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Nothing. Mills just provided, August, 2019, the fourth item that the theory allowed to be developed, and the second item being scrutinized for procurement or lease by the USA Department of Defense."Department of Defense has a Suncell running on its premises as a licensee":by July 21, 2019:according to Navid Sadikali(CEO at The End Of Petroleum) in the first segment at time stamp 0:00 to 17:45 on a talk show at r/BrilliantLightPowerthen scroll down to "End Of Petroleum talks Hydrino Energy - Live on Freedom Talk Live July 21, 2019"UPDATE: I (Frank Acland Moderator at E-Cat World.com) have received the following message from Navid Sadikali:“Request: please modify the article. My interview stated these facts.1) The SunCell is running.2) The DOD is a licensee through ARA.3) The DOD was onsite to see the SunCell.”It is finally happening, the Suncell is being scrutinized towards being leased by a commercial or military client.I communicated with Navid, several months ago. In a radio cast, he mentions something about Brett's book about Mills: "Randell Mills and The Search for Hydrino Energy" at time stamp 2:36 "we wrote about him"..:One of several books about Mills and the Grand Unified Theory-Classical Physics.I have been asked what I am doing to get GUT-CP accepted by the academics in physics. Navid is the one who might be actually doing something about that. By joining forces, that is what will break through the impasse formed by the physics community against GUT-CP and the device on Brilliant Light and Power and on sites such as Evaco LLC as well.GUT-CP is not cold fusion. CF and LENR try to explain their mechanisms using Standard Quantum Mechanics and are all full of various hypotheses that lead nowhere. GUT-CP is purely classical and has three items fully developed1)in 1986 the explanation for the DoD for how their Free Electron Laser works2) in 2007 developed process for manufacturing accordingto the predictions of GUT-CP, diamond thin film for such uses as as a scratch proof cover on cell phones or tablets and as a heat sink substrate on circuit mother board for chip components3) 2012 developed the Millsian® molecular modeller, available for free trail use by download, 100 times more accurate than any similar app made using SQMand at least 3 more items in development, one of which is the Suncell, which is being scrutinized by the USA DoD:4) finished proof of pronciple for the SUncell in 2000, and thefully functional and finely tuned and controlled version in May 2020, the Suncell the second item being considered by the DoD for procurement or lease, which item is being developed based on the predictions of GUT-CP,5) the Hydrino, fully validated in April -May 2020 is patented in many processes and devices since 2000 and is used as the mechanism that drives the Suncell:Randell L. Mills Inventions, Patents and Patent Applications6) the end point device using the Suncell’s ash, Hydrino’s or dark matter, from which indestructible plastics are being developed for us in the structure of that end point item and which end point item is to be powered by the first viable antigravity device, which is being developed by Huub Bakker of Massey University, NZ , in collaboration with Randell L. Mills, which device was patented as :FIFTH-FORCE APPARATUS AND METHOD FOR PROPULSIONWO1995032021A1 - Apparatus and method for providing an antigravitational force - Google Patentswhich antigravity device is mentioned in general terms in a university lecture at time stamp 00:29:08:20161019 Introduction to the Grand Unified Theory of Classical Physics_001What are all those patents validations and experiments and fully developed and commercially used items, if not proof or at least some indication of the accuracy of using GUT-CP and the Hydrino as a subset or prediction made since 1999, under that theory?The case for Millsian physicsNASA Takes a Flyer on Hydrinosfresno state lecture randell millsAs an update, this answer was flagged by someone hostile to the theory of Mills and tried to have this answer collapsed. This answer was eventually allowed to stay un-collapsed, since the one complaining did not provide a specific reason to have the answer censored.This attempt at censoring this answer begs the question, why? If the theory is as bad as some claim, or even a scam, why are not other, equally suspect theories not being attacked so strongly. Yet Mills theory is the only theory so singled out for strong censoring. The reason is that GUT-CP presents a threat to the some that are using SQM to make large incomes or gaining prestige, as in developing such devices and or related experiments, as controlled fusion and quantum computing. Both are dead end projects since the physics used, to develop these, is itself a dead end. In the Sun it is gravity that draws nucleons together, exactly centre on centre, very easily to very successfully attain fusion, while the nucleons in Earth based devices are pushed together, using magnetic confinement, which ends up doing something like trying to push wet noodles together; in quantum qbits, these particles always de-cohere a fraction of a second after the device starts to “compute” actually ending in non-computing anything. This is due to all devices using SQM, as a guide, which guide is based on imagined then assumed and therefore, at based are non-existant mechanism of waves. This was a mechanism that was then just a lucky guess about a seemingly viable mechanism that seemed to explain the 2 slit experiment. Then, using what was basically a wild guess, to be the base on which SQM has laid its foundation on. It seems to explain the 2 slit experiment, in the same way that square wheels might have been considered towards building a car, at at a time when wheels were an unknown. Then, finding the square wheels seemed worked ok if pushed hard enough, was decided on for use in building a car on top of that. Later, when industry was starting to get under way, cars were seen as having the potential of being developed for rapid transportation, but the cars are found to be difficult to move at the required speeds. Instead of looking back through its development, to find where the problem might be, the wheels are considered as off limits for such scrutiny and instead the motor is considered as the most likely place for finding the problem. The motor is looked at to see how to make it more and more powerful to make the car go as fast as the transportation needs require. This is similar to what is being considered currently, to find out why qbit are decohering, then using the qbits in a different, more robust way. This, as if the problem started with the qbits themselves, and not at an earlier development in SQM when waves were an assumed mechanism, that was assumed to exist in trying to explain the 2 slit experiment. The solution, in SQM, is then to attempt to make the qbits ever more robust, with current efforts ending making large complex devices that try to ensure the qbits do not decohere.This has resulted in quantum computing having purported successes in developing all of the peripheral items, such sotware, fudiciary concerns, building being funded and built for research into quantum computing, andall the rest, except for the hardware, circuit try in electronic chips that houses and makes up the q-bits themselves. It might be better to look all the way back to where the problem is known to have a big assumption involved, when waves were accepted as the best explanation for just one particular experiment. That was at the time when qbits and their use was not even dreamed of, but the waves were ok'd for use everywhere and in an inviolable way.I did all of the surveying of the topic completely independent of Mill and his associates. I read copies of all the original papers and people at the institutions where all of the original data and records and peer reviewed papers involved originate then read those papers and communicated with theose weho were closest related to those papers or who had access to the original records relating to such sources, to get at their side of the story in all this.The sources I have used are:L. A. Rozema, A. Darabi, D. H. Mahler, A. Hayat, Y. Soudagar, A. M. Steinberg, “Violation of Heisenberg’s Measurement-Disturbance Relationship by Weak Measurements,” Phys. Rev. Lett. 109, 100404 – Published 6 September 2012; Erratum Phys. Rev. Lett. 109, 189902 (2012)Thomas E. Stolper, mathematician and Political analyst and Author of “America’s Newton, The reception of the work of Randell Mills, in historical and contemporary context”,Herman Haus, Institute profesor of Electronic Engineering,(1986). "On the radiation from point charges". American Journal of Physics. 