Vol. 11 No. 56                                                                                                                     Tuesday June 12, 2012

     Very rarely in today’s fast-paced world do we get the opportunity to sit down and go deep-dish with a team of players at one of the world’s fastest growing and most admired air cargo operations.
     But in the third installment in our exclusive Flying Typers’ Reveals series, which began with Emirates’ Ed Chism and continued with Bill Boesch, we get up close and personal with the wheel house of Dnata Cargo in Dubai to discover first hand the where and why of air cargo ground handling.

     We’re meeting with Stuart Hayman, Vice-President of Dnata's Cargo Operations; Ramesh Viraraghavan, Manager Planning & Development; and Kevin Ennis, Vice President at Dnata Cargo & Vice President at Emirates Group.
     This is no ordinary encounter.
     Here we go behind the scenes to get a rundown of past and present operations at Dubai cargo and hear how the group is effectively moving forward.
     What emerges is a trio of air transportation executives that are smart, dedicated, and have their assignments well in hand.
     All three gentlemen confirm that the largest factor that influenced business last year in 2011 was global and local politics, which include fluctuation fuel prices, the debt crisis, and the Arab spring.
     “The year has been an eventful one with respect to the past political upheavals in the Middle East resulting in the Arab spring, on-going military conflict in Afghanistan and continued impact of that devastating earthquake in Japan and last of all, the Euro zone crisis,” said Ramesh.
     Kevin interjects, “It’s been dramatic and traumatic for the air cargo industry: political upheaval across North Africa and some parts of the Middle East; fuel prices swinging like a pendulum and personal debt crisis now growing into government debt crisis (especially in Europe).
     “We in Dubai have not been immune to the effects of these events, however, the UAE and Dubai have managed to maintain their forward march, albeit at a slower pace.”
     Stuart adds, “What made 2011 so interesting and exciting for us was the re-branding that we went through as part of the larger dnata organization.
     “The re-branding has been much more than a new logo—it is part of a deliberate strategy to recognize that dnata is now a truly global business that must act as such in order to increase synergies and collaboration across our like businesses around the network.
     “For us in the Cargo Division in Dubai, it has meant that we have a renewed focus on further improving our customer centric service delivery."
     “Headline news in dnata during the year was the new brand launch comprising of an international roll out of its mission, vision and values.
     “The acquisitions of related businesses around the world catapulted dnata into the 4th largest air services provider in the world.
     “For the cargo division, 2011 saw record volumes handled in one of our latest terminal (FreightGate 8) at the Dubai World Central (DWC) airport; significant improvement in service levels; the launch of programs to reduce paper consumption; trials of an alternative fuel for our mobile equipment in an effort to reduce carbon footprint, and the commencement of a key IT project to improve decision making and forge improvements, called the Decision Support System (DSS),” said Ramesh.
     Kevin described the brand launch as “the pinnacle of the year”, adding that the new branding has allowed dnata to “focus single-mindedly on the tasks ahead” on a global level with all employees. He also confirms that the largest success in 2011 was the “record breaking tonnages and flights” at FreightGate 8, but that it continues to be a work in progress, with focused efforts to enroll more carriers at DWC and continue roll out of the Calogi cargo web portal to the international market.
     Looking ahead at the remainder of 2012, all three gentlemen agree that the largest hurdle is the ongoing Eurozone slowdown, with no easy answers on how best to combat the difficult situation.
     “As is always the case in this rapidly changing industry, there are so many external economic variables (that drive the success or otherwise of our business) that could go either way.

