Rendon lives in a multimillion-dollar home in Washington's exclusive Kalorama neighborhood. A few doors down from Rendon is the home of former Defense Secretary Robert S. McNamara; just around the corner lives current Defense Secretary Donald Rumsfeld. At fifty-six, Rendon wears owlish glasses and combs his thick mane of silver-gray hair to the side, Kennedy-style. He heads to work each morning clad in a custom-made shirt with his monogram on the right cuff and a sharply tailored blue blazer that hangs loose around his bulky frame. By the time he pulls up to the Rendon Group's headquarters near Dupont Circle, he has already racked up a handsome fee for the morning's work: According to federal records, Rendon charges the CIA and the Pentagon $311.26 an hour for his services.
Rendon is one of the most influential of the private contractors in Washington who are increasingly taking over jobs long reserved for highly trained CIA employees. In recent years, spies-for-hire have begun to replace regional desk officers, who control clandestine operations around the world; watch officers at the agency's twenty-four-hour crisis center; analysts, who sift through reams of intelligence data; and even counterintelligence officers in the field, who oversee meetings between agents and their recruited spies. According to one senior administration official involved in intelligence-budget decisions, half of the CIA's work is now performed by private contractors -- people completely unaccountable to Congress. Another senior budget official acknowledges privately that lawmakers have no idea how many rent-a-spies the CIA currently employs -- or how much unchecked power they enjoy.
Unlike many newcomers to the field, however, Rendon is a battle-tested veteran who has been secretly involved in nearly every American shooting conflict in the past two decades. In the first interview he has granted in decades, Rendon offered a peek through the keyhole of this seldom-seen world of corporate spooks -- a rarefied but growing profession. Over a dinner of lamb chops and a bottle of Chateauneuf du Pape at a private Washington club, Rendon was guarded about the details of his clandestine work -- but he boasted openly of the sweep and importance of his firm's efforts as a for-profit spy. "We've worked in ninety-one countries," he said. "Going all the way back to Panama, we've been involved in every war, with the exception of Somalia."
It is an unusual career twist for someone who entered politics as an opponent of the Vietnam War. The son of a stockbroker, Rendon grew up in New Jersey and stumped for McGovern before graduating from Northeastern University. "I was the youngest state coordinator," he recalls. "I had Maine. They told me that I understood politics -- which was a stretch, being so young." Rendon, who went on to serve as executive director of the Democratic National Committee, quickly mastered the combination of political skulduggery and media manipulation that would become his hallmark. In 1980, as the manager of Jimmy Carter's troops at the national convention in New York, he was sitting alone in the bleachers at Madison Square Garden when a reporter for ABC News approached him. "They actually did a little piece about the man behind the curtain," Rendon says. "A Wizard of Oz thing." It was a role he would end up playing for the rest of his life.
After Carter lost the election and the hard-right Reagan revolutionaries came to power in 1981, Rendon went into business with his younger brother Rick. "Everybody started consulting," he recalls. "We started consulting." They helped elect John Kerry to the Senate in 1984 and worked for the AFL-CIO to mobilize the union vote for Walter Mondale's presidential campaign. Among the items Rendon produced was a training manual for union organizers to operate as political activists on behalf of Mondale. To keep the operation quiet, Rendon stamped CONFIDENTIAL on the cover of each of the blue plastic notebooks. It was a penchant for secrecy that would soon pervade all of his consulting deals.
To a large degree, the Rendon Group is a family affair. Rendon's wife, Sandra Libby, handles the books as chief financial officer and "senior communications strategist." Rendon's brother Rick serves as senior partner and runs the company's Boston office, producing public-service announcements for the Whale Conservation Institute and coordinating Empower Peace, a campaign that brings young people in the Middle East in contact with American kids through video-conferencing technology. But the bulk of the company's business is decidedly less liberal and peace oriented. Rendon's first experience in the intelligence world, in fact, came courtesy of the Republicans. "Panama," he says, "brought us into the national-security environment."
In 1989, shortly after his election, President George H.W. Bush signed a highly secret "finding" authorizing the CIA to funnel $10 million to opposition forces in Panama to overthrow Gen. Manuel Noriega. Reluctant to involve agency personnel directly, the CIA turned to the Rendon Group. Rendon's job was to work behind the scenes, using a variety of campaign and psychological techniques to put the CIA's choice, Guillermo Endara, into the presidential palace. Cash from the agency, laundered through various bank accounts and front organizations, would end up in Endara's hands, who would then pay Rendon.