54 (12): 1126–1129. Bibcode:1986AmJPh..54.1126H which paper was given to Mills by Haus used to develop the same model of the electron as developed by HausThe USA Department of Defense, and physics academia which accepted the FEL explanation provided by Haus,Philip Payne, Principal Scientist, Princeton University, Physicist in charge of using the topological predictions of the Grand Unified Theory-Classical Physics for use in developing the Millsian Molecular Modeller,Brett Holverstott: Science Philosopher, head of the development team of the Millsian Molecular ModellerGerrit Kroesen, Professor of Plasma Physics, Eindhoven Technologicl University, independently tested the Hydrino reaction and found no explanation for the reaction using SQM,NASA independently tested the hydrino reaction by sub contract to:Anthony J. Marchese, a mechanical engineering professor specializing in propulsion at Rowan University, with the conclusion being indeterminate of the cause of the reaction. “ From what I can tell from BlackLight's studies – and they've been pretty good about letting others outside verify their excess energy – there are some things going on that people are having trouble understanding.”Marchese, a PhD engineer from Princeton, says NASA granted him the money to study the feasibility of the BlackLight Rocket for six months. None of the NASA money will go to Mills or BlackLight Power, Marchese says, and his work will be done independently.Marchese's colleague at the Rowan College of Engineering, associate professor of electrical engineering Peter Mark Jansson, researched the BlackLight process while employed by Mills' backer Atlantic Energy, now part of the utility Conectiv.Besides Conectiv, Mills other subsidiaries using the theory are Evaco LLC, and Millsian Corp. The main company Brilliant Light and Power is growing exponentially since then.Scams just die out and disappear after getting a few million dollars and its perpetrators also disappear.Mills is still around and has all the earmarks of someone very successful, and well liked by the New Jersey Chamber of Commerce, who themselves granted him a few million dollars. Chambers of commerce are made up of people who are not known to be taken in by any kind of scams, but are on the other hand always ready to promote any business that has shown great promise in producing successful goods and services to the local community, over a long period of time and which businesses are headed by equally good willed people. In the case of BrLP those people are:DAVID BENNETTMr. Bennett was appointed to the Board of Directors in 2018.Consultant – Strategic management consulting for growth businesses in aerospace, transportation and alternative energy field. Focused on startups through mid-sized firms.Mr. Bennett was CEO of Proterra electric bus startup and led the firm from prototype design through national validation and successful commercial launch. Raised funds from key investors, including Kleiner Perkins Caufield & Byers, GM Ventures, and Mitsui & Co. Global Investment.Mr. Bennett worked with Eaton for ten years in a series of operating and corporate roles. His most recent roles were VP Business Development Industrial Sector and President Eaton’s Vehicle Group in Asia Pacific. The Vehicle Group AP business, headquartered in Shanghai, has operations in five countries providing full design, product development, production, sales and service solutions for a wide range of automotive and commercial vehicle customers.Previously, Mr. Bennett held a variety of general management positions in Europe and North America for the Truck business. He was also a general manager in Eaton Aerospace.Prior to joining Eaton in 2001, Mr. Bennett worked with Honeywell (formerly AlliedSignal) and General Electric in a variety of general management, operational, program management and technical roles for high technology aerospace and industrial businesses.Mr. Bennett holds a bachelor’s degree in mechanical engineering and materials from Duke University and a master’s degree in business administration from Drexel University.Emilio Icaza ChavezMr. Icaza Chavez was appointed to the Board of Directors in 2018.Mr. Icaza Chavez is a co-founder and current Chairman of the Board of Aspel, a Mexico-based company which is the market leader in small business accounting software both in Mexico and in Colombia. Telmex bought an initial stake in Aspel in 2000; since then the relationship has evolved and Grupo Financiero Inbursa now owns a majority stake in Aspel.From 1989 to 1996, Mr. Icaza Chavez worked at GBM, one of the top brokerage houses in Mexico, where he was Co-Executive Director, in charge of Corporate Finance, Research and Investor Relations.In addition to his continued role at Aspel, Mr. Icaza Chavez co-founded Fusion de Ideas in 2008, a Private Equity investment vehicle with current investments in Energy, Software, Real Estate Development, Food, and other industries.Mr. Icaza Chavez is the main shareholder of Enextra Energía, a Mexican corporation which has signed a licensing agreement with Brilliant Light Power, Inc. to serve energy customers in certain industries within the Mexican Territory.Mr. Icaza Chavez was awarded a bachelor’s degree in business administration at Instituto Tecnologico Autonomo de Mexico (ITAM) in Mexico City.JEREMY HUXMr. Hux was appointed to the Board of Directors in 2016.Mr. Hux is President of HCP Advisors, based in San Francisco, California. For nearly 20 years, he has advised Technology and Clean Technology companies on equity, debt, and strategic transactions.Prior to HCP Advisors, Mr. Hux spent nine years with Credit Suisse. He was a Managing Director and Global Head of Credit Suisse’s Clean Technology Investment Banking practice. In addition to running the Clean Technology effort at Credit Suisse, he worked extensively with semiconductor and storage companies. Mr. Hux joined Credit Suisse after approximately eight years with Morgan Stanley. At Morgan Stanley, he was Head of West Coast Clean Technology and also advised companies across the technology spectrum, including storage, networking, hardware, semiconductors, and contract design and manufacturing. Prior to Morgan Stanley, he advised Media and Entertainment companies at SG Cowen.Mr. Hux earned a Bachelor of Arts in Economics and History from Vanderbilt University, where he graduated Magna Cum Laude.DR. RANDELL L. MILLSDr. Mills, Founder and principal stockholder of Brilliant Light Power, Inc., has served as Chairman of the Board and Chief Executive Officer and President since 1991.Dr. Mills has authored nine books, participated in over 50 presentations at professional meetings, and authored and co-authored over 100 papers regarding the field of energy technology that have been published in peer-reviewed journals of international repute. Dr. Mills has received patents or filed patent applications in the following areas: (1) Millsian computational chemical design technology based on a revolutionary approach to solving atomic and molecular structures; (2) magnetic resonance imaging; (3) Mossbauer cancer therapy (Nature, Hyperfine Interactions); (4) Luminide class of drug delivery molecules; (5) genomic sequencing method, and (6) artificial intelligence. A thorough description of the Company’s technology and Dr. Mills’ underlying atomic theory is published in a book entitled The Grand Unified Theory of Classical Physics.Dr. Mills was awarded a Bachelor of Arts Degree in Chemistry, summa cum laude and Phi Beta Kappa, from Franklin & Marshall College in 1982, and a Doctor of Medicine Degree from Harvard Medical School in 1986. Following a year of graduate work in electrical engineering at the Massachusetts Institute of Technology, Dr. Mills began his research in the field of energy technology.Roger S. Ballentine – CEO Green Strategies Inc.William Beck – Managing Director and Global Head of Engineering and Sustainability Services Credit SuisseH. McIntyre Gardner – Chairman of the Board, Spirit Airlines, Inc.Dr. Ray Gogel – President, Avanti EnterprisesJim Hearty – Former Partner of Clough Capital PartnersPhil Johnson – Former SVP – Intellectual Property Policy & Strategy of Johnson & Johnson – Law Department, Former SVP and Chief Intellectual Property Counsel of Johnson & JohnsonMatt Key – Commercial Director Charge.autoBill Maurer – SVP ABM IndustriesJeffrey S. McCormick – Chairman and Managing General Partner of SaturnDavid Meredith – Chief Operations and Product Officer at Rackspace Hosting, Inc., President of Private Cloud & Managed Hosting at Rackspace Hosting, Inc.Bill Palatucci – Special Counsel Gibbons LawAmb R. James Woolsey – Former Director of the CIA under President Bill ClintonColin Bannon – Chief Architect BT Global ServicesMichael Harney – Managing Director, BTIGStan O’Neal – Formerly Chief Executive Officer and Chairman of the Board of Merrill Lynch & Co. Inc., Former Board Member of General Motors, Currently on the Board of ArconicRoger S. BallentineRoger Ballentine is the President of Green Strategies Inc., where he provides management consulting services to corporate and financial sector clients on sustainability strategy; investment and transaction evaluation and project development execution in the clean energy sector; and the integration of energy and environmental policy considerations into business strategy. He is also a Venture Partner with Arborview Capital LLC, a private equity firm making growth capital investments in the clean energy and energy efficiency sectors. Previously, Roger was a senior member of the White House staff, serving President Bill Clinton as Chairman of the White House Climate Change Task Force and Deputy Assistant to the President for Environmental Initiatives. Prior to being named Deputy Assistant, Roger was Special Assistant to the President for Legislative Affairs where he focused on energy and environmental issues. Before joining the White House, Roger was a partner at Patton Boggs LLP.Over the years, Roger has acquired a wealth of experience and knowledge of the energy sector, financial markets, and environmental business practices as well as the politics, players and trends in the energy and environmental space. Using his expertise and deep relationships, Roger has helped clients develop better business strategies, make better investment decisions, negotiate new business partnerships, build critical alliances with stakeholders, and devise impactful government and public affairs strategies.Roger currently serves on the Advisory Boards of the Department of Energy’s National Renewable Energy Laboratory (NREL), Clean Capital LLC, 8 Rivers Capital, and the American Council on Renewable Energy (ACORE), where he was a founding Board member in 2001. He is a member of Ingersoll Rand’s Advisory Council on Sustainability. Roger also serves on the Selection Committee for the United Arab Emirates’ (UAE) Zayed Future Energy Prize and is the Co-Chair of the Aspen Institute’s Clean Energy Forum.In addition to being a frequent speaker, media commentator and writer, he has been a Lecturer on Law at Harvard Law School teaching in the area of energy and climate law and a Senior Fellow at the Progressive Policy Institute in Washington D.C.Roger is a Magna Cum Laude graduate of the University of Connecticut and a Cum Laude graduate of the Harvard Law School. He is a member of the Connecticut, District of Columbia, and the United States Supreme Court bars.William BeckWilliam Beck is a Managing Director within the Group Business Support Services (GBSS) Department of Credit Suisse. William is the Global Head of Critical Engineering & Sustainability, based in New York. He leads a team responsible for developing and implementing strategy and governance for the Bank’s Innovation, Energy management, Mechanical, Electrical, Plumbing & Fire (MEPF) design, Engineering Operations Maintenance, Environmental and Sustainability integration as well as the Data Center Strategy programs. His mandate also includes the bank’s Global Energy Strategy and Procurement integration. Bill has 25+ years of experience including the strategic planning, development, design, construction and operations of mission critical and non-mission critical facilities. William is a licensed Professional Engineer, Master Electrician and Energy procurement specialist. He holds a BSEE degree and a MS degree in Management, both from Fairleigh Dickenson University.H. McIntyre GardnerMr. Gardner was the head of Merrill Lynch’s Private Client business in the Americas and also the Global Bank Group within the firm’s Global Wealth Management Group until early 2008. As head of Private Client Americas, Mac was responsible for the region’s extensive network of more than 600 advisory offices; private banking and investment services to ultra-high net worth clients; the group’s middle markets business; investment and insurance products; distribution and business development; and corporate and diversified financial services.For the Global Bank Group, Mr. Gardner was Chairman of Merrill Lynch Bank USA and responsible for Merrill Lynch’s consumer and commercial banking and cash management products. This included distribution and sales of all bank products and services primarily delivered into the marketplace through Financial Advisors. These activities encompassed retail deposit products and services, credit and debit cards, commercial cash management, residential mortgage lending, securities-based/small business/high-net-worth structured/middle-market lending, and community development lending and investing.Mr. Gardner’s 13-year career at Merrill Lynch also included roles in strategy, Finance Director for the corporation, and as an investment banker specializing in high yield finance, mergers and acquisitions and corporate restructuring.Mr. Gardner has also served as the principal of a financial advisory services firm and as the president of two consumer products companies. He has served on the Board of Directors of Spirit Airlines, Inc. since 2010 and has served as Chairman since August 2013. He also serves on the North American Strategic Advisory Board of Oliver Wyman. Mr. Gardner is a 1983 graduate of Dartmouth College, where he received a Bachelor of Arts degree in religion.Dr. Ray GogelDr. Ray Gogel started his career in academia, where he obtained his PhD with distinction in philosophy from Drew University after studying for four years in Germany with leading Continental philosophers. Ray’s background in philosophy has permeated the rest of his career, driving a strong and abiding interest in forward-thinking leadership and business models, as well as innovation and disruptive technology. Ray moved from academia to a career in the utility and power industry, progressing through a variety of operational, leadership and business development roles at Public Service Electric & Gas Co in New Jersey, before he left to join IBM as a solution architect, where he designed, sold and delivered IBM’s first Business Process Outsourcing transaction (PG&E Energy Services). Gogel progressed within IBM to become VP—Client Services, responsible for IBM’s largest utility customer and P&L, before joining Xcel Energy, headquartered in Minneapolis.At Xcel, Ray reported directly to the CEO as CIO and later in the expanded role of CAO and President of Customer and Enterprise Solutions, where he managed the core areas of IT, Customer Care/Marketing, Human Resources and Utility Innovation. During his tenure, Xcel received recognition as a premier IT organization in InformationWeek’s Top 500 Awards, placing in the Top 20 for 3 years and twice winning their Business Technology Optimization award. Ray was featured in ComputerWorld’s Premier 100 IT Leaders. Xcel’s unique outsourcing model and use of Strategic Advisory Boards has been the subject of various publications and an early driving force for transformational outsourcing in the utility industry. In 2006, Xcel was awarded the prestigious Edison award from the Edison Electric Institute for its ‘Utility of the Future’ initiatives in IT, as well as Utility of the Year in 2009 from EnergyBiz Magazine for its unique and pioneering ‘SmartGridCity™’ efforts.Ray left Xcel Energy to serve as President and COO of Current Group, an innovative US-based start-up Smart Grid company specializing in cutting-edge smart grid operations and analytics with clients in NA, Europe and AP. He also served as Global Head of Smart Grid for Nokia-Siemens Networks as they explored entry into the Smart Grid adjacency. Ray spent two years as a Managing Director in Accenture’s Resources Group, working as a market-maker for strategic pursuits.In 2014, Ray