized, directing viewers to text a keyword to an SMS shortcode or visit psychicfriendsnetwork.com, where they could set up real-time video consultations with PFN's network of advisors. Some referred to "newpfn.com" instead, perhaps because it was easier to type, or perhaps there was some dispute around the Keen deal. There were still echoes of the original 1990s formula. The younger Lasky seemed to be hunting for a new celebrity lead like Warwick, but having trouble finding one. Actress Vivica A. Fox appeared in one spot, but then sent a cease and desist and went to the press alleging that her likeness was used without her permission. Well, they got her to record the lines somehow, but maybe they never paid. Maybe she found out about PFN's troubled reputation after the shoot. In any case, Lasky went hunting again and landed on Puerto Rican astrologer and television personality Walter Mercado. Mercado, coming off something like Liberace if he was a Spanish-language TV host, sells the Psychic Friends Network to a Latin beat and does a hell of a job of it. He was a recognizable face in the Latin-American media due to his astrology show, syndicated for many years by Univision, and he appears in a sparkling outfit that lets him deliver the line "the legend is back" with far more credibility than anyone else in the new PFN spots. He was no Dionne Warwick, though, and the 2009 PFN revival sorely lacked the production quality or charm of the '90s infomercial. It seems to have had little impact; this iteration of PFN is so obscure that many histories of the company are completely unaware of it. Elsewhere, in Nevada, an enigmatic figure named Ya Tao Chang had incorporated Web Wizards Inc. I can tell you almost nothing about this; Chang is impossible to research and Web Wizards left no footprints. All I know is that, somehow, Web Wizards made it to a listing on the OTC securities market. In 2012, PFN Holdings needed money and, to be frank, I think that Chang needed a real business. Or, at least, something that looked like one. In a reverse-merger, PFN Holdings joined Web Wizards and renamed to Psychic Friends Network Inc., PFNI on the OTC bulletin board. The deal was financed by Right Power Services, a British Virgin Islands company (or was it a Singapore company? accounts disagree), also linked to Chang. Supposedly, there were millions in capital. Supposedly, exciting things were to come for PFN. Penny stocks are stocks that trade at low prices, under $5 or even more classically under $1. Because these prices are too low to quality for listing on exchanges, they trade on less formal, and less heavily regulated, over-the-counter markets. Related to penny stocks are microcap stocks, stocks of companies with very small market capitalizations. These companies, being small and obscure, typically see miniscule trading volumes as well. The low price, low volume, and thus high volatility of penny stocks makes them notoriously prone to manipulation. Fraud is rampant on OTC markets, and if you look up a few microcap names it's not hard to fall into a sort of alternate corporate universe. There exists what I call the "pseudocorporate world," an economy that relates to "real" business the same way that pseudoscience relates to science. Pseudocorporations have much of the ceremony of their legitimate brethren, but none of the substance. They have boards, executives, officers, they issue press releases, they publish annual reports. What they conspicuously lack is a product, or a business. Like NFTs or memecoins, they are purely tokens for speculation, and that speculation is mostly pumping and dumping. Penny stock pseudocompanies intentionally resemble real ones; indeed, their operation, to the extent that they have one, is to manufacture the appearance of operating. They announce new products, that will never materialize, they announce new partnerships, that will never amount to anything, they announce mergers, that never close. They also rearrange their executive leadership with impressive frequency, due in no small part to the tendency of those leaders to end up in trouble with the SEC. All of this means that it's very difficult to untangle their history, and often hard to tell if they were once real companies that were hollowed out and exploited by con men, or whether they were a sham all along. Web Wizards does not appear to have had any purpose prior to its merger with PFN, and as part of the merger deal the Laskys became the executive leadership of the new company. They seem to have legitimately approached the transaction as a way to raise capital for PFN, because immediately after the merger they announced PFN's ambitious future. This new PFN would be an all-online operation using live webcasts and 1:1 video calling. The PFN website became a landing page for their new membership service, and the Laskys were primed to produce a new series of TV spots. Little more would ever be heard of this. In 2014, PFN Inc renamed itself to "Peer to Peer Network Inc.," announcing their intent to capitalize on PFN's early gig work model by expanding the company into other "peer to peer" industries. The first and only venture Peer to Peer Network (PTOP on OTC Pink) announced was an acquisition of 321Lend, a silicon valley software startup that intended to match accredited investors with individuals needing loans. Neither company seems to have followed up on the announcement, and a year later 321Lend announced its acquisition by Loans4Less, so it doesn't seem that the deal went through. I might be reading too much between the lines, but I think there was a conflict between the Laskys, who had a fairly sincere intent to operate the PFN as a business, and the revolving odd lot of investors and executives that seem to grow like mold on publicly-traded microcap companies. Back in 2010, a stockbroker named Joshua Sodaitis started work on a transit payment and routing app called "Freemobicard." In 2023, he was profiled in Business Leaders Review, one of dozens of magazines, podcasts, YouTube channels, and Medium blogs that exist to provide microcap executives with uncritical interviews that create the resemblance of notability. The Review says Sodaitis "envisioned a future where seamless, affordable, and sustainable transportation would be accessible to all." Freemobicard, the article tells us, has "not only transformed the way people travel but has also contributed to easing traffic congestion and reducing carbon emissions." It never really says what Freemobicard actually is, but that doesn't matter, because by the time it gets involved in our story Sodaitis had completely forgotten about the transportation thing anyway. In 2015, disagreements between the psychic promoters and the stock promoters had come to a head. Attributing the move to differences in business vision, the Laskys bought the Psychic Friends Network assets out of Peer to Peer Network for $20,000 and resigned their seats on PTOP's board. At about the same time, PTOP announced a "licensing agreement" with a software company called Code2Action. The licensing agreement somehow involved Code2Action's CEO, Christopher Esposito, becoming CEO of PTOP itself. At this point Code2Action apparently rolled up operations, making the "licensing agreement" more of a merger, but the contract as filed with the SEC does indeed read as a license agreement. This is just one of the many odd and confusing details of PTOP's post-2015 corporate governance. I couldn't really tell you who Christopher Esposito is or where he came from, but he seems to have had something to do with Joshua Sodaitis, because he would eventually bring Sodaitis along as a board member. More conspicuously, Code2Action's product was called Mobicard---or Freemobicard, depending on which press release you read. This Mobicard was a very different one, though. Prior to the merger it was some sort of SMS marketing product (a "text this keyword to this shortcode" type of autoresponse/referral service), but as PTOP renamed itself to Mobicard Inc. (or at least announced the intent to, I don't think the renaming ever actually happened) the vision shifted to the lucrative world of digital business cards. Their mobile app, Mobicard 1.0, allowed business professionals to pay a monthly fee to hand out a link to a basic profile webpage with contact information and social