A heavyset, fifty-three-year-old corporate attorney with little political experience, Endara was running against Noriega's handpicked choice, Carlos Duque. With Rendon's help, Endara beat Duque decisively at the polls -- but Noriega simply named himself "Maximum Leader" and declared the election null and void. The Bush administration then decided to remove Noriega by force -- and Rendon's job shifted from generating local support for a national election to building international support for regime change. Within days he had found the ultimate propaganda tool.
At the end of a rally in support of Endara, a band of Noriega's Dignity Battalion -- nicknamed "Dig Bats" and called "Doberman thugs" by Bush -- attacked the crowd with wooden planks, metal pipes and guns. Gang members grabbed the bodyguard of Guillermo Ford, one of Endara's vice-presidential candidates, pushed him against a car, shoved a gun in his mouth and pulled the trigger. With cameras snapping, the Dig Bats turned on Ford, batting his head with a spike-tipped metal rod and pounding him with heavy clubs, turning his white guayabera bright red with blood -- his own, and that of his dead bodyguard.
Within hours, Rendon made sure the photos reached every newsroom in the world. The next week an image of the violence made the cover of Time magazine with the caption POLITICS PANAMA STYLE: NORIEGA BLUDGEONS HIS OPPOSITION, AND THE U.S. TURNS UP THE HEAT. To further boost international support for Endara, Rendon escorted Ford on a tour of Europe to meet British Prime Minister Margaret Thatcher, the Italian prime minister and even the pope. In December 1989, when Bush decided to invade Panama, Rendon and several of his employees were on one of the first military jets headed to Panama City.
"I arrived fifteen minutes before it started," Rendon recalls. "My first impression is having the pilot in the plane turn around and say, 'Excuse me, sir, but if you look off to the left you'll see the attack aircraft circling before they land.' Then I remember this major saying, 'Excuse me, sir, but do you know what the air-defense capability of Panama is at the moment?' I leaned into the cockpit and said, 'Look, major, I hope by now that's no longer an issue.'"
Moments later, Rendon's plane landed at Howard Air Force Base in Panama. "I needed to get to Fort Clayton, which was where the president was," he says. "I was choppered over -- and we took some rounds on the way." There, on a U.S. military base surrounded by 24,000 U.S. troops, heavy tanks and Combat Talon AC-130 gunships, Rendon's client, Endara, was at last sworn in as president of Panama.
"I wrote a memo about what the Kuwaitis were going to face, and I based it on our experience in Panama and the experience of the Free French operation in World War II," Rendon says. "This was something that they needed to see and hear, and that was my whole intent. Go over, tell the Kuwaitis, 'Here's what you've got -- here's some observations, here's some recommendations, live long and prosper.'"
Back in Washington, Rendon immediately called Hamilton Jordan, the former chief of staff to President Carter and an old friend from his Democratic Party days. "He put me in touch with the Saudis, the Saudis put me in touch with the Kuwaitis and then I went over and had a meeting with the Kuwaitis," Rendon recalls. "And by the time I landed back in the United States, I got a phone call saying, 'Can you come back? We want you to do what's in the memo.'"
What the Kuwaitis wanted was help in selling a war of liberation to the American government -- and the American public. Rendon proposed a massive "perception management" campaign designed to convince the world of the need to join forces to rescue Kuwait. The Kuwaiti government in exile agreed to pay Rendon $100,000 a month for his assistance.
To coordinate the operation, Rendon opened an office in London. Once the Gulf War began, he remained extremely busy trying to prevent the American press from reporting on the dark side of the Kuwaiti government, an autocratic oil-tocracy ruled by a family of wealthy sheiks. When newspapers began reporting that many Kuwaitis were actually living it up in nightclubs in Cairo as Americans were dying in the Kuwaiti sand, the Rendon Group quickly counterattacked. Almost instantly, a wave of articles began appearing telling the story of grateful Kuwaitis mailing 20,000 personally signed valentines to American troops on the front lines, all arranged by Rendon.
Rendon also set up an elaborate television and radio network, and developed programming that was beamed into Kuwait from Taif, Saudi Arabia. "It was important that the Kuwaitis in occupied Kuwait understood that the rest of the world was doing something," he says. Each night, Rendon's troops in London produced a script and sent it via microwave to Taif, ensuring that the "news" beamed into Kuwait reflected a sufficiently pro-American line.
