Showing posts with label Minority Business. Show all posts
Showing posts with label Minority Business. Show all posts

Tuesday, October 1, 2013

This Biz of Supplier Diversity How To Do Biz With Corporate America ... Book Review

Book Review . Business . Diversity . Entrepreneur . Minority . Gill Law Firm . Corporate . Corporate America . Business Fable . Billion Dollar Round Table

I was sent a complimentary copy for review by Mr. A. Wayne Gill's marketing department, or Mr. Gill himself.

At the other spectrum of corporate involvement are corporations that see the minority mission and are acting in innovation ways to strengthen minority businesses and communities. These companies should be studied and emulated. One such company is Johnson's Controls, Incorporated,one of the eighteen Fortune 500@ members of the Billion-Dollar Roundtable.

CEO John Barth said in 2004 "Supplier diversity is about expanding opportunities for everyone.

Companies are swift to tell about their great commitment to supplier diversity and why it makes good business sense. However, in practice, their activities fail to match the rhetoric. This is not so for JCI, a corporation that is at the cutting edge of minority business development.

In March 2004, Bridgewater received the largest contract ever awarded to a minority company by Ford Motor Company.

American business is in need of more companies like JCI and Ford companies that understand the business case for diversity and have stepped forward boldly to capitalize and show leadership. These companies demonstrate the future of supplier diversity for any corporation willing to listen and learn.

Mr. Gills grandmother died the day "Tales My Grandma Told Me," was published. It was if she'd seen him over the goal line, and then went home to be with the Lord. His grandmother is still his entrepreneurial hero and her blood still courses through his veins.

Since writing Tales, his life hasn't been the same.

It's opened countless doors to speak and collaborate with many minority business owners, aspiring business owners, students and supplier diversity professionals.

His hat is off to all who is in the arena; who fight daily for equality of opportunity. We aren't there yet, but you make achievement of the goal possible.

The first principle that Grandma would teach minority entrepreneurs and business people is that business is business.

In order to succeed, minority-owned businesses must abide by and operate within the same principles that drive all successful businesses. This means that minority businesses must, among myriad responsibilities, create a product or service that satisfies a demand, reach its target audience through sales and marketing channels, grow its market share, create profit for its investors, and stakeholders, and innovate for future growth and opportunities. Setting aside issues of social injustice, for the discussion, there isn't one set of rules that apply to minority business and another set for others.

There are no shortcuts. All business must create value for their customers.

The myth of receiving business based primarily on ethnic background probably grew out of affirmative action programs that provided for minority set-asides in government spending. However, these programs have been under attack from the outset and have been seriously eroded through court challenges. Minority businesses must recognize that the words "set aside" and "quota" are almost dirty words in the world of twenty-first-century American business.

Within the realm of supplier diversity, the practice of quotas and set asides never took root; but the programs were designed, in part, to address vast disparities in dollars spent with minority versus non-minority suppliers. For example, despite great gains over the last four decades, less than four percent of annual corporate spend is spent with minority-owned companies. Most Americans would agree that minority suppliers should not be denied a fair share of annual corporate spend in the aggregate. The disparity between the dollars spent with minority-owned companies and their non-minority counterparts begs the question of fairness and demands an answer.

You must be ready with an excellent product or service that adds value to its intended corporate target.

Minority entrepreneurs must come to the conclusion that business is business. There are no gimmes. However, presented with an opportunity for inclusion, minority entrepreneurs must be prepared to compete on the same level with their non-minority counterparts. If the minority company is not prepared to perform at a high (or even higher) level than the competition, then that company will be in for a rude but needed awakening.

Corporations are in the business of creating wealth for their stakeholders. Business is business.

The failure to plan prohibits the MBE from asking and answering hard questions about true target audience and fit.

Mr. Gill would suggest that all MBE's without a written business plan stop and immediately write a plan for the company. There are excellent resources available in the general library or on the general market. The plan should be personally written by the entrepreneur, without any initial assistance by outside "experts."