media links. Kind of like Linktree, but with LinkedIn vibes, higher prices, and less polish. One of the things you'll notice about Mobicard is that, for a software company, they were pretty short on software engineers. Every version of the products (and they constantly announce new ones, with press releases touting Mobicard 1.5, 1.7, and 2.0) seems to have been contracted to a different low-end software house. There are demo videos of various iterations of Mobicard, and they are extremely underwhelming. I don't think it really mattered, PTOP didn't expect Mobicard to make money. Making money is not the point of a microcap pseudocompany. That same year, Code2Action signed another license agreement, much like the PTOP deal, but with a company called Cannabiz. Or maybe J M Farms Patient Group, the timeline is fuzzy. This was either a marketing company for medical marijuana growers or a medical marijuana grower proper, probably varying before and after they were denied a license by the state of Massachusetts on account of the criminal record of one of the founders. The whole cannabis aside only really matters because, first, it matches the classic microcap scam pattern of constantly pivoting to whatever is new and hot (which was, for a time, newly legalized cannabis), and second, because a court would later find that Cannabiz was a vehicle for securities fraud. Esposito had a few years of freedom first, though, to work on his new Peer to Peer Network venture. He made the best of it: PTOP issued a steady stream of press releases related to contracts for Mobicard development, the appointment of various new executives, and events as minor as having purchased a new domain name. Despite the steady stream of mentions in the venerable pages of PRNewswire, PTOP doesn't seem to have actually done anything. In 2015, 2016, 2017, and 2018, PTOP failed to complete financial audits and SEC reports. To be fair, in 2016 Esposito was fined nearly $100,000 by the SEC as part of a larger case against Cannabiz and its executives. He must have had a hard time getting to the business chores of PTOP, especially since he had been barred from stock promotion. In 2018, with PTOP on the verge of delisting due to the string of late audits, Joshua Sodaitis was promoted to CEO and Chairman of "Peer to Peer Network, Inc., (Stock Ticker Symbol PTOP) a.k.a. Mobicard," "the 1st and ONLY publicly traded digital business card company." PTOP's main objective became maintaining its public listing, and for a couple of years most discussion of the actual product stopped. In 2020, PTOP made the "50 Most Admired Companies" in something called "The Silicon Valley Review," which I assume is prestigious and conveniently offers a 10% discount if you nominate your company for one of their many respected awards right now. "This has been a monumental year for the company," Sodaitis said, announcing that they had been granted two (provisional) patents and appointed a new advisory board (including one member "who is self-identified as a progressive millennial" and another who was a retired doctor). The bio of Sodaitis mentions the Massachusetts medical marijuana venture, using the name of the company that was denied a license and shuttered by the SEC, not the reorganized replacement. Sodaitis is not great with details. It's hard to explain Mobicard because of this atmosphere of confusion. There was the complete change in product concept, which is itself confusing, since Sodaitis seems to have given the interview where he discussed Mobicard as a transportation app well after he had started describing it as a digital business card. Likewise, Mobicard has a remarkable number of distinct websites. freemobicard.com, mobicard.com, ptopnetwork.com, and mobicards.ca all seem oddly unaware of each other, and as the business plan continues to morph, are starting to disagree on what mobicard even is. The software contractor or staff developing the product keep changing, as does the version of mobicard they are about to launch. And on top of it all are the press releases. Oh, the press releases. There's nary a Silicon Valley grift unmentioned in PTOP's voluminous newswire output. Crypto, the Metaverse, and AI all make appearances as part of the digital business card vision. As for the tone, the headlines speak for themselves. "MOBICARD Set for Explosive Growth in 2024" "MobiCard's Digital Business Card Revolutionizes Networking & Social Media" "MOBICARD Revolutionizes Business Cards" "Peer To Peer Network, aka Mobicard™ Announces Effective Form C Filing with the SEC and Launch of Reg CF Crowdfunding Campaign" "Joshua Sodaitis, Mobicard, Inc. Chairman and CEO: 'We’re Highly Committed to Keeping Our 'One Source Networking Solution' Relevant to the Ever-Changing Dynamics of Personal and Professional Networking'" "PTOP ANNOUNCES THE RESUBMISSION OF THE IMPROVED MOBICARD MOBILE APPS TO THE APPLE STORE AND GOOGLE PLAY" "Mobicard™ Experienced 832% User Growth in Two Weeks" "Peer To Peer Network Makes Payment to Attorney To File A Provisional Patent for Innovative Technology" Yes, this company issues a press release when they pay an invoice. To be fair, considering the history of bankruptcy, maybe that's more of an achievement than it sounds. In one "interview" with a "business magazine," Sodaitis talks about why Mobicard has taken so long to reach maturity. It's the Apple app store review, he explains, a story to which numerous iOS devs will no doubt relate. Besides, based on their press releases, they have had to switch contractors and completely redevelop the product multiple times. I didn't know that the digital business card was such a technical challenge. Sodaitis has been working on it for perhaps as long as fifteen years and still hasn't quite gotten to MVP. You know where this goes, don't you? After decades of shady characters, trouble with regulators, cosplaying at business, and outright scams, there's only one way the story could possibly end. All the way back in 2017, PTOP announced that they were "Up 993.75% After Launch Of Their Mobicoin Cryptocurrency." PTOP, the release continues, "saw a truly Bitcoin-esque move today, completely outdoing the strength of every other stock trading on the OTC market." PTOPs incredible market move was, of course, from $0.0005 to $0.0094. With 22 billion shares of common stock outstanding, that gave PTOP a valuation of over $200 million my the timeless logic of the crypto investor. Of course, PTOP wasn't giving up on their OTC listing, and with declining Bitcoin prices their interest in the cryptocurrency seems to have declined as well. That was, until the political and crypto market winds shifted yet again. Late last year, PTOP was newly describing Mobicoin as a utility token. In November, they received a provisional patent on "A Cryptocurrency-Based Platform for Connecting Companies and Social Media Users for Targeted Marketing Campaigns." This is the latest version of Mobicard. As far as I can tell, it's now a platform where people are paid in cryptocurrency for tweeting advertising on behalf of a brand. PTOP had to beef up their crypto expertise for this exciting new frontier. Last year, they hired "Renowned Crypto Specialist DeFi Mark," proprietor of a cryptocurrency casino and proud owner of 32,000 Twitter followers. "With Peer To Peer Network, we're poised to unleash the power of blockchain, likely triggering a significant shift in the general understanding of web3," he said. "I have spoken to our Senior Architect Jay Wallace who is a genius at what he does and he knows that we plan to Launch Mobicard 1.7 with the MOBICOIN fully implemented shortly after the New President is sworn into office. I think this is a great time to reintroduce the world to MOBICOIN™ regardless of how I, or anyone feels about politics we can't deny the Crypto markets exceptional increase in anticipation to major regulatory transformations. I made it very clear to our Tech Team leader that this is a must to launch Mobicard™ 1.7. Well, they've outdone themselves. Just two weeks ago, they announced Mobicard 2.0. "With enhanced features like real-time analytics, seamless MOBICOIN™ integration, and enterprise-level onboarding for up to 999 million employees, this platform is positioned to set new standards in the digital business card industry." And how does that cryptocurrency integration