In-Q-Tel:
A New Partnership
Between the
CIA and the Private Sector
Rick E. Yannuzzi*
On 29 September 1999, the Central Intelligence Agency
(CIA) was treated to something different. In many of the nation’s leading
newspapers and television news programs a story line had appeared that
complimented the Agency for its creativity and openness. The media was
drawn to a small corporation in Washington, DC that had just unveiled
its existence and the hiring of its first CEO, Gilman Louie. Mr. Louie
described the Corporation, called In-Q-It, as having been formed "...to
ensure that the CIA remains at the cutting edge of information technology
advances and capabilities." 1
With that statement the Agency launched a new era in how it obtains cutting
edge technologies. In early January 2000, the name of the corporation
was changed to In-Q-Tel.
The origins of the concept that has become In-Q-Tel
are traceable to Dr. Ruth David, a former CIA Deputy Director for Science
and Technology. She and her Deputy, Joanne Isham, were the first senior
Agency officials to understand that the information revolution required
the CIA to forge new partnerships with the private sector and design a
proposal for radical change. The timing of the proposal was fortuitous.
The Director of Central Intelligence (DCI), George Tenet, had just launched
his Strategic Direction initiative that included technology as one of
its areas for review. The study made a direct link between the Agency’s
future technology investments and improving its information gathering
and analysis capabilities.
By the summer of 1998, the Agency had assembled a few
senior Agency staff employees with an entrepreneurial bent and empowered
them to take Dr. David’s original concept and flesh it out. Aided by a
consulting group and a law firm, they devoted the next four months to
making the rounds in Silicon Valley and elsewhere, putting the concept
through the wringer. Much of the time was spent listening. Many they met
with were often critical of one aspect or another of the concept. But,
whether they were venture capitalists, Chief Executive Officers (CEO),
Chief Technical Officers (CTO) or congressmen and staffers, they all eagerly
immersed themselves in spirited debates that enriched the Agency team
and drove the concept in new directions.
By the end of 1998, the Agency team reached a point
at which the concept seemed about right. Though it had changed considerably
from that which had been proposed initially by Dr. David, it remained
true to its core principles. It was time to hand the product of the Agency’s
work over to someone in the private sector with the experience and passion
necessary to start the Corporation. To the delight of the DCI and the
Agency team, Mr. Norman Augustine, a former CEO of Lockheed-Martin and
four-time recipient of the Department of Defense’s highest civilian award,
the Distinguished Service Medal, accepted the challenge. By February 1999,
the Corporation was established as a legal entity, and in March it received
its first contract from the Agency. In-Q-Tel was in business, charged
with accessing information technology (IT) expertise and technology wherever
it exists and bringing it to bear on the information management challenges
facing the Agency.
[top]
Imperatives: Why was In-Q-Tel
Created?
As an information-based agency, the CIA must be at the
cutting edge of information technology in order to maintain its competitive
edge and provide its customers with intelligence that is both timely and
relevant. Many times the Agency and the federal government have been the
catalysts for technological innovations. Examples of Agency-inspired breakthroughs
include the U-2 and SR71 reconnaissance aircraft and the Corona surveillance
satellites, while the creation of the Internet was led by the Defense
Advanced Research Projects Agency (DARPA).
By the 1990s, however, especially with the advent of
the World Wide Web, it is the commercial market that is setting the pace
in IT innovation. And, as is the nature of a market-based economy, the
flow of capital and talent has irresistibly moved to the commercial sector,
where the prospect of huge profits from initial public offerings and equity-based
compensation has become the norm. In contrast to the remarkable transformations
taking place in Silicon Valley and elsewhere, the Agency, like many large
Cold War era private sector corporations, felt itself being left behind.
It was not connected to the creative forces that underpin the digital
economy and, of equal importance, many in Silicon Valley knew little about
the Agency’s IT needs. The opportunities and challenges posed by the information
revolution to the Agency’s core mission areas of clandestine collection
and all-source analysis were growing daily. Moreover, the challenges are
not merely from foreign countries but also transnational threats. 2
Faced with these realities, the leadership of the CIA
made a critical and strategic decision in early 1998. The Agency’s leadership
recognized that the CIA did not, and could not, compete for IT innovation
and talent with the same speed and agility that those in the commercial
marketplace, whose businesses are driven by "Internet time"
and profit, could. The CIA’s mission was intelligence collection and analysis,
not IT innovation. The leadership also understood that, in order to extend
its reach and access a broad network of IT innovators, the Agency had
to step outside of itself and appear not just as a buyer of IT but also
as a seller. The CIA had to offer Silicon Valley something of value, a
business model that the Valley understood; a model that provides those
who joined hands with In-Q-Tel the opportunity to commercialize their
innovations. In addition, In-Q-Tel’s partner companies would also gain
another valuable asset, access to a set of very difficult CIA problems
that could become market drivers. Once the Agency’s leadership crossed
these critical decision points, the path that led to In-Q-Tel’s formation
was clear.