In our technological age, changes are sweeping and rapid. The modern business person must be nimble-able to turn on a dime to exploit business opportunities or to respond to rapid change.

A study by the Kaufman Foundation found that almost 18 percent of all bankruptcy filings stem from biz (business) failure.

Mr. Gill's advice is to forget the shortcuts. Write out the plan. Be specific. Be strategic. Be ruthlessly honest. Then get in the game and win.

Many MBE's wrongly assume that simply being a minority entities them to participate in corporate supplier diversity programs.

Minority-owned businesses should not approach business with a desire or expectation of any special breaks based on minority status.

Due to the size and breadth of the corporate spend of Fortune 500@ companies and the growing participation of American corporations in supplier diversity initiative; the spectrum of opportunities for minority businesses is wide. MBE marketing is often directed to departments or areas that either do not buy or do not have opportunities within the MBE's area of expertise. Other times, the marketing campaign is directed at several corporations, across the board, without a clear assessment of the corporations' needs.

The MBE's register frustration because the corporations seem uninterested or unresponsive.

This process works best when MBE's take the time and initiative to properly research their intended targets to either discover or make those corporations aware of how they intend to add value. Some MBE's market to certain corporations for name only, regardless of whether they can truly add value to that potential customers.

This is a mistake and a waste of time. MBE's must get to the place where they know their target clients immediately and tailor their approaching to address the needs of their intended customers.

A closely related principle to knowing the customer is knowing the competition. This is an area of real opportunity for MBE's who are willing to study their their customers, their competition, and to innovate. MBE's are often in the best position to design custom solutions for their clients. This is what corporate purchasing are looking for.

By understanding the competition, MBE's can innovate their way to successful contracts.

Minority business owners have overcome racisim, legal hurdles, and a host of incredible obstacles to make the advances that have been made up to the current date. Perhaps for these reasons-pride in themselves and pride in their companies - minority entrepreneurs tend to primarily sell themselves (and their companies) to corporate America.

MBE's have all been taught to polish their "thirty-second commerical" or elevator speech and to practice well to sell themselveds. While there is some truth to this advice, Mr. Gill adds that corporations are less interested in minority business entrepreneurs and their companies per se, and more interested in how those entrepreneurs and companies can help solve problems, make more money,or create more shareholder value. Every entrepreneur - to some degree - believes deeply in himself and can memorize an elevator speech.

Clients need to know how an MBE intends to make them better. If the MBE cannot do it, then it needs to rethink why it is selling to that client. The MBE may have a very impressive resume, but most clients listen to that favorite old radio station WIFM, namely, what's in it for me?

Elevator speeches don't satisfy needs, solutions do. To be effective, MBE's must research their targets in order to discover and sell solutions to their problems.

Business is all about relationships. It's a well-known truth that people are most comfortable doing business with those who they know and trust. As trust goes, so goes all relationships. It's imperative for MBE's to spend the time necessary to cultivate relationships with gatekeepers and other individuals within their target market.

Modern corporate shuffling and downsizing means that relationships get reshuffled and downsized in the process.

Knowing in advance that even the most well-tended relationship can be suddenly broken, the successful MBE should take steps to protect itself.

Mr. Gill also adds a word about lower-level employees. Do not underestimate their power by focusing on their position.

MBE's must learn the all-important lesson to develop relationships with individuals at all levels of management within their clients and targets. In business, as in life, relationships are everything.

MBE's should be open to exploring opportunities within local, state, and federal government; civic, trade, and business leagues; chambers of commerce; and a host of other avenues for potential business development. This is not to deemphasize the importance of supplier diversity initiatives.

One of the best corporate clients for Mr. Gill came from a conversation with an acquaintance in the hallway of his Church. Others came from volunteerism, trade associations, and other avenues. The bottom line is that MBE's must expand their business development horizons beyond supplier diversity.

Business volatility dictates that heavy dependence on few clients is a recipe for failure.