When it comes to staging a war, few things are left to chance. After Iraq withdrew from Kuwait, it was Rendon's responsibility to make the victory march look like the flag-waving liberation of France after World War II. "Did you ever stop to wonder," he later remarked, "how the people of Kuwait City, after being held hostage for seven long and painful months, were able to get hand-held American -- and, for that matter, the flags of other coalition countries?" After a pause, he added, "Well, you now know the answer. That was one of my jobs then."
Although his work is highly secret, Rendon insists he deals only in "timely, truthful and accurate information." His job, he says, is to counter false perceptions that the news media perpetuate because they consider it "more important to be first than to be right." In modern warfare, he believes, the outcome depends largely on the public's perception of the war -- whether it is winnable, whether it is worth the cost. "We are being haunted and stalked by the difference between perception and reality," he says. "Because the lines are divergent, this difference between perception and reality is one of the greatest strategic communications challenges of war."
By the time the Gulf War came to a close in 1991, the Rendon Group was firmly established as Washington's leading salesman for regime change. But Rendon's new assignment went beyond simply manipulating the media. After the war ended, the Top Secret order signed by President Bush to oust Hussein included a rare "lethal finding" -- meaning deadly action could be taken if necessary. Under contract to the CIA, Rendon was charged with helping to create a dissident force with the avowed purpose of violently overthrowing the entire Iraqi government. It is an undertaking that Rendon still considers too classified to discuss. "That's where we're wandering into places I'm not going to talk about," he says. "If you take an oath, it should mean something."
Thomas Twetten, the CIA's former deputy of operations, credits Rendon with virtually creating the INC. "The INC was clueless," he once observed. "They needed a lot of help and didn't know where to start. That is why Rendon was brought in." Acting as the group's senior adviser and aided by truckloads of CIA dollars, Rendon pulled together a wide spectrum of Iraqi dissidents and sponsored a conference in Vienna to organize them into an umbrella organization, which he dubbed the Iraqi National Congress. Then, as in Panama, his assignment was to help oust a brutal dictator and replace him with someone chosen by the CIA. "The reason they got the contract was because of what they had done in Panama -- so they were known," recalls Whitley Bruner, former chief of the CIA's station in Baghdad. This time the target was Iraqi President Saddam Hussein and the agency's successor of choice was Ahmad Chalabi, a crafty, avuncular Iraqi exile beloved by Washington's neoconservatives.
Chalabi was a curious choice to lead a rebellion. In 1992, he was convicted in Jordan of making false statements and embezzling $230 million from his own bank, for which he was sentenced in absentia to twenty-two years of hard labor. But the only credential that mattered was his politics. "From day one," Rendon says, "Chalabi was very clear that his biggest interest was to rid Iraq of Saddam." Bruner, who dealt with Chalabi and Rendon in London in 1991, puts it even more bluntly. "Chalabi's primary focus," he said later, "was to drag us into a war."
The key element of Rendon's INC operation was a worldwide media blitz designed to turn Hussein, a once dangerous but now contained regional leader, into the greatest threat to world peace. Each month, $326,000 was passed from the CIA to the Rendon Group and the INC via various front organizations. Rendon profited handsomely, receiving a "management fee" of ten percent above what it spent on the project. According to some reports, the company made nearly $100 million on the contract during the five years following the Gulf War.
Rendon made considerable headway with the INC, but following the group's failed coup attempt against Saddam in 1996, the CIA lost confidence in Chalabi and cut off his monthly paycheck. But Chalabi and Rendon simply switched sides, moving over to the Pentagon, and the money continued to flow. "The Rendon Group is not in great odor in Langley these days," notes Bruner. "Their contracts are much more with the Defense Department."
Rendon's influence rose considerably in Washington after the terrorist attacks of September 11th. In a single stroke, Osama bin Laden altered the world's perception of reality -- and in an age of nonstop information, whoever controls perception wins. What Bush needed to fight the War on Terror was a skilled information warrior -- and Rendon was widely acknowledged as the best. "The events of 11 September 2001 changed everything, not least of which was the administration's outlook concerning strategic influence," notes one Army report. "Faced with direct evidence that many people around the world actively hated the United States, Bush began taking action to more effectively explain U.S. policy overseas. Initially the White House and DoD turned to the Rendon Group."