[top]
A Snapshot of In-Q-Tel
In-Q-Tel’s founder, Norm Augustine, established it as
an independent nonprofit corporation. Its Board of Trustees, which now
has ten members, functions as any other board, initially guiding and overseeing
the Corporation’s startup activities and setting its strategic direction
and policies. The CEO, who was recruited by the Board and reports to them,
manages In-Q-Tel. The Corporation has offices in two locations -- Washington,
DC and Menlo Park, CA -- and it employs a small professional staff and
a smaller group of business and technology consultants. In-Q-Tel’s mission
is to foster the development of new and emerging information technologies
and pursue research and development (R&D) that produce solutions to
some of the most difficult IT problems facing the CIA.
3
To accomplish this, the Corporation will network extensively with those
in industry, the venture capital community, academia, and any others who
are at the forefront of IT innovation. Through the business relationships
that it establishes, In-Q-Tel will create environments for collaboration,
product demonstration, prototyping, and evaluation. From these activities
will flow the IT solutions that the Agency seeks and, most importantly,
the commercial opportunities for product development by its partners.
To fulfill its mission, In-Q-Tel has designed itself to be:
- agile, to respond rapidly to Agency needs and commercial imperatives;
- problem driven, to link its work to Agency program managers;
- solutions focused, to improve the Agency’s capabilities;
- team oriented, to bring diverse participation and synergy to projects;
- technology aware, to identify, leverage, and integrate existing products
and solutions;
- output measured, to produce quantifiable results;
- innovative, to reach beyond the existing state-of-the-art in IT;
- and, over time, self-sustaining, to reduce its reliance on CIA funding.
At its core, In-Q-Tel is designed to operate in the
market place on an equal footing with its commercial peers and with the
speed and agility that the IT world demands. As an example, it can effect
the full range of business transactions common to the industry -- it is
venture enabled, can establish joint ventures, fund grants, sponsor open
competitions, award sole source contracts, etc. And, because of the many
degrees of freedom granted to it by the Agency, In-Q-Tel does not require
Agency approval for the business deals it negotiates.
4
As such, In-Q-Tel represents a different approach to government R&D.
It moves away from the more traditional government project office model
in which the program is managed by the government. Instead, the Agency
has invested much of the decisionmaking in the Corporation and, hence,
In-Q-Tel will be judged on the outcomes produced -- i.e., the solutions
generated -- and not by the many decisions it makes along the way.
[top]
In-Q-Tel’s IT "Space"
As with many aspects of the In-Q-Tel venture, the Agency
took a different approach in presenting its IT needs to the Corporation.
It bounded the types of work that In-Q-Tel would perform -- its IT operating
"space" -- by two criteria. In the first instance, it made the
decision that In-Q-Tel would initially conduct only unclassified IT work
for the Agency. Second, to attract the interests of the private sector,
it recognized that In-Q-Tel would principally invest in areas where there
was both an Agency need and private sector interest. Whereas in the past,
much of the commercial computing world did not focus on those technologies
useful to the CIA, the intersection zone between intelligence and private
sector IT needs has grown tremendously in recent years. Many of the underlying
technologies that are driving the information revolution are now directly
applicable to the intelligence business. Examples of commercial applications
that also support intelligence functions are:
- data warehousing and mining,
- knowledge management,
- profiling search agents,
- geographic information systems,
- imagery analysis and pattern recognition,
- statistical data analysis tools,
- language translation,
- targeted information systems,
- mobile computing, and
- secure computing. 5
Moreover, information security (INFOSEC), a critical
enabling technology for all intelligence information systems, is now a
mainstream area of research and innovation in the commercial world, due
in no small part to the exponential growth in Internet e-commerce. Thus,
there are a number of commercially available security technologies:
- strong encryption,
- secure community of interests,
- authentication and access control,
- auditing and reporting,
- data integrity,
- digital signatures,
- centralized security administration,
- remote or traveling users, and
- unitary login.