There is an irreversible trend i corporate procurement that all minority-owned businesses must quickly acknowledge: corporate America's desire to cut costs and build efficiencies and shareholder value by considering its supplier base. This means that corporations are looking to do business with fewer vendors with greater capacity and geographic coverage. This is a trend that is accelerating and is creating great challenges for minority-owned businesses, which are typically small in size and geographic scope.

In short, MBE's must look to grow size and scope in order to be competitive in the modern economy.

One of the greatest obstacles to growth and a constant challenge to businesses of all backgrounds is the lack of access to capital. This problem is acute in the minority business community.

MBE's must consider the option of out-right merging together in order to create companies of size. This requires homework, trust, and great risktaking; but MBE's who remain stagnant in growth are taking greater risks by failing to seriously consider this option.

In 2003, Mr. Gill merged his MBE law firm into the largest MBE law firm in the country.

His advice for MBE firms, particularly mature MBE's (Mr. Gill's firm was over 20 years in business) is to immediately begin this process if it has not already begun. Fortunately we live in a time where there are a plethora of resources, in the forms of consultants, university classes, published books, and white papers, etc., which map out effective succession strategies.

Succession planning is what Stephen Covey would call a Quadrant 2 activity - Important, but not urgent. Ninety percent of the mature minority businesses surveyed had not engaged in any succession planning. That is a disturbing and telling statistic.

Build a solid business before pursing supplier diversity opportunities. Most minority business startups are simply not ready to meet these requirements.

IT is more advantageous to develop a business platform by doing business with smaller companies, until the experience and resources are earned to service a large corporate contract. The experience of building up the company to the requisite maturity level is invaluable, and it teaches the minority entrepreneur how to build a business, independent of supplier diversity channels.

For the MBE looking to grow its business, no option should be off the table.

Develop good, old-fashioned perseverance.

Business relationships take time to nurture, and great companies are never built overnight. Minority entrepreneurs live in the most exciting era of American history for business opportunities.

To succeed, you get to keep improving, keep growing, and keep going. Eventually, your hard work and tenacity will reap dividends.

In business, timing is everything.

Never quit. Never give up. Even when it seems that all doors are slammed in your face and no one responds to your calls and iniquiries, stay the course. That transformational opportunity is in front of you. Just keeping moving in the direction of your dreams one step at a time and never give up.

The minority myth says that minority business means lack of quality.

The truth is that corporations that desire to thrive in the twenty-first century must confront, expose the minority myth. Companies that continue in the myth are simply choosing to ignore reality.

Minority-owned companies are growing at four times the rate of the average Untied States firm and creating thousands of jobs annually. Corporations that see only social welfare opportunities in the foregoing statistics are sadly mistaken.

Since the publication of Tales My Grandma Told Me, in 2007, the nation's largest companies have not exceeded 3% of their combined corporate spend with minority-owned companies. Of the approximately 3,500 corporate members of the NMSCE, only 18 of those corporations belong to the Billion-Dollar Roundtable, a group of companies that spend in excess of $1 billion annually with minority-and women-owned companies.

Successful corporations must move from the minority myth to the minority mission, recognizing the latest potential of minority markets and therefore assigning mission critical status to minority business development programs. These programs build wealth in minority communities, which translates to bottomline profits for corporations that make the connection.

Far too many corporations use supplier diversity initiatives as window dressing. Beyond the platitudes and marketing fodder, there is very little commitment to the process of identifying and integrating diverse suppliers. These companies do more more harm than good by creating unrealistic expectations in MBE's who respond to their glossy invitations to do business.

World-class programs take time, so it may appear that these companies are insincere when, in fact, they are actually evolving. These companies are to be applauded for moving in the right direction.

According to the NNSDC, corporations that are committed to creating supplier diversity programs that are work should start with 6 key areas for development.

In 2012, The Billion Dollar Roundtable published the book "Billion Dollar Roundtrable Supplier Diversity Best Practices" which builds on the platform laid by the NMSDC.

The implementation of these policies spells the word: Commitment. Corporations must not only talk about supplier diversity, they must demonstrate commitment by their actions.