work? "Look the Mobicard™ Reward system is simple. We had something like it previously implemented back in 2017. If a MOBICARD™ user shares his MOBICARD™ 50 times in one week then he will be rewarded with 50 MOBICOIN's. If a MOBICARD user attends a conference and shares his digital business card MOBICARD™ with 100 people he will be granted 100 MOBICOIN™'s." Yeah, it's best not to ask. I decided to try out this innovative new digital business card experience, although I regret to say that the version in the Play Store is only 1.5. I'm sure they're just waiting on app store review. The dashboard looks pretty good, although I had some difficulty actually using it. I have not so far been able to successfully create a digital business card, and most of the tabs just lead to errors, but I have gained access to four or five real estate brokers and CPAs via the "featured cards." One of the featured cards is for Christopher Esposito, listed as "Crypto Dev" at NRGai. Somewhere around 2019, Esposito brought Code2Action back to life again. He promoted a stock offering, talking up the company's bright future and many promising contracts. You might remember that this is exactly the kind of thing that the SEC got him for in 2016, and the SEC dutifully got him again. He was sentenced to five of probation after a court found that he had lied about a plan to merge Code2Action with another company and taken steps to conceal the mass sale of his own stock in the company. NRGai, or NRG4ai, they're inconsistent, is a token that claims to facilitate the use of idle GPUs for crypto training. According to one analytics website, it has four holders and trades at $0.00. The Laskys have moved on as well. Michael Lasky is now well into retirement, but Marc Lasky is President & Director of Fernhill Corporation, "a publicly traded Web3 Enterprise Software Infrastructure company focused on providing cloud based APIs and solutions for digital asset trading, NFT marketplaces, data aggregation and DeFi/Lending". Fernhill has four subsidiaries, ranging from a cryptocurrency market platform to mining software. None appear to have real products. Fernhill is trading on OTC Pink at $0.00045. Joshua Sodaitis is still working on Mobicard. Mobicard 2.0 is set for a June 1 launch date, and promises to "redefine digital networking and position [PTOP] as the premier solution in the digital business card industry." "With these exciting developments, we anticipate a positive impact on the price of PTOP stock." PTOP is trading on OTC Pink at $0.00015. Michael Lasky was reportedly fond of saying that "you can get more money from people over the telephone than using a gun." As it happens, he wielded a gun anyway, but he had a big personality like that. One wonders what he would say about the internet. At some point, in his golden years, he relaunched his handicapping business Mike Warren Sports. The website sold $97/month subscriptions for tips on the 2015 NFL and NCAA football seasons, and the customer testimonials are glowing. One of them is from CNN's Larry King, although it doesn't read much like a testimonial, more like an admission that he met Lasky once. There might still be some hope. A microcap investor, operating amusingly as "FOMO Inc.," has been agitating to force a corporate meeting for PTOP. PTOP apparently hasn't held one in years, is once again behind on audits, and isn't replying to shareholder inquiries. Investors allege poor management by Sodaitis. The demand letter, in a list of CC'd shareholders the author claims to represent by proxy, includes familiar names: Mike and Marc Lasky. They never fully divested themselves of their kind-of-sort-of former company. A 1998 article in the Baltimore Sun discussed Lasky's history as a handicapper. It quotes a former Inphomation employee, whose preacher father once wore a "Mike Warren Sports" sweater at the mall. "A woman came up to him and said 'Oh, I believe in him, Mike Warren.' My father says, 'well, ma'am, everybody has to believe in something." Lasky built his company on predicting the future, but of course, he was only ever playing the odds. Eventually, both turned on him. His company fell to a series of bad bets, and his scam fell to technological progress. Everyone has to believe in something, though, and when one con man stumbles there are always more ready to step in.

Recently, I covered some of the history of Ethernet's tenuous relationship with installed telephone cabling. That article focused on the earlier and more business-oriented products, but many of you probably know that there have been a number of efforts to install IP networking over installed telephone wiring in a residential and SOHO environment. There is a broader category of "computer networking over things you already have in your house," and some products remain pretty popular today, although seemingly less so in the US than in Europe. The grandparent of these products is probably PhoneNet, a fairly popular product introduced by Farallon in the mid-'80s. At the time, local area networking for microcomputers was far from settled. Just about every vendor had their own proprietary solution, although many of them had shared heritage and resulting similarities. Apple Computer was struggling with the situation just like everyone; in 1983 they introduced an XNS-based network stack for the Lisa called AppleNet and then almost immediately gave up on it [1]. Steve Jobs made the call to adopt IBM's token ring instead, which would have seemed like a pretty safe bet at the time because of IBM's general prominence in the computing industry. Besides, Apple was enjoying a period of warming relations with IBM, part of the 1980s-1990s pattern of Apple and Microsoft alternately courting IBM as their gateway into business computing. The vision of token ring as the Apple network standard died the way a lot of token ring visions did, to the late delivery and high cost of IBM's design. While Apple was waiting around for token ring to materialize, they sort of stumbled into their own LAN suite, AppleTalk [2]. AppleTalk was basically an expansion of the unusually sophisticated peripheral interconnect used by the Macintosh to longer cable runs. Apple put a lot of software work into it, creating a pretty impressive zero-configuration experience that did a lot to popularize the idea of LANs outside of organizations large enough to have dedicated network administrators. The hardware was a little more, well, weird. In true Apple fashion, AppleTalk launched with a requirement for weird proprietary cables. To be fair, one of the reasons for the system's enduring popularity was its low cost compared to Ethernet or token ring. They weren't price gouging on the cables the way they might seem to today. Still, they were a decided inconvenience, especially when trying to connect machines across more than one room. One of the great things about AppleTalk, in this context, is that it was very slow. As a result, even though the physical layer was basically RS-422, the electrical requirements for the cabling were pretty relaxed. Apple had already taken advantage of this for cost reduction, using a shared signal ground on the long cables rather than the dedicated differential pairs typical for RS-422. A hobbyist realized that you could push this further, and designed a passive dongle that used telephone wiring as a replacement for Apple's more expensive dongle and cables. He filed a patent and sold it to Farallon, who introduced the product as PhoneNet. PhoneNet was a big hit. It was cheaper than Apple's solution for the same performance, and even better, because AppleTalk was already a bus topology it could be used directly over the existing parallel-wired telephone cabling in a typical house or small office. For a lot of people with heritage in the Apple tradition of computing, it'll be the first LAN they ever used. Larger offices even used it because of the popularity of Macs in certain industries and the simplicity of patching their existing telephone cables for AppleTalk use; in my teenage years I worked in an office suite in downtown Portland that hadn't seen a remodel for a while and still had telephone jacks labeled "PhoneNet" at the desks. PhoneNet had one important limitation compared to the network-over-telephone products that would follow: it could not coexist with telephony. Well, it