     The IMF has warned that no one is really safe from the Euro zone crisis. The famed economist Nouriel Roubini (popularly known as ‘Dr. Doom’) has predicted that without any major policy change, the fall out from the crisis could last at least a decade.
     “Personally, I would expect the rest of 2012 will serve to test various business models and result in significant change in the way it is managed.
     “Focus will be on cost and retention of skill sets within the organization. It is a time for introspection and a look at areas for improvement to ensure that we keep our heads above water,” said Ramesh.
     “We still really do not know the exact extent of the crisis in the Euro zone; America still continues to battle against its own economic crisis and the other economic power houses, China and India are experiencing a slowdown. Cost cutting will be the order of the day to combat practically nil growth and for our industry that will mean customers will order less or push for more sea freight, which will both equate to less airfreight,” said Kevin.
     With these limitations and struggles in mind, dnata Cargo’s intent is to spend 2012 “focusing on facility improvements” in order to prepare for future consolidations. While dnata does not expect much growth at Dubai International, Stuart confirms that there is further growth expected at DWC-Al Maktoum International.
     The key word for dnata seems to be ‘consolidation,’ at least in terms of preparations for the tough economic climate and looking ahead.
     “The need for additional capacity at DXB will see authorities planning to create alternate facilities. This poses both a challenge and opportunity for dnata in that it can consolidate operations in its current, fully owned facility with both product and layout enhancements.
     “Plans are also afoot to create capacity at the DWC facility to prepare for the eventual move of carriers there. Processes will have to be remapped, staff redeployed, authorities located and customers managed to ensure minimum impact,” said Ramesh.
     “We will focus on consolidating the cargo terminal activity, which will give us a huge benefit in productivity and staff resourcing. We will also be focusing on our new vision, mission, values, and the development of new products to extend our product portfolio, some of which is based on feedback we have from our customers,” said Kevin.