According to Diversity Inc. magazine, "successful supplier-diversity directors are passionate about their work. The best directors invest a lot of time in bringing together buyers and business-owners-a job that can't always be done between 9 a.m. and 5 p.m.

It is elementary that people make programs work.

Nothing speaks to commitment more than money. It is easy to discover what a company values by analyzing where it spends its hard-earned dollars.

In the first analysis, corporate insiders do not need to be experts on race relations. Ultimately, they should understand the color green - that supplier diversity translates to green for both their employers and themselves. Corporate executives may never understand brown, but when it comes to their own green, their learning curve will accelerate exponentially.

Corporate policy is set at the board level. It also follows tat corporate boards must be diversified to include members of minority groups and women.

Corporations must become proactive about recruiting diverse board members.

Good intentions without focus accomplish little.

Corporations must become strategic at the highest levels of management to uncover latent opportunities for minority business development.

One of the best resources for development in this area is the 36 NMSDC affiliate councils. These councils are home to the top minority businesses in the country.

Those at the table for the wrong reasons will falter. That is not minority business - just business.

Like all businesses, MBE's are seeking opportunities.

Take a look at any business magazine, and the messages are manifold. Corporations should establish a policy of straight forward communication with the minority business community, advising it of real opportunities and also of areas where opportunities do not exist. MBE's will appreciate the honesty if the information is honestly presented.

Mr. Gill's grandma taught him that everything happens for a reason-that there is an opportunity in every situation, good or bad. She would often say, "when one door is closed, another is opened."

Just across town, in downtown Chicago Luis Calderon was standing in side of Chicago Business Opportunity. He was looking inside a copy of Minority Business Digest, the glossy magazine that chronicled issues pertinent to minority-owned businesses in the United States.

Being Mexican he was sure that he met the "minority" part of the equation. Being the sole owner of his fledling public relations firm, he was equally sure that he had met the "business"side of the equation.

If he could attract even one percent of all the corporate attendees as clients.

Luis Cslderon hustled to conclude the telephone call: Today was the long-awaited informational meeting on AMCA minority certification.

Several Hispanics-Americans were featured, which made Luis especially proud.

There were ethnic minorities from several racial and cultural backgrounds.

Minority-owned businesses were welcomed, but not one cold force the corporate members to dance.

What was it Grandma once said? "Business is business, son. You got to give the people what they want. Quality and service at a fair price-end of story."

Back in Chicago, R. Clayton Hughes, CEO in the multibillion-dollar health and beauty giant Elegance Cosmetics, was fit to be tied.

The minority business would ask a lot of questions, get no real answers, and he and his colleagues would get made out to be insensitive bad guys.

First,the room was mostly filled with women. The second thing he noticed was the great diversity of ethnicity and shades in complexion, hair, and attire of the attendees. A strange thought entered his mind: This is what makes America great.

Mr. A. Wayne Gill is the Managing Partner and majority shareholder of Gill Law Firm, P.A., a law firm operating in multiple jurisdictions throughout the Southeast United States. His clientele includes leading multi-national companies, and he serves on the Board of Directors for the South Florida Minority Supplier Development Council. He is the recipient of numerous awards, including Macy's "Crystal Award" for Outstanding Minority Business Advocacy and Northwood University's Excellence in Entrepreneurship Award.

Thursday, November 29, 2012

Black Man In The CIA - Book Review

The material contained in this book has been reviewed by the CIA to prevent the disclosure of classified information. All statements of fact, opinion or analysis expressed are those of the author and do not reflect the official positions or views of the CIA or any other U.S. Government agency.

It has been said many times, behind a successful man is a woman. Mr. Osborne had two women in his life: Mrs. Rose Osborne his wife and Mrs. Ella Grisby Motley his mother.

The best thing that a mother can give to a child is love, encouragement, time and moral values. This is exactly what Ms. Ella did for her son and children.

Sometimes we think that people with wealth or numerous amount of funds are the ones that escalate in achievements but this is not the case with Mr. Osborne.