could, in a sense, and was advertised as such. But PhoneNet signaled within the voice band, so it required dedicated telephone pairs. In a lot of installations, it could use the second telephone line that was often wired but not actually used. Still, it was a bust for a lot of residential installs where only one phone line was fully wired and already in use for phone calls. As we saw in the case of Ethernet, local area networking standards evolved very quickly in the '80s and '90s. IP over Ethernet became by far the dominant standard, so the attention of the industry shifted towards new physical media for Ethernet frames. While 10BASE-T Ethernet operated over category 3 telephone wiring, that was of little benefit in the residential market. Commercial buildings typically had "home run" telephone wiring, in which each office's telephone pair ran directly to a wiring closet. In residential wiring of the era, this method was almost unheard of, and most houses had their telephone jacks wired in parallel along a small number of linear segments (often just one). This created a cabling situation much like coaxial Ethernet, in which each telephone jack was a "drop" along a linear bus. The problem is that coaxial Ethernet relied on several different installation measures to make this linear bus design practical, and home telephone wiring had none of these advantages. Inconsistently spaced drops, side legs, and a lack of termination meant that reflections were a formidable problem. PhoneNet addressed reflections mainly by operating at a very low speed (allowing reflections to "clear out" between symbols), but such low bitrate did not befit the 1990s. A promising solution to the reflection problem came from a system called Tut Systems. Tut's history is unfortunately obscure, but they seem to have been involved in what we would now call "last-mile access technologies" since the 1980s. Tut would later be acquired by Motorola, but not before developing a number of telephone-wiring based IP networks under names like HomeWire and LongWire. A particular focus of Tut was multi-family housing, which will become important later. I'm not even sure when Tut introduced their residential networking product, but it seems like they filed a relevant patent in 1995, so let's say around then. Tut's solution relied on pulse position modulation (PPM), a technique in which data is encoded by the length of the spacing between pulses. The principal advantage of PPM is that it allows a fairly large number of bits to be transmitted per pulse (by using, say, 16 potential pulse positions to encode 4 bits). This allowed reflections to dissipate between pulses, even at relatively high bitrates. Following a bit of inter-corporate negotiation, the Tut solution became an industry standard under the HomePNA consortium: HomePNA 1.0. HomePNA 1.0 could transmit 1Mbps over residential telephone wiring with up to 25 devices. A few years later, HomePNA 1.0 was supplanted by HomePNA 2.0, which replaced PPM with QAM (a more common technique for high data rates over low bandwidth channels today) and in doing so improved to 10Mbps for potentially thousands of devices. I sort of questioned writing an article about all of these weird home networking media, because the end-user experience for most of them is pretty much the same. That makes it kind of boring to look at them one by one, as you'll see later. Fortunately, HomePNA has a property that makes it interesting: despite a lot of the marketing talking more about single-family homes, Tut seems to have envisioned HomePNA mainly as a last-mile solution for multi-family housing. That makes HomePNA a bit different than later offerings, landing in a bit of a gray area between the LAN and the access network. The idea is this: home run wiring is unusual in residential buildings, but in apartment and condo buildings, it is typical for the telephone lines of each unit to terminate in a wiring closet. This yields a sort of hybrid star topology where you have one line to each unit, and multiple jacks in each unit. HomePNA took advantage of this wiring model by offering a product category that is at once bland and rather unusual for this type of media: a hub. HomePNA hubs are readily available, even today in used form, with 16 or 24 HomePNA interfaces. The idea of a hub can be a little confusing for a shared-bus media like HomePNA, but each interface on these hubs is a completely independent HomePNA network. In an apartment building, you could connect one interface to the telephone line of each apartment, and thus offer high-speed (for the time) internet to each of your tenants using existing infrastructure. A 100Mbps Ethernet port on the hub then connected to whatever upstream access you had available. The use of the term "hub" is a little confusing, and I do believe that at least in the case of HomePNA 2.0, they were actually switching devices. This leads to some weird labeling like "hub/switch," perhaps a result of the underlying oddity of a multi-port device on a shared-media network that nonetheless performs no routing. There's another important trait of HomePNA 2.0 that we should discuss, at least an important one to the historical development of home networking. HomePNA 1.0 was designed not to cause problematic interference with telephone calls but still effectively signaled within the voice band. HomePNA 2.0's QAM modulation addressed this problem completely: it signaled between 4MHz and 10MHz, which put it comfortably above not only the voice band but the roughly up-to-1MHz band used by early ADSL. HomePNA could coexist with pretty much anything else that would have been used on a telephone line at the time. Over time, control of HomePNA shifted away from Tut Systems and towards a competitor called Epigram, who had developed the QAM modulation for HomePNA 2.0. Later part of Broadcom, Epigram also developed a 100Mbps HomePNA 3.0 in 2005. The wind was mostly gone from HomePNA's sails by that point, though, more due to the rise of WiFi than anything else. There was a HomePNA 3.1, which added support for operation over cable TV wiring, but shortly after, in 2009, the HomePNA consortium endorsed the HomeGrid Forum as a successor. A few years later, HomePNA merged into HomeGrid Forum and faded away entirely. The HomeGrid Forum is the organization behind G.hn, which is to some extent a successor of HomePNA, although it incorporates other precedents as well. G.hn is actually fairly widely used for the near-zero name recognition it enjoys, and I can't help but suspect that that's a result of the rather unergonomic names that ITU standards tend to take on. "G.hn" kind-of-sort-of stands for Gigabit Home Networking, which is at least more memorable than the formal designation G.9960, but still isn't at all distinctive. G.hn is a pretty interesting standard. It's quite sophisticated, using a complex and modern modulation scheme (OFDM) along with forward error correction. It is capable of up to 2Gbps in its recent versions, and is kind of hard to succinctly discuss because it supports four distinct physical media: telephone, coaxial (TV) cable, powerline, and fiber. G.hn's flexibility is probably another reason for its low brand recognition, because it looks very different in different applications. Distinct profiles of G.hn involve different band plans and signaling details for each physical media, and it's designed to coexist with other protocols like ADSL when needed. Unlike HomePNA, multi-family housing is not a major consideration in the design of G.hn and combining multiple networks with a "hub/switch" is unusual. There's a reason: G.hn wasn't designed by access network companies like Tut; it was mostly designed in the television set-top box (STB) industry. When G.hn hit the market in 2009, cable and satellite TV was rapidly modernizing. The TiVo had established DVRs as nearly the norm, and then pushed consumers further towards the convenience of multi-room DVR systems. Providing multi-room satellite TV is actually surprisingly complex, because STV STBs (say that five times fast) actually reconfigure the LNA in the antenna as part of tuning. STB manufacturers, dominated by EchoStar (at one time part of Hughes and closely linked to the Dish Network), had solved this problem by making multiple STBs in a home communicate with each other. Typically, there