It is, no doubt, the case that the commercial investments
flowing into information security outpace the spending made by the Intelligence
Community. Thus, In-Q-Tel will be poised to leverage the investments of
others to the benefit of the Agency. Having bounded In-Q-Tel’s IT space
with these two criteria -- unclassified work with commercial potential
-- the Agency defined a set of strategic problem areas for the Corporation.
- Information Security: hardening, and intrusion detection,
monitoring and profiling of information use and misuse, and network
and data protection.
- Use of the Internet: secure receipt of information, non-observable
surfing, authentication, content verification, and hacker resistance.
- Distributed Architectures: methods to interface with custom
or legacy systems, mechanisms to allow dissimilar applications to interact,
automatic handling of archived data, and connectivity across a wide
range of environments.
- Knowledge Generation: geospatial and multimedia data fusion
or integration, and computer forensics.
These four areas have the added and obvious benefit of
spanning the needs of all the Agency’s directorates and, hence, its core
business functions of collection and analysis.
The IT space that In-Q-Tel will occupy for the Agency
will no doubt raise questions with some who will believe that it or the
Agency have other motives. It is, therefore, important to highlight what
In-Q-Tel is not and what it will not do. First, it is not a front company
for the Agency to conduct any activities other than those spelled out
in its Articles of Incorporation and its Charter Agreement. As a nonprofit
-- 501(c)3 -- corporation, it will operate in full compliance with the
Internal Revenue Service (IRS) regulations and, as with all similar non-profits,
its IRS filing will be a matter public record.
In-Q-Tel is openly affiliated with the Agency, as was
made obvious to the world during its press rollout on 29 September 1999.
Of equal importance, it will not initiate work in areas that lead to solutions
that are put in so-called "black boxes" -- that is, innovations
that the government subsequently classifies. To do so would undercut In-Q-Tel’s
credibility with its business partners to the detriment of the Agency.
Finally, In-Q-Tel is a solutions company, not a product
company. Working through its business partners, it will demonstrate solutions
to Agency problems but will not generate products for use by Agency components.
In-Q-Tel-inspired products will be developed through separate contractual
arrangements involving Agency components and other vendors.
In-Q-Tel’s Structure and Staffing
Central to the In-Q-Tel business model are speed, agility,
market positioning, and leveraging. These attributes, taken together,
have helped shape the evolving structure of the Corporation. It is one
that intends to emphasize the "virtual" nature of the Corporation
while minimizing "brick and mortar" costs -- i.e., it will operate
by facilitating data sharing, and decisionmaking via seamless communications
using a private network with broadband connectivity to the Agency and
its partners, while limiting direct infrastructure investments in laboratories
and related facilities by leveraging the facilities of others. To facilitate
this intent, the In-Q-Tel Board and CEO decided to hire a small staff
composed of people with strong technical and business skills. At present,
the Corporation has about ten staff employees and, it is expected that,
by the end of the year 2000, the total will number about 30. The CEO is
currently designing In-Q-Tel’s management structure, but the parameters
he has set for it indicate that it will be very flat and aligned for rapid
decision-making.
[top]
Execution: How Will it Work?
One of the great leaps of faith the Agency took in this
venture was to recognize, early on, that private sector businessmen were
better equipped than it was to design the Corporation and create its work
program. The Agency’s critical role was to develop the initial concept,
help form the best Board possible, give In-Q-Tel a challenging problem
set, and then design a contractual vehicle that gave the Corporation the
necessary degrees of freedom to design itself and operate in the market
place. All of this was accomplished in less than a year, to include the
design of In-Q-Tel’s initial work program. In-Q-Tel’s current work program
is built on a process of discrete, yet overlapping, elements -- IT roadmapping,
IT baselining, and R&D projects.
The underlying philosophy now driving the In-Q-Tel program
is to gain an understanding of the many players occupying In-Q-Tel’s IT
space -- by roadmap analysis -- and, concurrently, test and validate the
performance and utility of existing products and technologies -- by baseline
testing -- against current Agency needs. If the test results are successful,
the Agency has the option of quickly purchasing the products directly
from the vendor. However, in those cases in which there are no existing
products or technologies, or where a gap exists between the baseline test
results and the Agency’s needs, In-Q-Tel will launch R&D projects.
In this way, the Agency obtains near-term solutions through the evaluation
of those products considered "best-in-class" and can target
its R&D projects more precisely -- that is, to where commercial or
other government IT investments are small or nonexistent.