Now what is so amazing to me is that he went to work for the CIA one month before I was born. So I feel like I have part of history with me.

I thanked him for sending me his book.

Mr. Lutrell M. Osborne and Mrs. Ella Grisby were the first Black mother and son duo to work for the CIA.

Mr. Osborne became one of the Who’s Who in Black procurement minority business.

Mr. Osborne loves his country, the United States of America, and would do anything within his power to protect its interest. .........................

His work has covered five continents: Europe, South America, North America, Asia and Africa.

In 1984, Mr. Osborne quit the CIA after 26 years to become an entrepreneur working as an international food broker.

Mr. Osborne is an advocate for justice, righteousness and peace.

During these last 25 years, he has increased his core competency talents, knowing that he can lead both the Central Intelligence and the National Security Agencies (CIA & NSA). toward better solutions. He has developed a third core compentency leading the Small Business Administration (SBA). It is most exciting to Mr. Osborne when he shares his qualifications and watch people react when he asks them what part of his service or services they would like to hire or challenge.

His wife joined his venture, helping him make his life a success as a man, husband, father, productive citizen and spiritual being.

On September 12, 2001, just one day after the 9/11 Attack on the United States of America, Black Entertainment Television (BET) scheduled Mr. Osborne to appear on national television to discuss “The Attack on America.” He appeared with California’s Democrat Congresswoman, Maxine Waters, who is one of his favorite members of the House of Representatives.

While awaiting the twenty minute limousine ride to B.E.T. headquarters from his daughter’s Washington, D.C. home he considered his unique position. His childhood dreams came flowing back as if a curtain was going up on precious memories.

Mr. Osborne had wanted to become a “spy manager” since he was twelve years old. At the age of twelve he never imagined what his future would hold; he would become a pioneering CIA African-American spy manager, rising within the ranks from CIA clerical employee to Case Manager and mentoring others through the system.

Now, he was going to appear on national television, as an authority, to analyze the possible causes and aftermath of the nation’s most devasting national security breaches. The impact on the World Trade Center and Pentagon became metaphors for the deeper impact on society.

His mother enabled him to be born as Leutrell Michael Carlton Osborne, Sr., also known as “Mike” Osborne, inside the CIA for over 26 years.

His mother, Mrs. Ella Grisby Motley and his biological father, Mr. William Mason Osborne provided him the DNA for the confidence, characteristics and skills he needed to grow up in Washington, D.C. as a light skinned Black man. He did not meet his father until 1960 at the age of twenty-one. Two months before Mr.i Osborne was born his father and step-mother had a baby, his half-brother, William Osborne, Jr.

When he was christened in the Roman Catholic Church, the church named him Michael. His mother, formerly was a Methodist, and later converted to Catholicism before he was seven years old.

His mother was what some of us would call a strong “sista” mother who was very independent and a very nurturing mother.

His father was a mulatto, a hybrid of European and African descendant.

In 1946 his mother married a trumpeter, Frank Motley from Cheraw, South Carolina.

His mother and step-father had four children, two boys and two girls: Frank III, Victoria Lillian, Francine Hadaway and Thomas John.

In 1952 his mother was working at the CIA as an overt employee, a clerk in the National Photographic Intelligence Center.

His mother’s nurturing and guidance through his early years contributed to his character, personality and tenacity, creating a desire to make something out of himself before she died.

Ms. Grisby’s personality was shaped in such a way that she gave birth to children who helped changed the world’s perception of Black people, especially in the Intelligence Community.

In 1954 The Supreme Court decision impacted him directly by the opportunity to transfer from a Black High School, Dunbar, to a formerly all White D.C. High School, Roosevelt. Like many other blacks with high I.Q.’s he transferred to participate in D.C.’s grand experiment. To him that experiment never ended.

At Roosevelt High School he met his high school sweetheart. About eighteen months after they met, they were married; they eloped. They now have five children and eight grandchildren.

Mr. Osborne married his wife on September 9, 1957 and the CIA hired him on October 14, 1957. At the age of seventeen years of age he had two passions, Mrs. Rose and the CIA.