Three weeks after the September 11th attacks, according to documents obtained from defense sources, the Pentagon awarded a large contract to the Rendon Group. Around the same time, Pentagon officials also set up a highly secret organization called the Office of Strategic Influence. Part of the OSI's mission was to conduct covert disinformation and deception operations -- planting false news items in the media and hiding their origins. "It's sometimes valuable from a military standpoint to be able to engage in deception with respect to future anticipated plans," Vice President Dick Cheney said in explaining the operation. Even the military's top brass found the clandestine unit unnerving. "When I get their briefings, it's scary," a senior official said at the time.
In February 2002, The New York Times reported that the Pentagon had hired Rendon "to help the new office," a charge Rendon denies. "We had nothing to do with that," he says. "We were not in their reporting chain. We were reporting directly to the J-3" -- the head of operations at the Joint Chiefs of Staff. Following the leak, Rumsfeld was forced to shut down the organization. But much of the office's operations were apparently shifted to another unit, deeper in the Pentagon's bureaucracy, called the Information Operations Task Force, and Rendon was closely connected to this group. "Greg Newbold was the J-3 at the time, and we reported to him through the IOTF," Rendon says.
According to the Pentagon documents, the Rendon Group played a major role in the IOTF. The company was charged with creating an "Information War Room" to monitor worldwide news reports at lightning speed and respond almost instantly with counterpropaganda. A key weapon, according to the documents, was Rendon's "proprietary state-of-the-art news-wire collection system called 'Livewire,' which takes real-time news-wire reports, as they are filed, before they are on the Internet, before CNN can read them on the air and twenty-four hours before they appear in the morning newspapers, and sorts them by keyword. The system provides the most current real-time access to news and information available to private or public organizations."
The secret targeting of foreign journalists may have had a sinister purpose. Among the missions proposed for the Pentagon's Office of Strategic Influence was one to "coerce" foreign journalists and plant false information overseas. Secret briefing papers also said the office should find ways to "punish" those who convey the "wrong message." One senior officer told CNN that the plan would "formalize government deception, dishonesty and misinformation."
According to the Pentagon documents, Rendon would use his media analysis to conduct a worldwide propaganda campaign, deploying teams of information warriors to allied nations to assist them "in developing and delivering specific messages to the local population, combatants, front-line states, the media and the international community." Among the places Rendon's info-war teams would be sent were Jakarta, Indonesia; Islamabad, Pakistan; Riyadh, Saudi Arabia; Cairo; Ankara, Turkey; and Tashkent, Uzbekistan. The teams would produce and script television news segments "built around themes and story lines supportive of U.S. policy objectives."
Rendon was also charged with engaging in "military deception" online -- an activity once assigned to the OSI. The company was contracted to monitor Internet chat rooms in both English and Arabic -- and "participate in these chat rooms when/if tasked." Rendon would also create a Web site "with regular news summaries and feature articles. Targeted at the global public, in English and at least four (4) additional languages, this activity also will include an extensive e-mail push operation." These techniques are commonly used to plant a variety of propaganda, including false information.
Still another newly formed propaganda operation in which Rendon played a major part was the Office of Global Communications, which operated out of the White House and was charged with spreading the administration's message on the War in Iraq. Every morning at 9:30, Rendon took part in the White House OGC conference call, where officials would discuss the theme of the day and who would deliver it. The office also worked closely with the White House Iraq Group, whose high-level members, including recently indicted Cheney chief of staff Lewis Libby, were responsible for selling the war to the American public.
Never before in history had such an extensive secret network been established to shape the entire world's perception of a war. "It was not just bad intelligence -- it was an orchestrated effort," says Sam Gardner, a retired Air Force colonel who has taught strategy and military operations at the National War College. "It began before the war, was a major effort during the war and continues as post-conflict distortions."
In the first weeks following the September 11th attacks, Rendon operated at a frantic pitch. "In the early stages it was fielding every ground ball that was coming, because nobody was sure if we were ever going to be attacked again," he says. "It was 'What do you know about this, what do you know about that, what else can you get, can you talk to somebody over here?' We functioned twenty-four hours a day. We maintained situational awareness, in military terms, on all things related to terrorism. We were doing 195 newspapers and 43 countries in fourteen or fifteen languages. If you do this correctly, I can tell you what's on the evening news tonight in a country before it happens. I can give you, as a policymaker, a six-hour break on how you can affect what's going to be on the news. They'll take that in a heartbeat."
