Re: Additional on Zegel # 1
[16 Oct 1997]

The whole mindset at Flag during the late 70's/early 80's was that the Orgs/Missions weren't doing their jobs as well as they should.... The solution was to put the squeeze on the Orgs/Missions any way they could. Of course, these solutions were greatly to the detriment of Scientology in the long run.

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From: Anonymous <Use-Author-Address-Header@[127.1]>
Newsgroups: alt.religion.scientology
Subject: Re: Additional on Zegel # 1
Date: Thu, 16 Oct 1997 11:39:20 -0400
Organization: Xenu Enterprises
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[ Son of Xenu ] (Somebody's got to look afer Pop)
[ Mountain Interior ]
[ Las Palmas ] 16 Oct 1997
[ Teegeeack ]

>>Parkhouse knew Hubbard's finance policies better than anyone that I
>>ever knew. There once was a long period of time when all he did is
>>"eat, sleep and read" Hubbard's Management policies. He parlayed this
>>knowledge into his position of DGFWW, which was the senior GO
>>financial position in the world.
>>I heard in the 80's that Herbie was running a taxi stand at Heathrow.
>>-Neal H.

Its good to know that all that high-powered LRH technology
and Herbie's financial genius got put to such good use.

> I met Herbie shortly before he was declared SP. He had called me on
>the phone one night while I was in my office in Cedars. He wanted me to
>bring stat graphs of the org's Cash/Bills ratio over to him at FOLOWUS.
>I complied immediately, of course.
> Upon meeting him I was immediately struck with the impression that
>he was one *very* tired man. He looked like he hadn't slept for days.
>Herbie had a reputation as being a totally *ruthless* and "unreasonable"
>"product officer". When he wanted something done, it got done. Often he
>would work flat-out for days on end. His one-time personal secretary,
>Trina Green, and I had a very interesting conversation about Herbie
>once. She wouldn't say anything "bad" about Herbie, but her difficulty
>in choosing words to answer my questions about Herbie was very telling
>in and of itself.
> Trina was transferred overseas to the US (from the GOWW Finance Bureau)
>and was posted in ASHO Day's TTC (Tech Training Corps). She married Kenny
>Shapiro, the Chief Body Reg at ASHO D and had his baby. Some of you ars
>readers may be familiar with the name Ken Shapiro. Steve Fishman mentions
>him in his affidavit as being a Course Supervisor. Also, an "Orders,
>Query Of" written by Ken Shapiro regarding his "family time" (actually
>*lack* of) has been mentioned as well.

Trina was a very nice and reasonable person, the total opposite
to Herbie. Trina's first husband was Tony(?) Green, a lawyer working
in the Legal Bureau at GOWW in the later half of the 70's. Anyone know
if she's still in?

> Herbie not only knew Hubbard's finance policies better than anyone
>else, he even authored numerous BPLs on finance himself. I still have
>copies of all of them - things like "Financial Management Standardization
>Series" and the "Accounts Audits Series" issues. As DGF WW, Herbie was a
>*sole* signatory on *every* Scientology bank account throughout the world,
>as were Jane Kember and Mary Sue Hubbard.

That kind of rips the scieno's "We didn't know what they were doing,
they were a bunch of renegades" scenario to shreds. LRH would never have
turned his money over to a group of people who weren't among his most
trusted, and he had his wife in direct control of it all.

> Around 1979, the CMO did a mission to PAC. I believe it was CMO Int
>Mission 88. The purpose of the mission was to put into practice a new
>finance system in the PAC area orgs. The new system was called the
>"Staff Pay System". It was also referred to as the "CGI/VSD System".
>This new finance system *drastically* changed the existing finance
>system which had been in use. It greatly increased the amount of money
>to be taken off the top of the orgs' CGI and sent to Sea Org Reserves.
>It also drastically decreased the amounts allocated to the orgs' "crew
>welfare", "promo" and "basic expenses".

Just a preview of what they would do in 1982 to the Missions.
The whole mindset at Flag during the late 70's/early 80's was that the
Orgs/Missions weren't doing their jobs as well as they should. The low
level people weren't being moved up the bridge fast enough, and thus the
secret bank accounts weren't filling as fast as they wanted. The solution
was to put the squeeze on the Orgs/Missions any way they could. Of course,
these solutions were greatly to the detriment of Scientology in the long
run. Operation Foot Bullet continues....

> When a staff member named Marty Sherman over at LA Org became too
>vocal in his opposition to the new finance system, the CMO Int Mission
>declared him SP on the spot. After his declare, everyone shut up and
>just accepted the new system. Obviously the new issues were "off-Source",
>but the PAC area staff were told that they *were* "Command intention"
>and in fact that "LRH had approved their issuance".

Sounds a lot like the 1982 Mission Holders conference doesn't
it? Squeeze 'em, Scare 'em, Declare 'em. The interesting question
in this and the elimination of Mike Davidson, head of the Mission
Office WW in 1977 because of his opposition to the Guardian's Office,
is exactly what role LRH played.

Davidson peeved the GO which reported to Mary Sue. The mission
to remove him and make the Mission Office WW GO-friendly was sent by his
superior - Diana Hubbard, right-hand daughter to LRH. A major secondary
factor in the action was that it was felt the missions weren't sending
their public to the orgs fast enough (sound familiar?).

In '79 and '82 CMO puts the squeeze on the Orgs and Missions
respectively. These actions have nothing to do with Mary Sue and
Diana since CMO is run by LRH himself. In fact, LRH and CMO are the
only common denominators in all of these actions.

Unfortunately, only someone in CMO itself could really answer
this question definatively. Even if LRH wasn't directly involved (which
I find to be an unlikely scenario), the actions are a direct reflection
of his greed and paranoia.


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