co-founded USGRDCO with Jay Worenklein and David Mohler and served as President and COO. USGRDCO’s objective is to upgrade the distribution systems of America’s utilities and accelerate the benefits of grid modernization through commercial microgrids and distributed energy resources, thereby offering utilities alternative paths to more efficient, reliable, resilient and secure power systems. Ray and his team pioneered a series of microgrid archetypes and designs, suitable for utilities, private communities and smart cities, which USGRDCO believes represents the future of the North American grid. Ray left his COO role at USGRDCO to found his own consulting group, Avanti Enterprises, Inc., where he provides strategic consulting and business planning to companies in the power sector.During his career, Ray has served on IBM’s Strategic Advisory Board, The World Economic Forum, the Colorado Smart Grid Task Force, EEI’s Smart Grid Workshop Group, the Board of MedicAlert International, Denver’s United Way and Goodwill.Jim HeartyGraduate of Williams College and The Advanced Management Program of the Harvard Business School.Jim began as a bond trader at First National Bank of Boston, where he eventually ran the Bond Department, (the largest underwriter of Tax Exempt Debt in New England with a significant business in US Government and Agency Securities and Money Market securities). In the early 1990’s, Jim was the Assistant Secretary of Administration and Finance for Governor Bill Weld and responsible for all Bond Financings for the Commonwealth and Agencies and Authorities where the Governor served on the Board.Over the course of his career he also served as: Board Member of the Public Securities Association and a Board Member and Chairman of the Municipal Securities Rulemaking Board, Board Member of the Mass HFA, The Mass Industrial Finance Agency, The Massachusetts Land Bank and the Pension Reserve Investment Management Board (The State Pension System) among others. Remained on the Board of the Pension System and co-through the terms of Governors Weld, Cellucci, Swift and Romney.Working at Lehman Brothers as a banker in the Tax Exempt Division, Jim was responsible for Business in New England and grew the franchise substantially, lead managed significant issues in all New England State. Became the Head of Public Finance in 1998, and Co-Head of the Tax Exempt Division including all trading and underwriting in 2000, and grew the Business substantially.In 2002, he was the Executive Director of the Massachusetts Pension Reserve, and served for two years as ED and CIO of the $70 Billion Pension Fund. Then in 2005, Jim was a Partner of Relational Investors, one of the original “Activist” Institutional Investors, and grew the business from $1.5 Billion to $5 Billion Dollars in AUM. Significant Engagements included Home Depot, Sovereign Bancorp, Hewlett-Packard and Sprint. In 2008, he became a Partner of Clough Capital Partners and was responsible for fundraising in the Institutional Market, where he grew the AUM in our long/short fund from $500 Million to $2.0 Billion.Jim is married to Doris Blodgett since 1975, 3 sons, Resident of Boston.Phil JohnsonPhil is currently a member of the Board and Executive Committee of the Intellectual Property Owners Association (“IPO”), Co-Chapter Editor of the Sedona Conference WG10 biopharmaceutical patent litigation project, and member of the board of the Monell Chemical Senses Center. Phil recently retired as Senior Vice President – Intellectual Property Policy & Strategy of Johnson & Johnson – Law Department. Prior to April of 2014, he was Senior Vice President and Chief Intellectual Property Counsel of Johnson & Johnson where he managed a worldwide group of about 270 IP professionals, of whom over 100 were patent and trademark attorneys.Before joining Johnson & Johnson in 2000, Phil was a senior partner and co-chair of IP litigation at Woodcock Washburn in Philadelphia. During his 27 years in private practice, Phil counseled independent inventors, startups, universities and businesses of all sizes in all aspects of intellectual property law. His diverse practice pertained to advances in a wide variety of technologies, including pharmaceuticals, diagnostics, medical devices, consumer products, semi-conductor fabrication, automated manufacturing, materials and waste management. During his time in private practice, Phil served as trial counsel in countless IP disputes, including cases resolved by arbitration, bench trials, jury trials and appeals to the Federal Circuit Court of Appeals, many of which resulted in reported decisions.During his tenure at Johnson & Johnson, Phil served terms on the Medical Device & Diagnostics and Pharmaceutical Group Operating Committees responsible for managing J&J’s many businesses in these fields, while also serving on the senior management team responsible for J&J’s legal organization, which has now grown to over 450 attorneys located in 70+ locations in 35+ countries.Phil’s has previously served as the Chair of the Board of American Intellectual Property Law Education Foundation, as President of the Intellectual Property Owners Association, as President of INTERPAT, as President of the Association of Corporate Patent Counsel, as President of the Intellectual Property Owners Education Foundation, as co-founder and member of the Steering Committee of the Coalition for 21st Century Patent Reform, as Chair of PhRMA’s IP Focus Group and as Board Member of the American Intellectual Property Law Association.Phil’s has previously served as the Chair of the Board of American Intellectual Property Law Education Foundation, as President of the Intellectual Property Owners Association, as President of INTERPAT, as President of the Association of Corporate Patent Counsel, as President of the Intellectual Property Owners Education Foundation, as co-founder and member of the Steering Committee of the Coalition for 21st Century Patent Reform, as Chair of PhRMA’s IP Focus Group and as Board Member of the American Intellectual Property Law Association.Phil has frequently testified before both the House and Senate Judiciary Committees about patent law reform and, more recently, abusive patent litigation. Phil served as a member of Chief Judge Michel’s Advisory Council on Patent Reform, and was recognized in the Congressional Record as a member of the Minority Whip Jon Kyle’s “Kitchen Cabinet” for the America Invents Act (“AIA”). Thereafter, Phil served as IPO’s representative on the ABA-AIPLA-IPO committee of six experts (“COSE”) formed at Director Kappos’ request to propose regulations to the USPTO for implementing the PGR-IPR post-grant proceedings created by the AIA.Phil co-authored “Compensatory Damages Issues In Patent Infringement Cases, A Pocket Guide for Federal District Court Judges,” published by the Federal Judicial Center, and has served that Center as a faculty member on its IP-related judicial education programming. Phil was also featured in the Landslide Publication March/April 2013 issue. Most recently, Phil authored “The America Invents Act on Its Fifth Anniversary: A Promise Thus Far Only Partially Fulfilled,” published on 9/15/2016 in IP Watchdog.Phil’s awards include the Woodcock Prize for Legal Excellence (1997); the New Jersey Intellectual Property Law Association’s Jefferson Medal (2013); the Philadelphia Intellectual Property Association’s Distinguished Intellectual Property Practitioner award (May, 2017), induction into the international IP Hall of Fame by the IP Hall of Fame Academy (June, 2017) and the Intellectual Property Owners Association “Carl B. Horton President’s Distinguished Service Award” (September, 2017).Phil received his Bachelor of Science degree, cum laude with distinction in biology from Bucknell University, and his J.D. degree from Harvard Law School.Matt KeyMatt has been changing business through the innovative use of technology throughout his career. He has successfully transformed how businesses approach the market and enabled the creation of repeatable and sophisticated services and solutions whilst bringing in many new clients.Prior to Everynet and now Charge (a new connected electric truck manufacturer) he ran the Global IoT Business for Vodafone and before led the Enterprise division in Cable & Wireless Worldwide. Other experience includes working for Siemens IT Solutions and Services, Capita and Barclays.Bill MaurerBill Maurer is the Senior Vice President of ABM