With its first year budget of about $28 million, In-Q-Tel
has focused its initial efforts on the IT roadmap and baseline elements
of the program. The roadmap project seeks, first, to identify those in
industry, government, and academia who occupy the same IT space as In-Q-Tel
and, secondarily, to spot existing technologies of potential interest.
The results will also help In-Q-Tel leverage the technical advances made
by others, assess the overall direction and pace of research, avoid duplicating
work done by other government entities, and highlight potential business
partners. The roadmap will be updated and refined by In-Q-Tel throughout
the life of its work program.
Two teams -- called "incubators" -- which
collectively include about 20 companies, are executing the baseline-testing
element of the In-Q-Tel work program. They were selected by an independent
review panel of national IT experts convened by In-Q-Tel to evaluate multiple
proposals. Each of the two teams is working on one or more incubator concepts
derived by In-Q-Tel from the Agency problem set enumerated above. The
incubator teams will operate for over a year. As the In-Q-Tel work program
grows, it is possible that other baseline incubator teams will be established.
The R&D part of the program, which In-Q-Tel manages,
will soon become the core of its activities, with a growing percentage
of its funds directed towards a portfolio of research projects. In-Q-Tel
is formulating its research thrusts based on the information and test
results gathered under the roadmap and baseline work, aided by extensive
interactions with the private sector and the Agency. The design of the
research projects will be set by In-Q-Tel and will vary to meet the mutual
interests of the Agency, In-Q-Tel, and its prospective business partners.
As mentioned earlier, In-Q-Tel will draw from a broad range of R&D
competition models to attract the business partners it seeks. In some
cases, it may assemble teams of companies that each has a necessary part,
but not the whole, of the solution In-Q-Tel seeks. In other projects In-Q-Tel
might be a co-investor in a fledgling company with another business partner
such as a venture capital firm. Or, it could take a more traditional route,
using a request for proposal. In essence, In-Q-Tel will use whatever model
most efficiently and effectively meets the needs of all parties to a transaction,
with a constant eye towards leveraging its resources and solving the Agency’s
IT needs.
Common to most or all of the R&D agreements that
In-Q-Tel intends to use will be the subject of intellectual property (IP),
or more precisely said, the ownership of IP and the allocation of IP generated
revenues. In the area of IT R&D, a deal is typically not struck until
all of the parties’ IP rights are clearly established. In-Q-Tel’s acceptance
within the IT market place depends heavily on its ability to negotiate
industry standard IP terms. Recognizing this, the Agency agreement with
In-Q-Tel allows it and/or its partners to retain title to the innovations
created and freely negotiate the allocation of IP derived revenues. The
only major stipulation is that the Agency retain traditional "government
purpose rights" to the innovations. 6
[top]
A New Contract Model
Before the partnership between In-Q-Tel and the Agency
became a reality, the Agency had to develop a new contract vehicle that
granted the Corporation the degrees of freedom it needed to operate in
the market place. 7
Most Agency contracts, including those in R&D, are based on the Federal
Acquisition Regulations (FAR). However, the FAR is often viewed by industry
as overly burdensome and inflexible. And, it has been the Department of
Defense’s (DOD) experience that smaller companies often will not contract
with the government because of the extra costs they would incur to be
FAR-compliant. Because the Agency wanted to encourage such companies to
work with In-Q-Tel, it took a different approach and designed a non-FAR
agreement with the Corporation. It adopted elements from a DARPA model
based on "Other Transactions (OT)" authority granted to the
DOD by Congress. 8
OT agreements permit authorized government agencies to design R&D
agreements outside the FAR.
The hoped for result is to spur greater flexibility
and innovation for the government. In addition, it permits well-managed
businesses, large and small, to perform R&D for the government, using
their existing business practices and procedures. Using a DARPA model
OT agreement as a guide, the Agency designed a five-year Charter Agreement
that describes the broad framework for its relationship with In-Q-Tel,
sets forth general policies, and establishes the terms and conditions
that will apply to future contracts. In addition, a short-term funding
contract was negotiated that includes In-Q-Tel’s "Description of
Work". Together these documents define the metes and bounds of the
Agency’s relationship with In-Q-Tel and permit In-Q-Tel to negotiate agreements
with its partners, absent most government flow down requirements.
[top]
Future Challenges
The In-Q-Tel venture is one that has challenged the Agency
to think creatively and quickly to address the fundamental changes that
the information revolution is having on its core business. It responded
by setting aside traditional policies and practices in many areas and
established a new partnership with industry and academia, based on shared
interest and mutual benefit. But, one cannot ignore that this venture
involves risk, both for the Agency and In-Q-Tel. From the Agency’s perspective
there are three major areas that will require constant attention: managing
its relationship with In-Q-Tel, solution transfer, and security.