Dnata's Edge
     dnata Cargo attributes its current success to an ability to “understand its customers and provide them with a consistently positive experience that encourages them to keep coming back” said Stuart.
     “We have a wide range of customers and we are able to tailor our service offering accordingly through our network of advanced cargo terminals that cater to general and specialized cargo. The continued attraction to Dubai as a logistics hub versus neighboring regional airports is a result of the high-quality product that is also commercially attractive to airlines,” Stuart adds.
     Kevin is quick to point out that “over 50 years in the business” is helpful in propelling dnata to the forefront, a lengthy span of time which has allowed the carrier to develop and improve many services like dock booking and e-freight via Calogi.
     “dnata Cargo in many respects has been the pioneer of best practices in terminal handling in the region and the world,” said Ramesh.
     “It was one of the first to embrace the concept of Total Quality and introduced active employee participation. It won the certification for all management systems—Quality, Environment, and safety.
     “dnata Cargo was also instrumental in setting up a comprehensive IT system for handling, which even today is unique in many ways.
     “The lean management structure with emphasis on transparency, standardization, customer and employee focus, innovative strategies like the launch of Cargo Web portal Calogi, and upcoming Decision Support Systems help in building competitive advantage.
     “In spite of enjoying the sole handling status, dnata has not rested on its laurels, but has moved ahead with improvement programs,” said Ramesh.
     Despite the current economic crisis, dnata assures that the Eurozone has been an “important market for Dubai.” Other regions with “good potential” include “the Indian sub-continent, China, Africa, and some parts of the Middle East,” according to Ramesh.
     “Growth in the year is also dependent largely on the heavy cargo movements from Afghanistan and efforts are focused on serving these customers better and ensuring goods flowing through the terminal are smooth,” said Ramesh.
     “India, China and Africa are really developing well along with the project cargo movement, which is going in to Iraq and Afghanistan.
     “Dubai, placed at the crossroads of international trade, will always benefit from a strategic location.      Fortunately we have a diverse airline base using our services (over 120) and the market ups and downs somehow level off—as one market goes down the other shows signs of revival—so increasing this large customer base to insulate us from regional issues will always hold us in good stead,” confirmed Kevin.
     For dnata, the individuals that deserve perhaps the most admiration are “the teams of our people who work tirelessly every day to achieve our new mission; to deliver the promises that our customers make,” said Stuart.
     “To me, they are the unsung heroes who often have to work in extreme weather conditions here to ensure that the cargo keeps moving and gets to its intended destination on time.
     “They are always up for a new challenge and they are genuinely proud to be a part of the success story that is Dubai whilst also providing for their families, many of whom are back in their home-country,” said Stuart.
     “At dnata, the entire management layer works as a team and in a cohesive manner. Neatly tying this up is Jean Pierre De Pauw, DSVP, dnata Cargo, whom I think is a great strategist, visionary, and has an excellent eye for detail.
     “JD is a good example that being objective, hardworking, and truthful really pays off. I also admire the front line staff that tirelessly works to ensure that the customer’s requirements are met, especially in peak summer when the conditions on the floor can be difficult,” said Ramesh.
     “The senior Management in dnata have always given us the direction as well the freedom to deploy our ideas in the business, and finally, I hold great admiration for our staff who are really the stars working tirelessly 365 days a years in weather that can really intimidate the faint hearted,” confirmed Kevin.
     All three men hold different tenures at dnata Cargo and so perspectives, while adherent to similar ideals, do vary based on when each position was assumed. Stuart considers himself a “relative newbie” having started at dnata only 5 years ago. His vantage point began with “a lot of change and expansion, starting with the opening of our highly automated premium cargo terminal, FreightGate-5 (FG5), in the Dubai Airport Free Zone.
     “Whilst still a part of Dubai International Airport, the opening of FG5 represented quite a shift of air cargo volume away from its traditional home on the south side of the airport in ‘Cargo Village.’ “During that period, we have also seen dnata Cargo take over the operation of the purpose-built perishables facility known as Dubai Flower Centre, which we refer to as FreightGate-6.
     “Volumes have continued to grow fairly steadily over this period as well, with exception to the GFC-induced volume decline in 2009 and more recently in 2011.
     “We have also grown in to a whole new airport and cargo terminal down at DWC-Al Maktoum International, which is no mean feat!” exclaimed Stuart.
     Ramesh joined dnata in 2001/02 and watched it grow “from a single terminal to a multi terminal company,” which today “manages 7 large terminals serving the needs of air cargo community in Dubai” and “has grown from a company of 400-plus staff to 1,700 staff.”
     Kevin holds the most years, joining dnata in 1994, “when dnata was a single terminal in the Dubai Cargo Village.” His perspective is perhaps the vastest, as he has seen Dubai cargo grow “from around 350,000 tonnes to over 2.2 million tonnes a year,” with “2 airports in Dubai and at 16 airports in 7 countries overseas.”
     One of the most talked about areas of growth for Dubai has been the DWC-Al Maktoum International Airport, which has been in operation for approximately 18 months. While the airport started off slowly in 2010, it has seen much growth in flights and tonnage over the last 8 months of 2011.
     “We had a record month in October 2011, when we handled 11,773 tonnes of cargo, and we look set to break that record for the month of January 2012.
     “We have a mixture of both project cargo and commercial cargo with the mix currently at about 70 percent for project cargo and 30 percent for commercial. The project cargo that we are handling is a fantastic example of exploiting the true multi-modal capabilities of the new airport.
     “With its proximity to the busy Jebel Ali Port, the project cargo arrives by sea, is transported under bond directly from the port to the airport and is then built up for dispatch on flights departing from DWC. The same is true for the reverse with cargo arriving on airplanes and swiftly transiting through to the port for the last leg of its journey by sea,” said Stuart.
     He confirmed that congestion at Dubai International Airport due to increased passenger business has inhibited further growth for cargo business there; however, “DWC has plenty of room for cargo growth.”
     “In the first phase, we are operating a cargo terminal with annual throughput capacity of 250,000 tons. This can be increased to 600,000 tonnes with the addition of materials handling automation and an additional open yard to cater for the varied outsized cargo that freighter aircraft typically carry.
     “dnata is excited and optimistic about the growth prospects in the unconstrained airport environment at DWC-Al Maktoum International Airport,” said Stuart.
     Ramesh called DWC “a blessing in disguise” in that ”its deft handling of project cargo volumes has significantly shored up volumes.”
     Kevin confirmed that DWC has done “over 120,000 tonnes of airfreight over the year, which is an extremely good start.”
     “We have handled over 2,500 freighter flights over the same period. The customs bonded corridor, which links the sea port with the airport, has proven to be a boon for the forwarders, as they can now move their ‘sea-air’ shipments without have to put up any bonds or guarantees.
     “We mainly handle project cargo, sea–air, and commercial cargo for the big forwarding agents based either in Dubai Logistics City or Jebel Ali Freezone,” said Kevin.
     dnata remains confident in the power of Dubai as a central hub and places a lot of importance on logistics as a key factor of its success.
     “The Government of Dubai have long recognized the economic importance of logistics and the strategic location of Dubai as a logistics hub.
     “The logistics sector is one of the key pillars in the master plan for Dubai’s continuing growth. The Government has already, and continues, to invest in providing world-class infrastructure to support this growth,” said Stuart.
     “Dubai lays a great deal of emphasis on IT and education, and hence I am confident that as long as these are effectively managed and continued, the emirate will continue to outshine others in the race,” confirmed Ramesh.
     “There is a huge focus on the logistic side of the industry and the government is investing heavily in the area to make sure Dubai retains its preeminent position as the hub of the Middle East,” said Kevin.
     Air cargo remains a mercurial, growing industry that demands people who can essentially “keep the pace,” a requirement known by many in the business. Propelled by technological advances and an expansive global landscape, cargo is fast becoming a business of the old welcoming the young, as youth is essential to the ebb and flow of innovation and nothing in air cargo stays the same for very long. Thankfully, the task of engaging new blood has not been a difficult one.
     “I think cargo is a very exciting business. We know we aren’t as glamorous as the passenger side of the aviation business but we still have a lot to offer in terms of career development and choice and it seems that there is a never a dull day in this business with some sort of external shock requiring a response,” said Stuart.
     “Air cargo is an integral part of the broader logistics and supply chain management sector. This is a sector and function that is now considered to be pivotal in nearly all of today’s businesses.
     “As consumers, we have grown more and more demanding (and impatient!) and that’s where air cargo fits the bill in terms of satisfying our desire for rapid fulfillment of products, particularly also with the huge growth of online shopping.
     “Many large companies have spent several lean years trying to squeeze costs out of their businesses.      They now recognize that improving the efficiency of their supply chains is a method of not only reducing costs but also providing a competitive advantage.
     “There are also plenty of articles that often talk about the shortage of talent with respect to logistics and supply chain professionals, so there are lots of opportunities for career growth in this business,” said Stuart.