is a "main" STB that actually interacts with the antenna and decodes TV channels. Other STBs in the same house use the coaxial cabling to communicate with the main STB, requesting video signals for specific channels. Multi-room DVR was basically an extension of this same concept. One STB is the actual DVR, and other STBs remote-control it, scheduling recordings and then having the main STB play them back, transmitting the video feed over the in-home coaxial cabling. You can see that this is becoming a lot like HomePNA, repurposing CATV-style or STV-style coaxial cabling as a general-purpose network in which peer devices can communicate with each other. As STB services have become more sophisticated, "over the top" media services and "triple play" combo packages have become an important and lucrative part of the home communications market. Structurally, these services can feel a little clumsy, with an STB at the television and a cable modem with telephone adapters somewhere else. STBs increasingly rely on internet-based services, so you then connect the STB to your WiFi so it can communicate via the same cabling but a different modem. It's awkward. G.hn was developed to unify these communications devices, and that's mostly how it's used. Providers like AT&T U-verse build G.hn into their cable television devices so that they can all share a DOCSIS internet connection. There are two basic ways of employing G.hn: first, you can use it to unify devices. The DOCSIS modem for internet service is integrated into the STB, and then G.hn media adapters can provide Ethernet connections wherever there is an existing cable drop. Second, G.hn can also be applied to multi-family housing, by installing a central modem system in the wiring closet and connecting each unit via G.hn. Providers that have adopted G.hn often use both configurations depending on the customer, so you see a lot of STBs these days with G.hn interfaces and extremely flexible configurations that allow them to either act as the upstream internet connection for the G.hn network, or to use a G.hn network that provides internet access from somewhere else. The same STB can thus be installed in either a single-family home or a multi-family unit. We should take a brief aside here to mention MoCA, the Multimedia over Coax Alliance. MoCA is a somewhat older protocol with a lot of similarities to G.hn. It's used in similar ways, and to some extent the difference between the two just comes down to corporate alliances: AT&T is into G.hn, but Cox, both US satellite TV providers, and Verizon have adopted MoCA, making it overall the more common of the two. I just think it's less interesting. Verizon FiOS prominently uses MoCA to provide IP-based television service to STBs, via an optical network terminal that provides MoCA to the existing CATV wiring. We've looked at home networking over telephone wiring, and home networking over coaxial cable. What about the electrical wiring? G.hn has a powerline profile, although it doesn't seem to be that widely used. Home powerline networking is much more often associated with HomePlug. Well, as it happens, HomePlug is sort of dead, the industry organization behind it having wrapped up operations in 2016. That might not be such a big practical problem, though, as HomePlug is closely aligned with related IEEE standards for data over powerline and it's widely used in embedded applications. As a consumer product, HomePlug will be found in the form of HomePlug AV2. AV2 offers Gigabit-plus data rates over good quality home electrical wiring, and compared to G.hn and MoCA it enjoys the benefit that standalone, consumer adapters are very easy to buy. HomePlug selects the most complex modulation the wiring can support (typically QAM with a large constellation size) and uses multiple OFDM carriers in the HF band, which it transmits onto the neutral conductor of an outlet. The neutral wiring in the average house is also joined at one location in the service panel, so it provides a convenient shared bus. On the downside, the installation quality of home electrical wiring is variable and the neutral conductor can be noisy, so some people experience very poor performance from HomePlug. Others find it to be great. It really depends on the situation. That brings us to the modern age: G.hn, MoCA, and HomePlug are all more or less competing standards for data networking using existing household wiring. As a consumer, you're most likely to use G.hn or MoCA if you have an ISP that provides equipment using one of the two. Standalone consumer installations, for people who just want to get Ethernet from one place to another without running cable, usually use HomePlug. It doesn't really have to be that way, G.hn powerline adapters have come down in price to where they compete pretty directly with HomePlug. Coaxial-cable and telephone-cable based solutions actually don't seem to be that popular with consumers any more, so powerline is the dominant choice. I can take a guess at the reason: electrical wiring can be of questionable quality, but in a lot of houses I see the coaxial and telephone wiring is much worse. Some people have outright removed the telephone wiring from houses, and the coaxial plant has often been through enough rounds of cable and satellite TV installers that it's a bit of a project to sort out which parts are connected. A large number of cheap passive distribution taps, common in cable TV where the signal level from the provider is very high, can be problematic for coaxial G.hn or MoCA. It's usually not hard to fix those problems, but unless an installer from the ISP sorts it out it usually doesn't happen. For the consumer, powerline is what's most likely to work. And, well, I'm not sure that any consumers care any more. WiFi has gotten so fast that it often beats the data rates achievable by these solutions, and it's often more reliable to boot. HomePlug in particular has a frustrating habit of working perfectly except for when something happens, conditions degrade, the adapters switch modulations, and the connection drops entirely for a few seconds. That's particularly maddening behavior for gamers, who are probably the most likely to care about the potential advantages of these wired solutions over WiFi. I expect G.hn, MoCA, and HomePlug to stick around. All three have been written into various embedded standards and adopted by ISPs as part of their access network in multi-family or at least as an installation convenience in single-family contexts. But I don't think anyone really cares about them any more, and they'll start to feel as antiquated as HomePNA. And here's a quick postscript to show how these protocols might adapt to the modern era: remember how I said G.hn can operate over fiber? Cheap fiber, too, the kind of plastic cables used by S/PDIF. The HomePlug Forum is investigating the potential of G.hn over in-home passive optical networks, on the theory that these passive optical networks can be cheaper (due to small conductor size and EMI tolerance) and more flexible (due to the passive bus topology) than copper Ethernet. I wouldn't bet money on it, given the constant improvement of WiFi, but it's possible that G.hn will come back around for "fiber in the home" internet service. [1] XNS was a LAN suite designed by Xerox in the 1970s. Unusually for the time, it was an openly published standard, so a considerable number of the proprietary LANs of the 1980s were at least partially based on XNS. [2] The software sophistication of AppleTalk is all the more impressive when you consider that it was basically a rush job. Apple was set to launch LaserWriter, and as I mentioned recently on Mastodon, it was outrageously expensive. LaserWriter was built around the same print engine as the first LaserJet and still cost twice as much, due in good part to its flexible but very demanding PostScript engine. Apple realized it would never sell unless multiple Macintoshes could share it---it cost nearly as much as three Mac 128ks!---so they absolutely needed to have a LAN solution ready. LaserWriter would not wait for IBM to get their token ring shit together. This is a very common story of 1980s computer networks; it's hard to appreciate now how much printer sharing was one of the main motivations for networking computers at all. There's this old historical theory that hasn't held up very well but is appealing in its simplicity, that civilization arises primarily in response to the scarcity of water and thus the need to construct irrigation works. You could say that microcomputer networking arises primarily in response to the scarcity of printers.