Perhaps the most important of the three is the first,
managing the relationship without stifling In-Q-Tel’s competitive edge.
In-Q-Tel is a small independent corporation established to improve the
mission performance of a much larger government agency. The imperatives
that led to In-Q-Tel have many parallels in industry. In fact, the IT
sector is replete with examples of a large corporation seeking to improve
its competitiveness by either purchasing a small start-up company or forming
a subsidiary. The parent corporation sees in its offspring traits that
it no longer possesses -- speed, agility, and expertise. But, for these
traits to be realized, the start-up must operate unencumbered from the
parent corporation, whose natural tendency is to rein in and control it.
Similarly, the Agency will have to restrain its natural inclination to
micromanage In-Q-Tel and, instead, allow the Corporation the freedom to
prosper. It must have continuous insight into In-Q-Tel’s activities, but
must understand that In-Q-Tel is responsible for its own operations, including
the design and management of the work program.
Acceptance by Agency components of In-Q-Tel inspired
solutions will be the most important measure of success in this venture.
It is also likely to be the hardest. While there is every expectation
that In-Q-Tel will become commercially successful and seed innovative
solutions, if they are not accepted and used by Agency line managers,
then the overall venture will be judged a failure. Although In-Q-Tel has
a critical role in the solution transfer process, the burden rests with
the Agency, since the challenges are as much managerial and cultural as
they are technical. The Agency’s Chief Information Officer (CIO), directorate
heads, and component directors will all have to work closely with In-Q-Tel
to overcome bureaucratic inertia and identify eager recipients of the
innovations that the Corporation develops. Agency "product champions"
for each In-Q-Tel project should be identified early and should participate
fully in its formulation, testing, and evaluation. Incentives should be
considered for those Agency components that commit to projects with unique
risks or that require extensive personnel commitments. These and other
strategies will be employed to ensure that the return on the Agency’s
investment in In-Q-Tel translates into measurable improvements in its
mission performance.
The open affiliation between the CIA and In-Q-Tel is
yet another unique aspect and challenge for this venture. Although the
Corporation will be doing only unclassified work for the Agency, the nature
of its IT research and its association with a US intelligence agency will
undoubtedly attract the interests of foreign persons, some with questionable
motives. The obvious security ramifications of this scenario were well
considered in the decisionmaking process that led to In-Q-Tel’s formation.
It was ultimately decided that the risks are manageable and, in many ways,
are similar to those faced by any high-tech company trying to protect
its IP and trade secrets. In-Q-Tel and the Agency will be working closely
to ensure that the Corporation operates with a high degree of security
awareness and support.
In-Q-Tel has a critical role in meeting these three
challenges. However, it’s most persistent challenge will be developing
and sustaining a reputation as a business that sponsors leading edge research
and produces discoveries that can be profitably commercialized. Once it
has established a record of accomplishment in these two areas, the high
caliber IT talent the Agency hopes to reach through In-Q-Tel will be drawn
to the Corporation.
[top]
The Road Ahead
Those of us at the Agency who helped to create In-Q-Tel
are endlessly optimistic about its prospects for success. The early indicators
are all positive. Among them is the caliber of the people who stand behind
and lead the Corporation and the initial reaction from industry and the
trade press to its formation. In-Q-Tel’s Board of Trustees is at least
the equal of any large corporation’s board. 9
They are committed to the Agency’s mission, the new R&D model that
In-Q-Tel represents, and have invested much of their time to its formation.
The Agency and the nation are in their debt. The Board also recruited
an outstanding CEO who brings with him the experiences and contacts of
his Silicon Valley base and an established reputation for starting and
growing new IT companies. 10
The favorable press coverage of In-Q-Tel combined with
the industry "buzz" engendered by the Board and CEO have brought
a flood of inquiries by those interested in doing business with the Corporation.
And, most importantly, its work program is already beginning to achieve
results that the Agency can use and that its partners can commercialize.
Judging by the record to date, the road ahead appears promising. But,
In-Q-Tel’s fate also rests in part on those institutions charged with
oversight of the Agency and its budget.
Congress is to be congratulated for its support to the
Agency as it launched this new venture. Congress seeded the venture with
start-up funding when it was still in its conceptual phase, but asked
hard questions of the Agency throughout the design and formation of In-Q-Tel.