Industries. Mr. Maurer is responsible for managing the Energy portfolio for ABM. ABM Industries is a best-in-class provider of Integrated Facility Services which include – Energy Solutions, Mechanical Service and Construction, Facility Management, Janitorial, Security, and Parking Services for building owners and operators in North America and selected international locations. ABM is one of the nation’s most successful single source providers of high value facilities management and building optimization services.Mr. Maurer has over 20 years of experience in the Energy Industry where he has held various and increasing levels of management and responsibility. Most recently, Mr. Maurer joined ABM in 2006. Under his guidance, the Energy Solutions division has maintained exponential growth year after year. To do this Mr. Maurer had to completely re-organize and re-structure the existing energy division. There were significant changes made in personnel, market focus and overall strategy towards the Energy Business. Through the changes that were made in Energy offerings, ABM is now able to offer to their clients a unique program to provide cost savings that allow them to fund needed improvements to reduce energy consumption, reduce environmental impact and comply with government regulations. Not only has the revenue increased substantially in the Energy division, but the unique solutions delivered by ABM and the markets in which were focused on has also increased dramatically.With a Bachelor’s degree in Electrical Engineering, Maurer’s career path began at the Systems and Services Division of Johnson Controls, an internationally renowned building technology and manufacturing leader. At Johnson Controls, he spent nearly 8 years in sales and management positions where he was a top performer with a track record of consistent top performances in growth, sales achievement, profitability and leadership.Over the past 21 years, Mr. Maurer has been involved with over $900M in Energy Saving Programs to customers. He is a recognized leader in the industry by his co-workers and competition alike. He is involved with leadership positions in multiple industry related organizations – NAESCO (Board Member), BOMA, ASHRAE (Former Treasurer) and Energy Services Coalition. Mr. Maurer has been involved in multiple speaking engagements at industry/ market events and The White House. Mr. Maurer is also involved with and holds leadership positions within 2 Cancer Fund Organizations.On a personal note, Mr. Maurer has a wife of 20 years and two children (16 old boy and 14 old girl). They have lived in Milford, MI area for the past 11 years. He enjoys playing competitive hockey, soccer and golf. He is an avid outdoorsman and enjoys hunting – specifically pheasant and duck. Reading financial, motivational and educational books is a daily practice.Jeffrey S. McCormickJeffrey is the Chairman and Managing General Partner of Saturn. He founded Saturn in 1993 and began financing early stage companies including, the extremely successful business to business e-commerce company, FreeMarkets (FMKT, acquired by ARBA); the largest U.S. biodiesel company, Twin Rivers Technologies (acquired by FELDA); email marketing company, Constant Contact (CTCT); and the extremely popular Boston Duck Tours. Saturn Partners II and III, have invested in cutting-edge technology companies in healthcare, education, energy, IT and environmental businesses.Jeffrey has over 25 years of experience as an investment banker, entrepreneur and venture capitalist. He currently serves on the boards including BioWish, Knopp Biosciences, Third Pole, and XNG Energy.Jeffrey is a graduate of Syracuse University, where he received an MBA in Finance and a BS in Biology. He was a Collegiate Scholar Athlete, first year team All-American lacrosse player, and a captain of Syracuse’s first NCAA championship lacrosse team.Jeffrey is a Vice Chair of the CitiCenter for the Performing Arts. He serves on the Dean’s Advisory Committee of the School of Management at Syracuse University and is Founding Principal Financier of the Sean McDonough Charities for Children. He is actively involved with the Trinity Church in Boston.Jeffrey is married with three children.David MeredithDavid Meredith has been Chief Operations and Product Officer at Rackspace Hosting, Inc. since January 2018. Mr. Meredith’s responsibilities include P&L oversight of the vision, operational and administrative direction of Rackspace’s product lines, operations, technology and service delivery functions. Mr. Meredith has been the President of Private Cloud & Managed Hosting at Rackspace Hosting, Inc. since June 1, 2017. Prior to joining Rackspace, Mr. Meredith served as the President of global data centers at CenturyLink. He has led international managed hosting businesses in roles including senior manager, president, Chief Executive Officer and board director. His experience spans a range of industry verticals from venture-backed firms such as NeuPals in China to business units of large public companies such as Capital One, CGI and VeriSign. He served as Senior Vice President and Global General Manager for Technology Solutions at CenturyLink, Inc. As an industry thought leader, he has provided insights for leading media outlets such as BusinessWeek, USA Today and The Washington Post. CIO Magazine, Wireless Week and The Huffington Post have published his articles. He has spoken on industry topics for NBC’s Carson Daly Show, NPR’s Morning Edition, Seoul Broadcasting System, PBS’ Nightly Business Report and at analyst forums such as Gartner, Bloomberg, Yankee and Cantor Fitzgerald. In December 2016, the respected Uptime Institute recognized his contributions to the Industry by selecting him for their Change Leader Award. He was named “Top 40 under 40 – Best and Brightest Leaders” by Georgia Trend Magazine in 2008. Mr. Meredith graduated with honors from James Madison University with a Bachelor of Business Administration in finance and he earned a Masters in IT management from the University of Virginia, where he serves on the UVA advisory board.Bill PalatucciBill Palatucci is one of the state’s most prominent and widely respected attorneys, with a reputation for strategic planning and advice regarding complex public policy and communications initiatives. He has been named among NJBIZ’s “100 Most Powerful People in New Jersey Business” every year that the issue has been published.Most recently, following the Republican National Convention through Election Day, Mr. Palatucci served as General Counsel to the Presidential Transition Committee of President Donald J. Trump. In this role, he was responsible for all legal matters related to ethics compliance and contracts and agreements between such agencies as the U.S. Department of Justice, General Services Administration, and the White House. Mr. Palatucci coordinated extensively with internal and external members assisting the transition, providing all necessary legal advice and guidance to facilitate the Transition Committee’s interactions with the Trump-Pence campaign, federal departments and agencies, local, state, and federal officials, think tanks, outside experts and consultants, and various other entities and individuals with whom the Transition Committee engaged with during the pre-Election Day time period.Mr. Palatucci also served as General Counsel to Governor Christie’s presidential campaign. In 2013, he served as Chairman of the Governor’s reelection campaign and as Co-Chair for the Governor’s Inaugural Committee.In 2010, Mr. Palatucci was elected the Republican National Committeeman for New Jersey, and, for the past 30 years, he has had a hand in some of the most important state and federal elections in New Jersey. Over this time, he has led the reelection campaigns of President Ronald Reagan, President George H. W. Bush, and Governor Tom Kean, and he served as a senior advisor to Governor George W. Bush’s presidential campaign in 2000. Mr. Palatucci was also the principal consultant for Christine Todd Whitman’s run for the U.S. Senate in 1990.Amb R. James WoolseyAmbassador R. James Woolsey was the Director of Central Intelligence for the United States Central Intelligence Agency (CIA) from 1993 to 1995. He’s been appointed by Presidents to positions of leadership during the administrations of Jimmy Carter, Ronald Reagan, George H.W. Bush, and Bill Clinton. In a town riven by partisan divisions, Ambassador Woolsey is widely respected on both sides of the aisle.A national security and energy specialist, he is the Chancellor of the Institute of World Politics and Chair of the Leadership Council of the Foundation for the Defense of Democracies and Chairs the United States Energy Security Council. He is also a Venture Partner with Lux Capital and chairs the Strategic Advisory Group of the Paladin Capital Group, a multi-stage private equity firm.He is a frequent contributor of articles to major publications, and gives public speeches and media interviews on the subjects of energy, foreign affairs, defense, and intelligence.This just a partial list of the high powered personnel sources I have used. Mills himself is just one of the thousands involved so far.