I've seen them at least twice on /r/whatisthisthing, a good couple dozen times on the road, and these days, even in press photos: GMC trucks with custom square boxes on the back, painted dark blue, with US Government "E" plates. These courier escorts, "unmarked" but about as subtle as a Crown Vic with a bull bar, are perhaps the most conspicuous part of an obscure office of a secretive agency. One that seems chronically underfunded but carries out a remarkable task: shipping nuclear weapons. The first nuclear weapon ever constructed, the Trinity Device, was transported over the road from Los Alamos to the north end of the White Sands Missile Range, near San Antonio, New Mexico. It was shipped disassembled, with the non-nuclear components strapped down in a box truck and the nuclear pit nestled in the back seat of a sedan. Army soldiers, of the Manhattan Engineering District, accompanied it for security. This was a singular operation, and the logistics were necessarily improvised. The end of the Second World War brought a brief reprieve in the nuclear weapons program, but only a brief one. By the 1950s, an arms race was underway. The civilian components of the Manhattan Project, reorganized as the Atomic Energy Commission, put manufacturing of nuclear arms into full swing. Most nuclear weapons of the late '40s, gravity bombs built for the Strategic Air Command, were assembled at former Manhattan Project laboratories. They were then "put away" at one of the three original nuclear weapons stockpiles: Manzano Base, Albuquerque; Killeen Base, Fort Hood; and and Clarksville Base, Fort Campbell [1]. By the mid-1950s, the Pantex Plant near Amarillo had been activated as a full-scale nuclear weapons manufacturing center. Weapons were stockpiled not only at the AEC's tunnel sites but at the "Q Areas" of about 20 Strategic Air Command bases throughout the country and overseas. Shipping and handling nuclear weapons was no longer a one-off operation, it was a national enterprise. To understand the considerations around nuclear transportation, it's important to know who controls nuclear weapons. In the early days of the nuclear program, all weapons were exclusively under civilian control. Even when stored on military installations (as nearly all were), the keys and combinations to the vaults were held by employees of the AEC, not military personnel. Civilian control was a key component of the Atomic Energy Act, an artifact of a political climate that disfavored the idea of fully empowering the military with such destructive weapons. Over the decades since, larger and larger parts of the nuclear arsenal have been transferred into military control. The majority of "ready to use" nuclear weapons today are "allocated" to the military, and the military is responsible for storing and transporting them. Even today, though, civilian control is very much in force for weapons in any state other than ready for use. Newly manufactured weapons (in eras in which there were such a thing), weapons on their way to and from refurbishment or modification, and weapons removed from the military allocation for eventual disassembly are all under the control of the Department of Energy's National Nuclear Security Administration [2]. So too are components of weapons, test assemblies, and the full spectrum of Special Nuclear Material (a category defined by the Atomic Energy Act). Just as in the 1940s, civilian employees of the DoE are responsible for securing and transporting a large inventory of weapons and sensitive assets. As the Atomic Energy Commission matured, and nuclear weapons became less of an experiment and more of a product, transportation arrangements matured as well. It's hard to find much historical detail on AEC shipping the 1960s, but we can pick up a few details from modern DoE publications showing how the process has improved. Weapons were transported in box trucks as part of a small convoy, accompanied by "technical couriers, special agents, and armed military police." Technical courier was an AEC job title, one that persisted for decades to describe the AEC staff who kept custody of weapons under transport. Despite the use of military security (references can be found to both Army MPs and Marines accompanying shipments), technical couriers were also armed. A late 1950s photo published by DoE depicts a civilian courier on the side of a road wielding a long suit jacket and an M3 submachine gun. During that period, shipments to overseas test sites were often made by military aircraft and Navy vessels. AEC couriers still kept custody of the device, and much of the route (for example, from Los Alamos to the Navy supply center at Oakland) was by AEC highway convoy. There have always been two key considerations in nuclear transportation: first, that an enemy force (first the Communists and later the Terrorists) might attempt to interdict such a shipment, and second, that nuclear weapons and materials are hazardous and any accident could create a disaster. More "broken arrow" incidents involve air transportation than anything else, and it seems that despite the potentially greater vulnerability to ambush, the ground has always been preferred for safety. A 1981 manual for military escort operations, applicable not only to nuclear but also chemical weapons, lays out some of the complexity of the task. "Suits Uncomfortable," "Radiation Lasts and Lasts," quick notes in the margin advise. The manual describes the broad responsibilities of escort teams, ranging from compliance with DOT hazmat regulations to making emergency repairs to contain leakage. It warns of the complexity of such operations near civilians: there may be thousands of civilians nearby, and they might panic. Escort personnel must be trained to be prepared for problems with the public. If they are not, their problems may be multiplied---perhaps to a point where satisfactory solutions become almost impossible. During the 1960s, heightened Cold War tensions and increasing concern of terrorism (likely owing to the increasingly prominent anti-war and anti-nuclear movements, sometimes as good as terrorists in the eyes of the military they opposed) lead to a complete rethinking of nuclear shipping. Details are scant, but the AEC seems to have increased the number of armed civilian guards and fully ended the use of any non-government couriers for special nuclear material. I can't say for sure, but this seems to be when the use of military escorts was largely abandoned in favor of a larger, better prepared AEC force. Increasing protests against nuclear weapons, which sometimes blocked the route of AEC convoys, may have made posse comitatus and political optics a problem with the use of the military on US roads. In 1975, the Atomic Energy Commission gave way to the Energy Research and Development Administration, predecessor to the modern Department of Energy. The ERDA reorganized huge parts of the nuclear weapons complex to align with a more conventional executive branch agency, and in doing so created the Office of Transportation Safeguards (OTS). OTS had two principal operations: the nuclear train, and nuclear trucks. Trains have been used to transport military ordnance for about as long as they have existed, and in the mid-20th century most major military installations had direct railroad access to their ammunition bunkers. When manufacturing operations began at the Pantex Plant, a train known as the "White Train" for its original color became the primary method of delivery of new weapons. The train was made up of distinctive armored cars surrounded by empty buffer cars (for collision safety) and modified box cars housing the armed escorts. Although the "white train" was repainted to make it less obvious, railfans demonstrate that it is hard to keep an unusual train secret, and anti-nuclear activists were often aware of its movements. While the train was considered a very safe and secure option for nuclear transportation (considering the very heavy armored cars and relative safety of established rail routes), it had its downsides. In 1985, a group of demonstrators assembled at Bangor Submarine Base. Among their goals was to bring attention to the Trident II SLBM by blocking the arrival of warheads on the White Train. 