By Dan Briody
Through the 2000 vice presidential debate, whilst Dick Cheney used to be requested approximately his monetary luck as Halliburton's CEO, he replied that the govt. had performed no function in it. yet even Cheney himself could not quite think that. Halliburton has taken the assumption of the military-industrial complicated to a degree by no means sooner than visible. And in its likely unstoppable march to turning into the seller of selection for the USA army, Halliburton maintains to court docket controversy.In The Halliburton time table, Halliburton and its subsidiary, Kellogg Brown & Root, shape the basis of an interesting tale of cronyism and clash of curiosity that has in simple terms elevated in momentum over the past decade.Award-winning journalist and bestselling writer Dan Briody cuts in the course of the veil of secrecy that cloaks this arguable corporation, and divulges how the confluence of commercial and politics has ended in questionable offers in addition to monetary windfalls for Halliburton, its executives, and its subsidiaries.
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Extra resources for The Halliburton Agenda: The Politics of Oil and Money
That was enough for Herman who offered George a job with T he Road to R iches his nascent road-building business for $100 a month. And that was the end of George Brown’s mining career. • • • y this time, Herman Brown had built up a decent business in road building. Much like Erle Halliburton and his wife, Herman and his wife, Margaret Root, a schoolteacher from Georgetown, Texas, started out living hand-to-mouth, honeymooning in a tent near one of Herman’s work sites. Herman spent endless hours performing heavy labor, moving dirt from one place to another, grading and paving roads with his beatup mules.
But this man was as ambitious as he was opportunistic, and he knew that a chance like this didn’t come around often. Besides, he had a powerful force on his side—good friend and mentor Alvin Wirtz. Johnson’s first stop upon arriving in Austin that day in February was Wirtz’s office. Wirtz adored Johnson. He had met U 49 50 PU BL IC MONEY, PR I VATE PROF I T S him while acting as an advisor to Texas’ chapter of the NYA and in his role as counsel to the LCRA, and had treated him like family ever since.
Garbage hauling was not the only odd job that Brown & Root would stoop to during these lean years. The company did everything from repurposing World War I surplus equipment to forming the Texas Railway Equipment Company. They also had a brief foray into the transportation business, hauling construction materials by mule over, ironically, unpaved roads to remote construction sites. Though varied and unglamorous, the businesses that Brown & Root adopted during the Depression had two things in common: they all involved unskilled labor and they all, collectively, kept Brown & Root out of bankruptcy.
The Halliburton Agenda: The Politics of Oil and Money by Dan Briody
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