Was Ronald Reagan a great President?Even today, twenty-three years since he left office, it is probably too early to make that call. The enduring legacy of any President is a judgement for history, and is very difficult to get a consensus opinion. Ask a broad enough cross-section of the population the question "who were the greatest Presidents?", and it is very likely that the only answer they'll all agree on is "George Washington".Now, you may be thinking that "Abraham Lincoln" is a no-brainer, but even today you're likely to find dissenting opinions south of the Mason-Dixon line. Please note: I am not making a charge of racism here. But I am aware that regardless of motives, there are many residents of the south who still refer to the Civil War as "the War of Northern Aggression": an invasion of the south. And Lincoln (with William T. Sherman as a close second) is the chief symbol of that invasion.Another President commonly thought of as "great" is Andrew Jackson. He's on the twenty-dollar bill after all. But there are many native-Americans who will not accept that same twenty-dollar note as legal tender because Jackson's face is printed on it. That's because under President Jackson, in 1830, Congress passed the Indian Removal Act, which allowed the removal of indigenous peoples by treaty. As a result, over 600,000 members of the Chickasaw, Choctaw, Creek, Seminole, and Cherokee tribes were forcibly removed from their homes between 1831 and 1842 and resettled in the new Indian Territory in modern-day Oklahoma and parts of Kansas. The survivors of the forced marches called it "the Trail of Tears." Today we would call such actions "ethnic cleansing."So the judgment of history can be very subjective. As these examples show, even after all parties are dead and buried, animosities stirred up as a result of official policy can live on in our collective consciousness.As for Reagan, how can we judge him in the relatively short-term? Which aspects of the Reagan Presidency are most likely to be of interest to future generations in determining whether or not he merits the cognomen of "Great"?Today, his name is used by the farthest right-wing fringe of the Republican party as a rallying cry for the dismantling of every government institution except for the Departments of Justice and Defense. But Reagan actually expanded government at the same time that he reduced tax revenues, leading to a runaway debt."The Teflon President"Reagan's Presidency was the focal point for a number of scandals involving criminal activity in or around his administration. Reagan earned the nickname "the Teflon President," because public perceptions of him were not tarnished by the controversies that arose during his administration. According to Rep Patricia "Pat" Schroeder (D), Colorado, who coined the phrase, and reporter Howard Kurtz, the term referred to Reagan's ability to "do almost anything wrong and not get blamed for it." What follows is a somewhat incomplete summary of the scandals that surrounded the Reagan Administration:The Iran-Contra Affair: in November 1986, Reagan conceded that the United States had sold weapons to Iran, as part of a mostly unsuccessful arms-for-hostages deal. Money from the deal had been covertly and illegally funneled to the right-wing Contras militant groups fighting the Sandinista government of Nicaragua. The Iran-contra scandal did serious damage to the Reagan presidency. The investigations were effectively halted when President George H. W. Bush (Reagan's vice president) pardoned Secretary of Defense Caspar Weinberger before his trial began.The HUD rigging scandal consisted of HUD Secretary Samuel Pierce and associates rigging low income housing bids to favor Republican contributors to Reagan's campaign as well as rewarding Republican lobbyists such as James G. Watt a former Secretary of the Interior. Sixteen convictions were eventually handed down, including:James Watt, (Reagan's Secretary of the Interior): indicted on 24 felony counts and pleaded guilty to a single misdemeanor. Sentenced to five years probation, and ordered to pay a $5000 fine.Phillip D. Winn - Assistant HUD Secretary: Pleaded guilty to one count of scheming to give illegal gratuities.Thomas Demery - Assistant HUD Secretary - pleaded guilty to steering HUD subsidies to politically connected donors. Found guilty of bribery and obstruction of justice.Deborah Dean - executive assistant to Secretary Pierce - indicted on three counts of conspiracy, one count of accepting an illegal gratuity, four counts of perjury, and five counts of concealing articles. She was convicted on twelve.Joseph A. Strauss, Special Assistant to the HUD Secretary, convicted for accepting payments to favor Puerto Rican land developers in receiving HUD funding.Silvio D. DeBartolomeis convicted of perjury and bribery.Catalina Vasquez Villalpando, the Treasurer of the United States from 1989 to 1993.Pierce, the Secretary, though the "central person" in the scandal, was not charged because he made "full and public written acceptance of responsibility."There were also the Lobbying scandals involving ex-Chief of Staff Michael Deaver & Press Secretary Lyn Nofziger, as well as a number of scandals involving the EPA (Over twenty high-level EPA employees were removed from office during Reagan's first three years as president.)Finally, there is the Savings and Loan Crisis in which 747 institutions failed and had to be rescued with $160 billion of taxpayer monies. Reagan's "elimination of loopholes" in the tax code included the elimination of the "passive loss" provisions that subsidized rental housing. Because this was removed retroactively, it bankrupted many real estate developments which used this tax break as a premise, which in turn bankrupted 747 Savings and Loans, many of whom were operating, more or less, as banks, thus requiring the FDIC to cover their debts and losses with tax payer money. This with some other "deregulation" policies, ultimately led to the largest political and financial scandal in U.S. history to that date. The ultimate cost of the S&L crisis is estimated to have totaled around USD $150 billion, about $125 billion of which was directly subsidized by the U.S. government, which further increased the large budget deficits of the early 1990s.Ignoring the AIDS CrisisOn Domestic policy issues, perhaps the greatest criticism surrounds Reagan's silence about the AIDS epidemic spreading in the 1980s.Early on in Reagan's first term, doctors in Los Angeles, New York City, and San Francisco began seeing young men with Kaposi's Sarcoma, a cancer usually associated with elderly men of Mediterranean ethnicity. As the knowledge that men who had sex with men were dying of an otherwise rare cancer began to spread throughout the medical communities, the syndrome began to be called by the colloquialism "gay cancer." As medical scientists discovered that the syndrome included other manifestations, such as pneumocystis pneumonia, (PCP), a rare form of fungal pneumonia, its name was changed to "GRID," or Gay Related Immune Deficiency.Amoung medical professionals, it became apparent that the disease was not specific to men who have sex with men (as blood transfusion patients, intravenous drug users, heterosexual and bisexual women, and newborn babies became added to the list of afflicted), and the Centers for Disease Control and Prevention (CDC) renamed the syndrome AIDS (Acquired Immune Deficiency Syndrome) in 1982.But the original perceptional link to homosexuality remained. This had an effect of boosting homophobia and adding stigma to homosexuality among social conservatives and religious fundamentalists, particularly since it seemed that gay sex was the prevalent way of spreading the