Members understood that starting an enterprise such as In-Q-Tel is not
risk free. As with all R&D efforts in government and industry, there
will be some home run successes but also some failures. That is the price
the Agency must be prepared to pay if it wants to stay on the leading
edge of the IT revolution. With In-Q-Tel’s help plus the continued support
of Congress and OMB, as well as from the traditional Agency contractor
community and others, an "e-CIA" of the next century will evolve
quickly, to the benefit of the President and the national security community.
[top]
Notes
1. In-Q-It Press Release, 29 September 1999.
2. " Drug Cartels Hold Tech Advantage", Washington
Post, ( November 15, 1999). The article alleges that certain cartels
are making sophisticated use of the Internet to communicate securely and
protect their operations.
3. For the next year or two, In-Q-Tel will accept work only
from the CIA. All solutions that it provides to the CIA will be made available
to the entire Intelligence Community.
4. Codified in a five-year Charter Agreement with the CIA
and a one-year funding contract that is renewable annually.
5. "Information Technology Trends and Their Impact
on CIA". An unclassified report issued January 1999 by the Agency’s
Chief Information Officer.
6. As stipulated in the Charter Agreement, "…the Federal
Government shall have a nonexclusive, nontransferable, irrevocable, paid-up
license to practice or have practiced for or on behalf of the United States
the subject invention throughout the world for Government purposes."
7. The Agency component that has day-to-day responsibility
for guiding the CIA’s relationship with In-Q-Tel, including the design
and implementation of the contract and the problem set, is the In-Q-Tel
Interface Center (QIC) which resides in the Directorate of Science and
Technology.
8. Title 10 U.S.C. 2371. Also see, "Other Transactions
are FAR Out!", National Contract Management Journal, Vol.
29, Issue 2 (1999).
9. In-Q-Tel Board of Trustees: Lee Ault, Chairman, former
Chairman and CEO of Telecredit, Inc; Norman Augustine, former Chairman
and CEO of Lockheed Martin Corporation; John Seely Brown, Chief Scientist,
Xerox Corporation and President, Xerox PARC Research Center; Michael Crow,
Executive Vice Provost of Columbia University; Stephen Friedman, Senior
Principal of Marsh & McLennan Capital, Inc., and former Chairman of
Goldman Sachs and Co; Paul Kaminski, President and CEO of Technovations,
Inc., Senior Partner in Global Technology Partners, and former Undersecretary
of Defense for Acquisition and Technology; Jeong Kim, President of Carrier
Network, part of the Lucent Technologies Group, and former founder of
Yurie Systems; John McMahon, consultant to Lockheed-Martin Corporation,
former President and CEO of Lockheed Missile and Space Company, and former
Deputy Director of Central Intelligence; Alex Mandl, Chairman and CEO
of Teligent and former President and CEO of AT&T; William Perry, Former
Secretary of Defense and currently Berberian Professor at Stanford University.
10. Gilman Louie, CEO of In-Q-Tel, most recently was Hasboro
Interactive’s Chief Creative Officer and General Manager of the Games.com
group, responsible for creating Hasboro’s Internet game site. He previously
served as Chairman of the Board of MicroPose, CEO and Chairman of Spectrum
Holobyte, and CEO of Sphere Inc. He is on the Boards of Directors of numerous
software firms.
[top]
Author Biography
Rick E. Yannuzzi was Senior Deputy National Intelligence Officer for
Strategic and Nuclear Programs in the National Intelligence Council (NIC).
He previously was a member of the CIA’s Enterprise -- i.e., In-Q-Tel --
Start-Up Team and served as its first Director of Business Operations.
Mr. Yannuzzi also served as the DCI’s Executive Secretary, DCI Representative
to the White House Science Office, and held a variety of analytic and
managerial positions in the CIA dealing with proliferation and foreign
weapons and scientific issues. Mr. Yannuzzi received a Bachelor of Science
in Physics from the University of Bridgeport and a law degree from the
Georgetown University Law Center.
* The views in this article are those
of the author and do not reflect the official policy or position of the
Central Intelligence Agency, the Intelligence Community, or the US Government.
[top]
Copyright Notice
This article has been posted with the permission of the
Defense Intelligence Journal
and its publisher
Joint Military Intelligence College Foundation
© 2000 The Joint Military Intelligence College, Inc. All rights reserved.
No part of this publication may be reproduced or transmitted in any form
or by any means without the written permission of the publisher. Printed
and bound in the United States of America.
ISSN 1061-6845
|