Later he discovered that two of his high school classmates were hired by the Agency. He was the only black. The others were a jewish male, Robert Anthony Kogok and a female, Helen Zirnite. Helen was helpful to him in securing an assignment in the Far Northern Country (FNC) in 1963.

They were some sort of Rainbow Coalition. Little did he know that the Civil Rights Movement was about to kick into high gear. Little did he know that he would, in his own way, overcome many of the disadvantages of cultural discrimination within the bowels of the government’s most enigmatic and culturally – biased institution. ..... The purpose of this book is to encourage others who are fearful to venture and seek employment in the Agency and other secret government organizations.

Blacks in the CIA were looked upon as “people at risk.” The CIA was no different than any other U.S. federal institution. He states when he arrived to the CIA in 1957 it was a “plantation.”

The top leadership in the Agency was non-Black, even though a few other Blacks like him was employed in the bowels of the Agency.

The Black CIA employees had much more freedom, independence and autonomy than most Black employed elsewhere in government. Now they did not make any decisions about anyone future.

When he would travel on public transportation to and from work, he would wait for the Agency shuttle bus at CIA headquarters on E. Street N.W. near the Department of State. They then rode the shuttle bus to the “temp” buildings.

CIA Director Allen Dulles’ chauffeured limousine would pass by him while he waited for the shuttle. He made it his business to look for his long black vehicle. As Dulles’ limousine passed CIA headquarters, he would often see him smoking his pipe and reading the morning newspaper.

His wife focused on being a wife and mother while he focused on executing steps in the CIA that would help him achieve his objective to become a spy manager.

He used his crypto capability to seek a position in the Office of Communications (OC). Knowing that one of the supervisors who was assigned in the DCANG had gained legitimate employment in the OC had inspired him.

So he went and asked for the assignment. To his surprise and dismay he was rejected. It had nothing to do with his qualifications. In 1960 the Office of Communications had a policy of not accepting “Negroes.” This action took him back to his high school days at Roosevelt High School with the run in he had with his biology teacher.

By 1959, he had acquired military and Agency security training. During this time the intelligence terms he had learned began changing.

In October 1963, he was assigned abroad to work as a CIA mail clerk in the FNC (Far Northern European Country).

All was well, except that when they arrived in their new home, President John F. Kennedy was assassinated and they didn’t know anything about it for the entire weekend. They were stunned like the rest of the world.

They were not watching television because it had not been converted to European standards. They did not have a radio for they did not have their household goods. .... He was able to continue his college education at the local university and was also deeply involved with social activities of the university’s Foreign Students Club.

Horacio Jones, another black from his high school in Washington, D.C., had secured an assignment to the U.S. Embassy in Oslo, Norway.

Mr. Osborne and his wife were excited when they had the opportunity to attend the Nobel Peace Prize honoring Dr. Martin Luther King, Jr., in Oslo, Norway on Friday, December 10, 1964. Horacio got the word early and engineered their attendance at both the Nobel Peace Prize ceremony and the official invitation-only reception given by Ambassador Madame Joy Tibbits in honor of Dr. King.

Being overseas meant he could not join in and experience first hand some of the major achievements of the Civil Rights Movement.

Mr. Osborne and his wife were able to talk personally with Dr. King and his wife since most of the diplomats and their spouses left early. In his opinion this ruined the reception and also denied Dr. King precious moments to bask in the social spotlight.

Dr. King was calm, cool and collected.

His conversation with Dr. King focused on the Civil Rights Movement, which was progressing back home in the USA.

Dr. King told him about his belief in “non-violence direct action,” a freedom fighting strategy initiated in the early 1900′s during the Indian Struggle for equality in Apartheid South Africa by Mahatma Gandhi, the humble, yet powerful leader.

Dr. King told him, he was disappointed with the white moderates because they talked a good game, but they attempted only weakly to be catalysts for change.