disease. Fundamentalist televangelist Jerry Falwell regularly linked the AIDS pandemic to gay issues and stated, "AIDS is not just God's punishment for homosexuals, it is God's punishment for the society that tolerates homosexuals." The religious right saw AIDS as a disease limited to the gay male community and spread by "immoral" behavior.Randy Shilts, in his 1987 book And the Band Played On, contends that the Reagan administration dragged its feet in dealing with the crisis due to homophobia, while the gay community viewed early reports and public health measures with corresponding distrust, thus allowing the disease to spread and hundreds of thousands of people to needlessly die.Although AIDS was first identified in 1981, Reagan did not mention it publicly for several more years, notably during a press conference in 1985 and several speeches in 1987. During his 1987 speeches Reagan supported modest educational funding on AIDS, increased AIDS testing for marriage licenses and mandatory testing for high risk groups.Even with the death from AIDS of his friend Rock Hudson in October of 1985, Reagan was widely criticized for not supporting more active measures to contain the spread of AIDS. Until actress Elizabeth Taylor spoke out publicly about the increasing numbers of people dying from this new disease, most public officials and celebrities were too afraid of dealing with this subject.Possibly in deference to the views of the powerful religious right, Reagan prevented his Surgeon General, C. Everett Koop, from speaking out about the epidemic. When in 1986 Reagan was highly encouraged by many other public officials to authorize Koop to issue a report on the epidemic, he expected it to be in line with conservative policies; instead, Koop's Surgeon General's Report on Acquired Immune Deficiency Syndrome greatly emphasized the importance of a comprehensive AIDS education strategy, including widespread distribution of condoms, and rejected mandatory testing. This approach brought Koop into conflict with other administration officials such as Education Secretary Bill Bennett.Social action groups such as ACT UP worked to raise awareness of the AIDS problem. Because of ACT UP, in 1987, Reagan responded by appointing the Watkins Commission on AIDS, which was succeeded by a permanent advisory council."Reaganomics"Reagan's economic policies are heralded by some as bringing about one of the longest peacetime expansions in U.S. history. During the Reagan administration, the American economy went from a GDP growth of -0.3% in 1980 to 4.1% in 1988 (in 2005 dollars), which reduced the unemployment rate by 1.6%, from 7.1% in 1980 to 5.5% in 1988. But it should be noted for comparison with today's economy that there were peaks of around 9.5% in 1982 and 1983.In 1981, Reagan significantly reduced the maximum tax rate, which affected America's wealthiest taxpayers, and lowered the top marginal tax rate from 70% to 50%; in 1986 he further reduced the rate to 28%. As a result of all this, the budget deficit and federal debt increased: debt grew from 33.3% of GDP in 1980 to 51.9% at the end of 1988. The deficit in 1980 was 2.7%. By 1983, it reached 6%. In 1984, 1985 and 1986 it was around 5%.In 1986, Reagan championed the Tax Reform Act of 1986. This legislation has recently received criticism for its impact on the Alternative Minimum Tax (AMT). The original claim was that this tax reform would reduce or eliminate tax deductions. The legislation expanded the AMT from a law for untaxed rich investors to one refocused on middle class Americans who had children, owned a home, or lived in high tax states. This parallel tax system hit middle class Americans the hardest by reducing their deductions and effectively raising their taxes. Meanwhile, the highest income earners (with incomes exceeding $1,000,000) were proportionately less affected, thereby shifting the tax burden away from the richest 0.5% to poorer Americans. In 2006, the IRS's National Taxpayer Advocate's report highlighted the AMT as the single most serious problem with the tax code. As of 2007, the AMT brought in more tax revenue than the regular tax which has made it difficult for Congress to reform.Reagan had presented his economic proposals as merely a return to the free-enterprise principles that had been in favor before the Great Depression. At the same time he attracted a following from the supply-side economics movement, formed in opposition to Keynesian demand-stimulus economics. The claim by proponents of Reaganomics that the tax rate cuts would more than pay for themselves was explained by the Laffer curve, a theoretical taxation model that was in vogue among some American conservatives during the 1970s. Arthur Laffer's model predicts that excessive tax rates actually reduce potential tax revenues, by lowering the incentive to produce; the model also predicts that insufficient tax rates will also lead directly to a reduction in tax revenues, although this point is often overlooked.Reagan very significantly increased public expenditure, mostly in Defense, which rose from $267.1 billion in 1980 (4.9% of GDP) to $393.1 billion in 1988 (2000 dollars; 5.8% of GDP); These numbers had not been seen since the end of the Vietnam War.In order to cover new federal budget deficits, the United States borrowed heavily both domestically and abroad, raising the national debt from $997 billion to $2.85 trillion, and the United States moved from being the world's largest international creditor to the world's largest debtor nation. Reagan later said of the new debt that it was the "greatest disappointment" of his presidency..The impact of Reaganomics on America's middle class is a subject of much debate today, and is one of the areas that will probably not be resolved for decades. There are, however, some statistics which are very clear today. The number of Americans below the poverty level increased from 29.272 million in 1980 to 31.745 million in 1988. The poverty level for people under the age of 18 increased from 11.543 million in 1980 (18.3%) to 12.455 million in 1988 (19.5%). To make matter worse, the situation of low income groups was affected by the reduction of social spending.The burden of inequality between the richest and poorest also increased. The share of total income going to the 5% highest-income households grew from 16.5% in 1980 to 18.3% in 1988 and the share of the highest fifth increased from 44.1% to 46.3% in same years. In contrast, the share of total income of the lowest fifth fell from 4.2% in 1980 to 3.8% in 1988 and the second poorest fifth from 10.2% to 9.6%. This is the legacy of what was called "Trickle-down economics", due to the significant cuts in the upper tax brackets.The Union BusterOn August 5, 1981 Reagan fired 11,359 striking air traffic controllers who had ignored his order to return to work, as the strike was illegal under federal law. The breaking of the strike had a significant impact on labor-management relations in the private sector. Although private employers nominally had the right to permanently replace striking workers under the National Labor Relations Act, that option was rarely used prior to 1981, but much more frequently thereafter. Reagan's actions essentially broke the striking union and gave corporations the template for union-busting activities.Making the World Safe from Nuclear WeaponsBut there is also the role of Reagan the national leader, champion of Democracy over Communism and peacemaker. Even if you disagreed with him on every other facet of policy (which I freely admit that I do), I admire the way in which he balanced the economic forces of the free market against the structural problems in the Soviet system, which had accumulated a decade of economic stagnation during the Brezhnev years.By the early 1980s, the Soviet military arsenal and army surpassed that of the United States. Previously, the U.S. had relied on the technical superiority of its weapons to deter the Soviets. After Reagan's military buildup, the Soviet Union did not further dramatically build up its military; the enormous military expenses, in combination with the inefficiencies of a collectivist system, were a huge burden on the Soviet economy. At the same time, the Reagan Administration persuaded Saudi Arabia to increase oil production, which resulted in a drop of oil prices in 1985 to one-third of the previous level; oil was the main source of Soviet export revenues. These factors gradually brought