19 demonstrators were arrested and charged with conspiracy for their interference with the shipment. The jury found all 19 not guilty. The DoE is a little cagey, in their own histories, about why they stopped using the train. We can't say for sure that this demonstration was the reason, but it must have been a factor. At Bangor, despite the easy rail access, all subsequent shipments were made by truck. Trucks were far more flexible and less obvious, able to operate on unpredictable schedules and vary their routes to evade protests. In the two following years, use of the White Train trailed off and then ended entirely. From 1987, all land transportation of nuclear weapons would be by semi-trailer. This incident seems to have been formative for the OTS, which in classic defense fashion would be renamed the Office of Secure Transportation, or OST. A briefing on the OST, likely made for military and law enforcement partners, describes their tactical doctrine: "Remain Unpredictable." Sub-bullets of this concept include "Chess Match" and "Ruthless Adherence to Deductive Thought Process," the meaning of which we could ponder for hours, but if not a military briefing this is at least a paramilitary powerpoint. Such curious phrases accompanied by baffling concept diagrams (as we find them here) are part of a fine American tradition. Beginning somewhere around 1985, the backbone of the OST's security program became obscurity. An early '00s document from an anti-nuclear weapons group notes that there were only two known photographs of OST vehicles. At varying times in their recent history, OST's policy seems to have been to either not notify notify law enforcement of their presence at all, or to advise state police only that there was a "special operation" that they were not to interfere with. Box trucks marked "Atomic Energy Commission," or trains bearing the reporting symbol "AEC," are long gone. OST convoys are now unmarked and, at least by intention, stealthy. It must be because of this history that the OST is so little-known today. It's not exactly a secret, and there have been occasional waves of newspaper coverage for its entire existence. While the OST remains low-profile relative to, say, the national laboratories, over the last decade the DoE has rather opened up. There are multiple photos, and even a short video, published by the DoE depicting OST vehicles and personnel. The OST has had a hard time attracting and retaining staff, which is perhaps the biggest motivator of this new publicity: almost all of the information the DoE puts out to the public about OST is for recruiting. It is, of course, a long-running comedy that the federal government's efforts at low-profile vehicles so universally amount to large domestic trucks in dark colors with push bumpers, spotlights, and GSA license plates. OST convoys are not hard to recognize, and are conspicuous enough that with some patience you can find numerous examples of people with no idea what they are finding them odd enough to take photos. The OST, even as an acknowledged office of the NNSA with open job listings, still feels a bit like a conspiracy. During the early 1970s, the AEC charged engineers at Sandia with the design of a new, specialized vehicle for highway transportation of nuclear weapons. The result, with a name only the government could love, was the Safe Secure Transporter (SST, which is also often expanded as Safe Secure Trailer). Assembly and maintenance of the SSTs was contracted to Allied Signal, now part of Honeywell. During the 1990s, the SST was replaced by the Safeguards Transporter (SGT), also designed by Sandia. By M&A, the Allied Signal contract had passed to Honeywell Federal Manufacturing & Technology (FM&T), also the operating contractor of the Kansas City Plant where many non-nuclear components of nuclear weapons are made. Honeywell FM&T continues to service the SGTs today, and is building their Sandia-designed third-generation replacement, the Mobile Guardian [3]. Although DoE is no longer stingy about photographs of the SGT, details of its design remain closely held. The SGT consists of a silver semi-trailer, which looks mostly similar to any other van trailer but is a bit shorter than the typical 53' (probably because of its weight). Perhaps the most distinctive feature of the trailers is an underslung equipment enclosure which appears to contain an air conditioner; an unusual way to mount the equipment that I have never seen on another semi-trailer. Various DoE-released documents have given some interior details, although they're a bit confusing on close reading, probably because the trailers have been replaced and refurbished multiple times and things have changed. They are heavily armored, the doors apparently 12" thick. They are equipped with a surprising number of spray nozzles, providing fire suppression, some sort of active denial system (perhaps tear gas), and an expanding foam that can be released to secure the contents in an accident. There is some sort of advanced lock system that prevents the trailer being opened except at the destination, perhaps using age-old bank vault techniques like time delay or maybe drawing from Sandia's work on permissive action links and cryptographic authentication. The trailers are pulled by a Peterbilt tractor that looks normal until you pay attention. They are painted various colors, perhaps a lesson learned from the conspicuity of the White Train. They're visibly up-armored, with the windshield replaced by two flat ballistic glass panels, much like you'd see on a cash transport. The sleeper has been modified to fit additional equipment and expand seating capacity to four crew members. Maybe more obvious, they're probably the only semitrailers and tractors that you'll see with GSA "E" prefix license plates (for Department of Energy). SGTs are accompanied on the road by a number of escort vehicles, although I couldn't say exactly how many. From published photographs, we can see that these fall into two types: the dark blue, almost black GMC box trucks with not-so-subtle emergency lights and vans with fiberglass bodies that you might mistake for a Winnebago were they not conspicuously undecorated. I've also seen at least one photo of a larger Topkick box truck associated with the OST, as well as dark-painted conventional cargo vans with rooftop AC. If you will forgive the shilling for my Online Brand, I posted a collection of photos on Mastodon. These were all released by NNSA and were presumably taken by OST or Honeywell staff, you can see that many of them are probably from the same photoshoot. Depending on what part of the country you are in, you may very well be able to pick these vehicles out on the freeway. Hint: they don't go faster than 60, and only operate during the day in good weather. These escort vehicles probably mostly carry additional guards, but one can assume that they also have communications equipment and emergency supplies. Besides security, one of the roles of the OST personnel is prompt emergency response, taking the first steps to contain any kind of radiological release before larger response forces can arrive. Documents indicate that OST has partnerships with both DoE facilities (such as national labs) and the Air Force to provide a rapid response capability and offer secure stopping points for OST convoys. There is, perhaps, a reason for the OST's low profile besides security and anti-nuclear controversy: classic government controversy. The OST is sort of infamously not in great shape. Some of the vehicles were originally fabricated in Albuquerque in a motley assortment of leased buildings put together temporarily for the task, others were fabricated at the Kansas City Plant. It's hard to tell which is which, but when refurbishment of the trailers was initiated in the 2000s, it was decided to centralize all vehicle work near the OST's headquarters (also a leased office building) in Albuquerque. At the time, the OST's warehouses and workshops were in poor and declining condition, and deemed too small for the task. OST's communications center (discussed in more detail later) was in former