     “The logistics industry is a growing one and is the lifeline for movement of goods and services across the world. With established concepts like just in time, time to market the industry is required to change rapidly to keep pace.
     “However, in many areas technology has really not caught up as you see a lot of paperwork being standard practice in cargo activities around the world. This then is the challenge for cargo with processes being more agile, secure, and time bound. The cargo industry offers a number of opportunities from land, sea and air type of movements and with various regulatory bodies,” said Ramesh. He sees the future of the industry involving more integration with IT technology and automation in order to gain market advantage and grow service levels.
     “I think with globalization, the need for people and cargo to move is becoming more important by the day.
     “Being based on the cargo side of the industry, as well as representing dnata on the Board of two freight forwarding companies and a Road Feeder Service trucking company, I have a helicopter view of the freight and logistics industry.
     “Just in Dubai alone the freight & logistics side contribute greatly to Dubai’s economy and will continue to do so in the future as well. Internationally, the need to move goods across the globe is increasing by the minute with new economies raring to go and with the customs barriers falling, making it easier to import or export goods to emerging as well as established markets,” said Kevin. He also sees more automation coming down the pike, which will “help companies cut costs. Inventory controls will be better managed as companies try and order/replenish JIT instead of sitting on slow moving stock.
     “Outsourcing of work wherever possible to be able to cut back quickly in case of market deviations and security will take more precedence going forward,” said Kevin.

An Appreciation Of Life
     But life cannot all be air cargo, no matter how engaging, interesting, or demanding it may be. How can we appreciate it unless we step away from it for a while?
     “Relaxation time for my wife and I is usually all about the kids, although I do try and squeeze in the odd round of golf whenever possible! We like to go to the movies as a family and the last movie we saw together was the fabulous Hugo, which was particularly enjoyable given that we had just returned from a quick pre-Christmas trip to Paris,” said Stuart.
     “We do also enjoy travelling and are making the most of the strategic location of Dubai to hop around to places that would otherwise be too far away if we were living back home in Australia. Recent vacation destinations over the past few years include Paris, Zurich, London, Prague, Beijing, Phuket, The Maldives, Sri Lanka, Los Angeles, New York, and the obligatory annual trip back home to Sydney.
     “Work-wise, I’ve been working (all in the air cargo industry) for a total of 24 years and I’d like to think that I have at least another 24 (or more!) years in me. I think I’m perhaps still a little young to be ready to leave a legacy! I completed my Higher School Certificate at a great boarding school in Sydney where I studied all the usual subjects plus a bit of economics.
     “I started working at Qantas within a few months of finishing secondary school and proceeded to study part-time for a Bachelor of Business Degree in Sydney, with a double major in marketing and management.      Having such a passion for the industry (or being a sucker for punishment!), I did an MBA in Logistics and Supply Chain Management here in Dubai from 2008-2010 through Emirates Aviation College/Coventry University. If I wasn’t here in my current role, I would be somewhere in the world in the air cargo industry!” exclaimed Stuart.