the Soviet economy to a stagnant state during Gorbachev's tenure.This strategy, far more than the military rivalry that contributed to the fact that by 1985, the Soviets suffered from an economic growth rate close to zero percent. The economic problems of the Soviet system, far more than the rhetoric of "tear down this wall!", brought Mikhail Gorbachev to the bargaining table.Reagan had morally opposed nuclear weapons since 1945 and sincerely feared the biblical Armageddon. He wrote in his autobiography, An American Life, that he believed John Kennedy's Mutually Assured Destruction (MAD) policy to be wrong. Reagan quietly worked to make the world safer from the threat of nuclear war during his second term.Reagan and Gorbachev held four summit conferences between 1985 and 1988: the first in Geneva, Switzerland, the second in Reykjavík, Iceland, the third in Washington, D.C., and the fourth in Moscow.Prior to Gorbachev visiting Washington, D.C., for the third summit in 1987, the Soviet leader announced his intention to pursue significant arms agreements. The timing of the announcement led Western diplomats to contend that Gorbachev was offering major concessions to the U.S. He and Reagan signed the Intermediate-Range Nuclear Forces (INF) Treaty at the White House, which eliminated an entire class of nuclear weapons. The two leaders laid the framework for the Strategic Arms Reduction Treaty, or START I; Reagan insisted that the name of the treaty be changed from Strategic Arms Limitation Talks to Strategic Arms Reduction Talks.By the time that Reagan visited Moscow, he was viewed as a celebrity by the Soviets. A journalist asked the president if he still considered the Soviet Union the evil empire. "No," he replied, "I was talking about another time, another era."

Hey there OP,Of course not. The cause is ill conceived and completely unnecessary. Guns have never been the real issue. Not ever. The data to say otherwise is simply not there.Consider that the US is large enough that in 2017, out of 326,474,013 people, 0.0048% have been killed by a gun, leaving 99.995% untouched.If you want to concentrate on just children (between 5–18), then in 2017, out of 53,639,167 school aged children 0.000028% were killed, leaving 99.999972% untouched.The issue is stupid government policies like the US Department of Education’s “The Promise.”[1] This program , in conjunction with the fact that police are not there to either defend or protect individuals, caused the deaths of the Parkland’s children. The NRA didn’t do it. Pro-gun advocates didn’t do it. The government (Federal and Florida) did it.The Federals gave Florida a $54 million grant over 5 years, under The Promise program to cut down the rate of juvenile arrests. Florida, looking at one of their roughest areas agreed and so did the local officials[2] in Browder County:The SCHOOL BOARD, CHIEF JUDGE OF THE SEVENTEENTH JUDICIAL CIRCUIT, OFFICE OF THE STATE ATTORNEY, LAW OFFICE OF THE PUBLIC DEFENDER, SHERIFF OF BROWARD COUNTY, FLORIDA, FORT LAUDERDALE POLICE DEPARTMENT, FLORIDA DEPARTMENT OF JUVENILE JUSTICE, FORT LAUDERDALE BRANCH OF THE NAACP, JUVENILE JUSTICE ADVISORY BOARD, and and in collaboration and consultation with a committee of stakeholders that include representation from the Broward Teacher’s Union, Broward Principals’ and Assistants’ Association, District Advisory Council, Diversity Committee, Children’s Services Council of Broward County, State Representative Perry Thurston, State Senator Christopher Smith, and State Representative Gwyndolen Clarke-Reed for the purpose of establishing a cooperative relationship between agencies involved in the handling of student misbehavior.WHEREAS, the parties acknowledge that law enforcement plays an essential role in maintaining safety in the community. However, the use of arrests and referrals to the criminal justice system may decrease a student’s chance of graduation, entering higher education, joining the military, and getting a job.WHEREAS, in the 2011-2012 school year, the Department of Juvenile Justice reported 1,062 school-related arrests in Broward County, the highest number in the state.2 71% of these arrests were for misdemeanor offenses. Over half of those students had never been referred to the Juvenile Justice System before.WHEREAS, across the country, students of color, students with disabilities and LGBTQ students are disproportionately impacted by school-based arrests for the same behavior as their peers.WHEREAS, The Florida Legislature “encourage[s] schools to use alternatives to expulsion or referral to law enforcement agencies by addressing disruptive behavior through restitution, civil citation, teen court, neighborhood restorative justice, or similar programs” and has instructed school districts “that zero-tolerance policies are not intended to be rigorously applied to petty acts of misconduct and misdemeanors, including, but not limited to, minor fights or disturbances.”WHEREAS, with a joint commitment to ending school-based arrests for minor misbehavior, school districts and law enforcement agencies across the country have improved school safety, school engagement and academic achievement. The parties to this agreement are confident that by working together, they can return Broward County Public Schools to a culture of common sense discipline that allows all students to enjoy a safe and effective education.NOW, THEREFORE, in consideration of the premises and of the mutual covenants contained herein, the receipt and sufficiency of which is hereby acknowledged, the Parties hereby agree as follows: In order to follow the guidelines set forth by the Legislature, the parties are entering into this cooperative effort among the public agencies named herein to establish guidelines for the handling of school-based student misbehavior. The guidelines are intended to establish uniformity in the handling of incidents while ensuring that each case is addressed on a case-by-case basis. The manner in which each incident is handled by the Police, School System, and/or Court is dependent upon the many factors unique to each child that includes, but is not limited to, behavioral history, present circumstances, disciplinary record, academic record, general demeanor and disposition toward others, disability or special education status, and other factors. Therefore, the parties acknowledge that students involved in the same incident or similar incidents may receive different and varying responses depending on the factors and needs of each student.To address these issues and ensure that all students have access to a safe and effective learning environment, the parties agree to enter into a cooperative governing appropriate responses and use of resources when responding to school-based misbehavior.The police and/or your government have no Constitutional duty to protect or defend you (period).Duty to all, duty to none[3]courts have found no duty of care and have denied liability ‘for injuries caused by the failure of police personnel to respond to requests for assistance, the failure to investigate properly, or the failure to investigate at all, where the police had not induced reliance on a promise, express or implied, that they would provide protection.TOWN OF CASTLE ROCK, COLORADO v. GONZALES, INDIVIDUALLY AND A NEXT BEST FRIEND OF HER DECEASED MINOR CHILDREN, GONZALES ET AL. [4]Justices Rule Police Do Not Have a Constitutional Duty to Protect SomeoneThe police exist to keep order and protect the community. Do you really think that 30 year deputy, in body armor was a coward or was he following strict department protocol? He said he called in the incident, described the shooter, and established a perimeter; then he waited for backup.Did Sheriff throw the guy under the bus because he is just that type of guy? Yes, probably. Why do I say that? Well, the next 3 deputies that arrived, got behind their cars and maintained the perimeter. Meanwhile, the kids died under gun fire.See… no duty to defend or protect. The government doesn’t care about the single individual, or individuals. You are responsible for your own defense.Best march for better government and police that have a duty to protect and defend.That is it in a nutshell.Footnotes[1] Promoting Readiness of Minors in Supplemental Security Income[2] Full Text-Broward County Agreement on School Discipline[3] Addressing cops' confusion over 'the public duty doctrine'[4] https://www.law.cornell.edu/supct/pdf/04-278P.ZS