Dr. King told him that the Congress of Racial Equality (CORE) and the Student Nonviolent Coordinating Committee (SNCC). He explained there were battles among the leaders of the two Civil Rights groups. They fought for turf and were sometimes both bitter and friendly. Much of their activities focused on fund raising, for money is power.

In 1965 Mr. Osborne and his wife had a daughter born in the FNC in May 1965. Her name was Rose Anastasia and one day she was found dead in her crib at the age of eleven months.

Since I have never lost a child I honestly do not know how him and his wife felt. He has stated and my bigmother said when we lost my mother that it was nothing like losing a child.

They received sympathy and condolences from people near and far. U. S. Embassy personnel, U.S. and foreign diplomats and non-diplomats alike showered them with sympathy and condolences. The local Catholic parish was filled to the capacity for the funeral.Their baby brought them much warmth and happiness.

The autopsy revealed Rose Anastasia had an inoperable heart condition and a malformed artery. They shipped her home to Washington, D.C. for burial.

They were returning to Washington in 1966 from the Far Northern European Country. Mr. Osborne completed the CIA Career Training Program (CTP) in 1969 before he obtained his undergraduate degree from The American University, Washington, D.C. in 1971, his Bachelor of Science degree in Political Science.

Mr. Osborne avoided confrontation of CA intelligence operations during his service, he did re-examine them from the side lines because deep down he knew how Covert Action was being used and still is used, adversely affecting people of color. ...... Blacks at American University in 1970 were few in number but no outward signs of discrimination existed. The University would not allow him to register as a student in the Foreign Affairs Institute. He had to take courses in the Institute and earn his degree from the School of Political Science, with nine of his eleven courses in Latin American affairs.

Some years later, two of their daughters, De Lavay Cabrina Osborne and Monique Therese Osborne attended The American University. De Lavay, registered and received her degree from the same Institute that rejected her dad.

The CIA gave him and his family official orders and assigned them to the Latin American Country (LAC) from 1972 through 1974, after his supervisors received the word from Shackley.

The Latin American County (LAC) where Mr. Osborne went was considered by many to be a “safe” place to send black case officers.

During the first year, Mr. Osborne accomplished a very significant task in that he recruited an intelligence officer of a third world country to work for the CIA.

Mr. Osborne was the first Black Case Officer to prepare and have the Agency disseminate a finished intelligence report derived from a technical source rather than a human source.

The CIA changed from a segregated government organization to one that overcame traditional cultural and ethnic biases.

Mr. Osborne was named to the EEO (Equal Employment Opportunity) Advisory Panel and quickly determined that Colby was in this for real.

Mr. Osborne was an advisor to former President Bush’s father at the CIA, and he thanked him for his “great support of him” and his predecessor, William Colby.

Many of the personnel in the CIA are not undercover so their names can safely appear in public documents identifying them as CIA employees without causing any difficulty; Ms. Sharon Parish is one such individual.

Mr. Osborne reconnected with the Directorate of Operations and desegregrated the management in the Near East and Asia (NEA) Division which for the first time enabled him to work Arab countries and adversaries within a few short weeks after Professor Clemon and he had talked.

The CIA assigned Mr. Osborne to the Libyan Branch as Chief Counter Intelligence for Libya. He had to collect information and develop a secret report on Gaddifi at the request of the White House. There were some serious mistakes made by the division. It seemed clear that he was being set up to take “the fall.”

His goals were shifting and he wanted to try his hand at doing business and becoming an international entrepreneur.

It turned out that Mr. Osborne was the first black professional to be assigned to Libya and no one ever with his skills had been assigned in the Libya Station where the show was Covert Action versus Counter Intelligence. He muscled his way into the assignment Libya.

He has good news for everyone when we claim the Spirit of God, we do not lack anything.

He often talks with their five adult children and eight grandchildren about relationships, given his belief we are embodied as a human.

He shares it is up to us to achieve our genuine Spiritual Gifts, Heart, Abilities, Personality and Experiences (SHAPE) given us before we were born. Rick Warren’s writings have significantly influenced him and he accepts that before he was born that his Higher Power and his SHAPE were predetermined.