     Ramesh chimes in, “As a DIY person, I love to fix things around the house on weekends and my favorite thing to buy is some more accessories for my already well-equipped tool box. If I am not hammering away at things, I am usually among my plants, which provide greenery and color to my apartment balcony. Apart from this, I am an ardent family man, happy to go to the mall, wait around while the women in my life do their shopping, and then meet friends over dinner.
     “One book I couldn’t put down was the biography of Steve Jobs, what made him a titan in technology was a fascinating read. Though my preference for vacation is to relax in a tranquil setting surrounded by greenery on one side and the beach on the other, I have never managed to do so. The mandatory trip back home to visit parents and family has left little time for my dream vacation. I intend to put in several more years of service before branching off to set up something of my own. It has been on my mind but the timing has to be right for the plan to succeed and I think that time has not come yet.
     “I have a passion for quality and industrial engineering work and I started my career teaching the subject at a local college in India. Subsequently I worked for 12 years as a Quality Engineer, then Quality Assurance Manager, Gear plant of a leading automobile company in India. I then moved to Oman to join a petroleum company as a Quality and Product development Engineer.
     “The attraction of implementing quality systems in dnata Airport operations drew me to Dubai and then the challenge of working in cargo to my current post as Planning and Development Manager.
     “The principles of quality and IE techniques can be deployed in any industry and these are universal approaches to manage business and productivity. These tools were developed in the engineering industries and its application to a service-orientated industry is interesting and rewarding.
     “I have been in cargo for the last 10 years and I must say there are a lot of companies in the cargo community who would need these to be applied to effectively manage costs and processes within their units. I hold a degree in Industrial Engineering and Masters in Quality, Instrumentation and Business Administration.”
    Kevin says, “to relax I usually watch TV—mainly the Sports, History, National Geographic, and Animal Planet channels, in that order. I also run a couple of miles every morning at around 5.00 a.m., which keeps me going for the rest of the day.
     “I will normally go back to India for my vacations; being such a vast country with forest, deserts, plains, and some of the highest mountain peaks in the worlds, we have a great choice of destinations. Additionally, both of my children now reside permanently in India, which is an added incentive to go back. God willing, I intend to work for another 10 years.
     “As a legacy, I am currently Vice president of the National Association of Freight & Logistics and I intend setting up the internationally recognized freight forwarding training program for the industry. Dubai is the cargo hub of the Middle East but the community still lacks a place where new joiners to the industry or even some of the old timers can get themselves trained or retrained in all the new regulations or mandatory training in the industry.
     “I am a fully qualified marine Engineer, if it were not for a personal reason I would have been sailing today,” confides Kevin.

Critical Influences
     When it comes to positive influences, all three dnata men list their parents as first, but there are, of course, also cargo greats thrown in the mix.
     “My parents gave me a solid moral and ethical grounding, a great education and a taste for expatriate life!” exclaimed Stuart.
     “During my 18 years at Qantas, James Strong had an influence over the way in which I viewed the importance of people in our businesses. He was also a master at de-mystifying much of the ‘management-speak’ jargon and truly leading by example.
     “Although I’ve never met him, Jack Welch’s management style (by reading several of his books) has also resonated with me and has been an influence on my business life, particularly his focus too on the people side of a successful business and the way in which he used to manage not only the high performers but also the under-performers,” said Stuart.
     “My father played an influential role, stressing the need to be straightforward, truthful, and having a purpose in life. Integrity was very important to him and these have helped shape my thinking as well.
     “Workwise, I have been fortunate to have been associated with bosses who were always pushing the boundaries to achieve and to do things better.
     “Both the Managing Director of my earlier company, Mr. Venu Srinivasan, and the General Manager, Mr. Chakrapani, were sources of inspiration to me. The organization was a true learning one where emphasis was given on education and best practices.
     “Award winning practitioners of quality, policy deployment, new product development, statistical analysis, or process analysis were frequently brought in from various locations around the globe to share tools and practices. Many were from Japan and the UK.
     “In my current role JD, as mentioned earlier, has been source of inspiration. Practicality and theory are blended effectively to improve processes and systems enabling many firsts to be achieved,” said Ramesh.
     Kevin says, “My dad gave me the best education available and was my mentor; I owe all my values to him.
     “Ralph Lazarus, my General Manager at FORVOL (Forbes Volkart), who put me through my paces as a young trainee in a freight forwarding division, is another inspiration.
     “He guided me in my 12 years at FORVOL from a Trainee to finally becoming the All India Manager running the HQ and 12 branches strung out all over the country.
     “And of course, Jean Pierre DePauw – who molded me from a hard core freight forwarder into the Vice President Commercial of dnata Cargo (A Ground handling company),” said Kevin.
     When questioned whether any of our 3 dnata fellows would “do it all over again” with a career in air cargo, we were met with a resounding “Yes!” in triplicate.


