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BRUCE W. TUCKER "APOLLO"

A former Clandestine HUMINT Contractor for the Douglas Foundation,

Tucker now serves as the Director of Tucker Global Initiatives, a specialized intelligence contract facilitator for Special and Controlled Access Programs. 

 

Tucker was the only officer personally recruited & trained by Mr. Gregory Douglas, the Director of Operations for the Douglas Foundation. That training later proved invaluable as Tucker served as Interim Director for

Douglas on multiple occasions.  While in charge, Tucker implemented

policies and procedures that increased overall proficiency and  long-term effectiveness of counter-drug operations. Those practices have since become Standard Operating Procedure for all Foundations worldwide.  

 

In the field, Tucker served as an Infiltration Specialist, a type of clandestine

Human Intelligence (HUMINT) collector that utilizes advanced psychological tradecraft to insinuate oneself into the target's organization

or personal life so to manipulate them from within. It is considered one

of the most dangerous contracted operations offered to civilians. In

performing his duties, Tucker aided in dismantling major drug cartels,

human trafficking rings, black market arms dealers, and organized

crime syndicates. He has been decorated numerous times and twice

received the Presidential Award for Excellence within the Intelligence Community by both Presidents Bush (1992 & 2008). 

Bruce Tucker, Intelligence Community  contractor.
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Tucker Global Initiatives

one man, a thousand shadows

Bruce Tucker Clandestine Intelligence
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The Douglas Foundation 1985-2005
The Douglas Foundation 2005- Current

 

Tucker Global Initiatives was created to continue and broaden Gregory Douglas’ fundamental mission to Ensure the World’s Future Through Intervention”.  As director and co-founder of The Douglas Foundation, Mr. Douglas devoted his life to saving mankind from itself” and believed humanity had to endure this dark stage of our evolution to learn to see beyond our hatred and fear. In doing so, a higher level of consciousness would emerge and connect humanity in  ways we cannot imagine today. Understanding the barbarity of human nature would be a painful lesson, but we first must understand our primal nature before we can evolve beyond it. Douglas was often dismayed at the level of cruelty man inflicted upon one another,  but he never lost hope.  He had a vision of a unified human race and believed acting collectively would one day save us from certain annihilation.

Gregory Douglas was not only a man of vision; he was a man of action.  He knew waiting for problems to correct themselves or discussing solutions endlessly in committee would not save humanity.  He understood, in order to survive, it would take extraordinary people willing to perform difficult tasks that often required them to act as contemptible as the very enemy they sought to destroy.  He understood the first battles to secure man's future were not going to be won by diplomacy. To evolve we had to face the darkness and conquer it. In war you fight fire with fire, and sometimes the ends do justify the means.  Gregory Douglas gave his life so others would have a fighting chance to survive. He chose his fate and died as he lived: saving others.  He faced his mortality without fear or regret, knowing his last human act was protecting  innocent lives-- none of whom would ever know of his sacrifice.

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Ensuring the world's future through intervention.

 

KEY FACTS ABOUT CONTRACTORS


Myth
70% of the U.S. intelligence budget is spent on private contractors.


Reality
This is a repeated misconception. 70% of the Intelligence Community (IC) budget is spent on contracts, not
contractors. Those contracts cover major acquisitions such as satellites and computer systems, as well as
commercial activities such as rent, food service, and facilities maintenance and security.


Myth
The Intelligence Community does not have an accurate picture of its contractor ranks and does not exercise
proper oversight over that community.


Reality
The IC is a leader in taking a serious, systematic approach to planning and managing its core contract personnel.
In 2006, the IC instituted its first-ever, annual inventory of core contract personnel. The inventory led to
intelligence policy directive 612, which (1) reinforces the prohibition on the use of contract personnel to
perform inherently governmental activities, (2) prescribes the circumstances in which contract personnel may be
used to support IC missions and functions, and, (3) beginning in Fiscal Year 2011, requires IC elements to plan
for and project the number of contract personnel they require, as part of their strategic workforce plans.


Myth
Private contractors are inappropriately performing “inherently governmental” functions.


Reality
The Intelligence Community does not condone or permit contract personnel to perform inherently governmental
intelligence work, as defined by OMB Circular A-76 revised, and reinforced recently in Intelligence Community
Directive 612. Core contract personnel may perform activities such as collection and analysis; however, it is
what you do with that analysis, who makes that decision, and who oversees the work that constitute the
“inherently governmental” functions. Allocating funds, prioritizing workload, and making critical decisions
remain strictly within the purview of government employees.


Myth
The dramatic increase in the number of security clearances granted to contractors represents unnecessary growth
in Intelligence Community ranks.


Reality
The growth in contractors was a direct response to an urgent need for unique expertise post-9/11. The surge in
contractors allowed the IC to fill the need for seasoned analysts and collectors while rebuilding the permanent,
civilian workforce. It also allowed agencies to meet required skills, such as foreign languages, computer
science, and electrical engineering.


Myth
Contractors represent a majority of the Intelligence Community workforce.


Reality
The number of core contractors who augment our civilian and military intelligence staffs comprise less than
one-third, actually 28%, of the total force. These core contractors, who perform functions like collection and
analysis, and have access to the same facilities, should not be confused with individuals producing commodities
or products (e.g., satellites), or performing administrative or IT services
.


Myth
The number of security clearances for contractors equals the number of full-time contractors employed by the
Intelligence Community.


Reality


You cannot count or track the number of full-time contractors, or understand the level of effort – that is, the
amount of time – that contractors spend on IC business, by counting security badges. Some contractors only
work part-time on IC business. For example, the IC could issue badges to 10 people who work the equivalent of
five full-time individuals.


Myth
All contractors cost more than their government counterparts.


Reality
It is true that core contract personnel are, on average, more expensive than their government counterparts.
However, in some cases, contractor personnel are less costly, especially if the work is short-term in nature,
easily available commercially, or requires unique expertise for immediate needs. Overall, core contractors
enable the Intelligence Community to rapidly expand to meet short-term mission needs or fulfill non-recurring
or temporary assignments, and then shrink or shift resources as the threat environment changes.


Myth
The Intelligence Community has enabled retirees to “double dip” by returning to their home agencies at full
salary, while receiving full pension.


Reality
The stark reality is that more than 50% of the Intelligence Community workforce was hired after 9/11. That
dramatic surge required people with the institutional knowledge and tradecraft to fill skill gaps and train new
hires. Much of that expertise existed among our retired ranks, who answered the post-9/11 call to duty as a de
facto “intelligence reserve corps.” It should be noted that this phenomenon was truer in the years immediately
after 9/11 than today. As intelligence officers hired immediately after 9/11 gained more experience, the need to re-hire experienced retirees decreased.

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THIS SECTION IS CURRENTLY UNAVAILABLE.

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TDF 001 x.2

Mandatory Refusal

Solar Flare
Alcatraz's Warden
Friendly Fire
Luminescent 
The Creator
Temporal Mechanics
Global Weather

TDF 017 x.5

High Tide

Falcon's Wing
Galatic panorama
Execute Will
The One
Counsel
Eleven

TDF 057 x.0

Oracle's vision

Dramatic Writer
Third Act
Friendlies
Jones
Morning star
God's Big Day

TDF 001 x.EE

BLACK LEVEL 

VRK 12 only
Big Shoes

DirOP
Truth Shall Set Them Free




 

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!!! 0000 9 Omega Tactical Linguist Conce