A former Clandestine HUMINT Contractor for the Douglas Foundation, Tucker now serves as the Intelligence Oversight Official for Section 5105 Contracted Operations and is the Director of Tucker Global Initiatives, a specialized defense intelligence contract facilitator.
Tucker was the only officer personally recruited & trained by Mr. Gregory Douglas, the Director of Operations for the Douglas Foundation. Training that later proved to be 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 extended the long-term effectiveness of counter-drug operations. Those practices have since become Standard Operating Procedure for all Foundations worldwide.
As a field officer, Tucker specialized in Infiltration Intelligence collection, a form of deep-cover Clandestine Human Intelligence (HUMINT) that uses advanced psychological tradecraft to insinuate oneself into the target's organization or personal life in order to manipulate them from within. It is often considered to be the most dangerous form of contracted operation. 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).
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, and chief strategist on all Section 5105 contracted Clandestine Operations, Mr. Douglas devoted his life to “saving mankind from itself” and believed humanity had to endure this dark stage of our evolution in order to see beyond our hatred and fear. In doing so, a higher level of consciousness would emerge that connects all humanity. Understanding the barbarity of our human nature would be painful, but we first must understand our primal nature before we can evolve beyond it. Douglas was often dismayed at the level of brutality man could inflicted upon one another, but he never lost hope. He had a vision of a unified race and believed acting collectively as Human Beings would one day saves 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, ones that would require them to act as contemptible as the very enemy we aimed to destroy. He knew 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 often 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 the innocent, none of whom would ever know of his sacrifice.
Ensuring the world's future through intervention.
KEY FACTS ABOUT CONTRACTORS
70% of the U.S. intelligence budget is spent on private contractors.
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.
The Intelligence Community does not have an accurate picture of its contractor ranks and does not exercise
proper oversight over that community.
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.
Private contractors are inappropriately performing “inherently governmental” functions.
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.
The dramatic increase in the number of security clearances granted to contractors represents unnecessary growth
in Intelligence Community ranks.
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.
Contractors represent a majority of the Intelligence Community workforce.
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.
The number of security clearances for contractors equals the number of full-time contractors employed by the
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.
All contractors cost more than their government counterparts.
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.
The Intelligence Community has enabled retirees to “double dip” by returning to their home agencies at full
salary, while receiving full pension.
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.