     “Hey, there’s my guitar from last year’s vacation,” may be one reaction to the current display in the baggage claim area of the Nashville International Airport in Nashville, Tennessee.
     All during June 2012, Nashville International celebrates its 75th birthday with the city's best-known product: music. The 4.4 million passengers who board planes annually at the airport also get a dose of Nashville culture before they head to other points, as musicians are performing live concerts on site.


     The land bridge rail line that operates between Long Beach, California, and Jersey City, New Jersey, carries ocean containers, and is something with which transportation people in the U.S. are familiar.
    Now discussions are underway between Russia and the EU to contemplate building a new rail line that provides an alternative to sea and air freight moving between China and Europe.
    The controversy, beyond the project itself, centers on its proposed European destination, Vienna.
    The Russians have a unique railway gauge 1.52 meters wide that differs from the European and Chinese gauge of 1.48 meters, which would be extended in this process and is estimated to take more than ten years to complete.
    This change of gauge is problematic; the standard EU versus Swiss trucks serves as an example, with loads being off-and-reloaded to cross Switzerland, which restricts the weight of trucks on its roads.
    In this case, the envisioned advantage is shortened transit times when compared to ocean freight, reportedly 14 days versus 40 days.
    While Vienna offers access to European rail and Danube river transportation, the sticking point is the objections from neighboring Poland, which already has 1.52 meter gauge rail that could be easily and quickly brought up to date, with a depot added. The Poles, squeezed between Germany and Russia for centuries with devastating effects, see yet another sinister plot to bypass Central Europe. The EU transport commissioner has signaled backing for the Russian plan; the strategic cat and mouse game is on.
Ted Braun


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RE:  Remembering David Bluth


     Dave Bluth, or just "Bluth" as everyone called him, and I enjoyed forty-plus years of working together. We also enjoyed forty-plus years of friendship.
     Bluth was very multi-talented and could take on any task you gave him and get it done.
     He was sort of like Siri on your Apple iPhone; he had all the answers.
     Bluth was smart, he was discreet, he was a gentleman and he was loyal.
     To sum up, he was the best at what he did and I am very blessed he did a lot of what he did for me.
     Bluth was also the person most responsible for keeping the Wings Club moving forward during the 80s and 90s.
     The world of aviation will miss him and so will I.

Ed Acker
(C. Edward Acker, pictured right, served as CEO of Pan American World Airways from 1982 until 1988.)

Dear Geoffrey:

     What a fantastic tribute to David Bluth, a great man, so poignantly presented.
     I agree totally on his depiction… a warm, loving soul who always had time for a friend.
     We shall all miss him, truly a giant in stature and influence.
     Thanks for praising him in words and pictures!

Jeff Kriendler, Pan Am

     Geoffrey, thanks for the very nice tribute to an old friend, Dave Bluth.
     I had the pleasure of meeting Dave by chance early in my career in the mid 70s at American Airlines and kept in contact with him into the 90s as he followed my path while at Pan Am and later at Emery Worldwide.
     Yes, I was one of his many informants and co-conspirators.
     We frequently shared stories about who’s who and where they were and what they were doing.
     Dave was one of a kind who touched many in the aviation industry.
     There will never be another Dave Bluth.


Richard Zablocki
VP Air Products
CEVA Logistics

RE:  Boesch Saved Lives

Dear Geoffrey:

     Your article “Boesch An Air Cargo Hero” is an extraordinary review of Bill's works overseas.
     Looking back at his biggest accomplishments over his long history, one was at American Airlines Cargo with more than $1 billion in revenues.
     His unique accomplishments in Iraq, where he was instrumental in setting up tribal companies, is maybe the most significant contribution to the saving of lives of any effort during that terrible war.
     There was no other American that made such an extraordinary contribution.

Dr. Julius Maldutis PHD.
(Bill is pictured with his life partner, Shari Cohen)


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