WWII Sandia Base barracks along with NNSA's other Albuquerque offices, and they were in markedly bad shape. To ready Honeywell FM&T for a large refurbishment project and equip OST with more reliable, futureproof facilities, it was proposed to build the Albuquerque Transportation Technology Center (ATTC) near the Sunport. In 2009, the ATTC was canceled. To this day, Honeywell FM&T works out of various industrial park suites it has leased, mostly the same ones as the 1980s. Facilities plans released by the DoE in response to a lawsuit by an activist organization end in FY2014 but tell a sad story of escalating deferred maintenance, buildings in unknown condition because of the lack of resources to inspect them, and an aging vehicle fleet that was becoming less reliable and more expensive to maintain. The OST has 42 trucks and about 700 guards, now styled as Federal Agents. They are mostly recruited from military special forces, receive extensive training, and hold limited law enforcement powers and a statutory authorization to use deadly force in the defense of their convoys. Under a little-known and (fortunately) little-used provision of the Atomic Energy Act, they can declare National Security Areas, sort of a limited form of martial law. Despite these expansive powers, a 2015 audit report from the DoE found that OST federal agents were unsustainably overworked (with some averaging nearly 20 hours of overtime per week), were involved in an unacceptable number of drug and alcohol-related incidents for members of the Human Reliability Program, and that a series of oversights and poor management had lead to OST leadership taking five months to find out that an OST Federal Agent had threatened to kill two of his coworkers. Recruiting and retention of OST staff is poor, and this all comes in the context of an increasing number of nuclear shipments due to the ongoing weapons modernization program. The OST keeps a low profile perhaps, in part, because it is troubled. Few audit reports, GSA evaluations, or even planning documents have been released to the public since 2015. While this leaves the possibility that the situation has markedly improved, refusal to talk about it doesn't tend to indicate good news. OST is a large organization for its low profile. It operates out of three command centers: Western Command, at Kirtland AFB, Central Command, in Texas at Pantex, and Eastern Command, at Savannah River. The OST headquarters is leased space in an office building near the Sunport, and the communications and control center is in the new NNSA building on Eubank. Agent training takes place primarily on a tenant basis at a National Guard base in Arkansas. OST additionally operates four or five (it was five but I believe one has been decommissioned) communications facilities. I have not been successful in locating those exactly besides that they are in New Mexico, Idaho, Missouri, South Carolina, and Maryland. Descriptions of these facilities are consistent with HF radio sites. That brings us to the topic of communications, which you know I could go on about at length. I have been interested in OST for a long time, and a while back I wrote about the TacNet Tracker, an interesting experiment in early mobile computing and mesh networking that Sandia developed as a tactical communications system for OST. OST used to use a proprietary, Sandia-developed digital HF radio system for communications between convoys and the control center. That was replaced by ALE, for commonality with military systems, sometime in the 1990s. More recent documents show that OST continues to use HF radio via the five relay stations, but also uses satellite messaging (which is described as Qualcomm, suggesting the off-the-shelf commercial system that is broadly popular in the trucking industry). Things have no doubt continued to advance since that dated briefing, as more recent documents mention real-time video links and extensive digital communications. The OST has assets beyond trucks, although the trucks are the backbone of the system. Three 737s, registered in the NNSA name, make up their most important air assets. Released documents don't rule out the possibility of these aircraft being used to transport nuclear weapons, but suggest that they're primarily for logistical support and personnel transport. Other smaller aircraft are in the OST inventory as well, all operating from a hanger at the Albuquerque Sunport. They fly fairly often, perhaps providing air support to OST convoys, but the NNSA indicates that they also use the OST aircraft for other related NNSA functions like transportation of the Radiological Assistance Program teams. It should be said that despite the OST's long-running funding and administrative problems, it has maintained an excellent safety record. Many sources state that there was only been one road accident involving an OST convoy, in which the truck slid off the road during an ice storm in Nebraska. I have actually seen OST documents refer to another incident in Oregon in the early '80s, in which an escort vehicle was forced off the road by a drunk driver and went into the ditch. I think it goes mostly unmentioned since only an escort vehicle was involved and there was no press attention at the time. Otherwise, despite troubling indications of its future sustainability, OST seems to have kept an excellent track record. Finally, if you have fifteen minutes to kill, this video is probably the most extensive source of information on OST operations to have been made public. Even though I'm pretty sure a couple of the historical details it gives are wrong, but what's new. Special credit if you notice the lady that's still wearing her site-specific Q badge in the video. Badges off! Badges! Also, if you're former military and can hold down a Q, a CDL, EMT-B, and firearms qualifications, they're hiring. I hear the overtime is good. But maybe the threats of violence not so much. [1] The early Cold War was a very dynamic time in nuclear history, and plans changed quickly as the AEC and Armed Forces Special Weapons Project developed their first real nuclear strategy. Many of these historic details are thus complicated and I am somewhat simplifying. There were other stockpile sites planned that underwent some construction, and it is not totally clear if they were used before strategies changed once again. Similarly, manufacturing operations moved around quite a bit during this era and are hard to summarize. [2] The NNSA, not to be confused with the agency with only one N, is a semi-autonomous division of the Department of Energy with programmatic responsibility for nuclear weapons and nuclear security. Its Administrator, currently former Sandia director Jill Hruby, is an Under Secretary of Energy and answers to the Secretary of Energy (and then to the President). I am personally very fond of Jill Hruby because of memorable comments she made after Trump's first election. They were not exactly complimentary to the new administration and I have a hard time thinking her outspokenness was not a factor in her removal as director of the laboratory. I assume her tenure as NNSA Administrator is about to come to an end. [3] Here's a brief anecdote about how researching these topics can drive you a little mad. Unclassified documents about OST and their vehicles make frequent reference to the "Craddock buildings," where they are maintained and overhauled in Albuquerque. For years, this lead me to assume that Craddock was the name of a defense contractor that originally held the contract and Honeywell had acquired. There is, to boot, an office building near OST headquarters in Albuquerque that has a distinctive logo and the name "Craddock" in relief, although it's been painted over to match the rest of the building. Only yesterday did I look into this specifically and discover that Craddock is a Colorado-based commercial real estate firm that developed the industrial park near the airport, where MITS manufactured the Altair 8800 and Allied Signal manufactured the SSTs (if I am not mistaken Honeywell FM&T now uses the old MITS suite!). OST just calls them the Craddock buildings because Craddock is the landlord. Craddock went bankrupt in the '80s, sold off part of its Albuquerque holdings, and mostly withdrew to Colorado, probably why they're not a well-known name here today.