The Bush administration took everything Rendon had to offer. Between 2000 and 2004, Pentagon documents show, the Rendon Group received at least thirty-five contracts with the Defense Department, worth a total of $50 million to $100 million.
The mourners genuflected, made the sign of the cross and took their seats along the hard, shiny pews of Our Lady of Victories Catholic Church. It was April 2nd, 2003 -- the start of fall in the small Australian town of Glenelg, an aging beach resort of white Victorian homes and soft, blond sand on Holdback Bay. Rendon had flown halfway around the world to join nearly 600 friends and family who were gathered to say farewell to a local son and amateur football champ, Paul Moran. Three days into the invasion of Iraq, the freelance journalist and Rendon employee had become the first member of the media to be killed in the war -- a war he had covertly helped to start.
Moran had lived a double life, filing reports for the Australian Broadcasting Corp. and other news organizations, while at other times operating as a clandestine agent for Rendon, enjoying what his family calls his "James Bond lifestyle." Moran had trained Iraqi opposition forces in photographic espionage, showing them how to covertly document Iraqi military activities, and had produced pro-war announcements for the Pentagon. "He worked for the Rendon Group in London," says his mother, Kathleen. "They just send people all over the world -- where there are wars."
Moran was covering the Iraq invasion for ABC, filming at a Kurdish-controlled checkpoint in the city of Sulaymaniyah, when a car driven by a suicide bomber blew up next to him. "I saw the car in a kind of slow-motion disintegrate," recalls Eric Campbell, a correspondent who was filming with Moran. "A soldier handed me a passport, which was charred. That's when I knew Paul was dead."
As the Mass ended and Moran's Australian-flag-draped coffin passed by the mourners, Rendon lifted his right arm and saluted. He refused to discuss Moran's role in the company, saying only that "Paul worked for us on a number of projects." But on the long flight back to Washington, across more than a dozen time zones, Rendon outlined his feelings in an e-mail: "The day did begin with dark and ominous clouds much befitting the emotions we all felt -- sadness and anger at the senseless violence that claimed our comrade Paul Moran ten short days ago and many decades of emotion ago."
The Rendon Group also organized a memorial service in London, where Moran first went to work for the company in 1990. Held at Home House, a private club in Portman Square where Moran often stayed while visiting the city, the event was set among photographs of Moran in various locations around the Middle East. Zaab Sethna, who organized the al-Haideri media exclusive in Thailand for Moran and Judith Miller, gave a touching tribute to his former colleague. "I think that on both a personal and professional level Paul was deeply admired and loved by the people at the Rendon Group," Sethna later said.
Although Moran was gone, the falsified story about weapons of mass destruction that he and Sethna had broadcast around the world lived on. Seven months earlier, as President Bush was about to argue his case for war before the U.N., the White House had given prominent billing to al-Haideri's fabricated charges. In a report ironically titled "Iraq: Denial and Deception," the administration referred to al-Haideri by name and detailed his allegations -- even though the CIA had already determined them to be lies. The report was placed on the White House Web site on September 12th, 2002, and remains there today. One version of the report even credits Miller's article for the information.
Miller also continued to promote al-Haideri's tale of Saddam's villainy. In January 2003, more than a year after her first article appeared, Miller again reported that Pentagon "intelligence officials" were telling her that "some of the most valuable information has come from Adnan Ihsan Saeed al-Haideri." His interviews with the Defense Intelligence Agency, Miller added, "ultimately resulted in dozens of highly credible reports on Iraqi weapons-related activity and purchases, officials said."
Finally, in early 2004, more than two years after he made the dramatic allegations to Miller and Moran about Saddam's weapons of mass destruction, al-Haideri was taken back to Iraq by the CIA's Iraq Survey Group. On a wide-ranging trip through Baghdad and other key locations, al-Haideri was given the opportunity to point out exactly where Saddam's stockpiles were hidden, confirming the charges that had helped to start a war.
In the end, he could not identify a single site where illegal weapons were buried.
As the war in Iraq has spiraled out of control, the Bush administration's covert propaganda campaign has intensified. According to a secret Pentagon report personally approved by Rumsfeld in October 2003 and obtained by Rolling Stone, the Strategic Command is authorized to engage in "military deception" -- defined as "presenting false information, images or statements." The seventy-four-page document, titled "Information Operations Roadmap," also calls for psychological operations to be launched over radio, television, cell phones and "emerging technologies" such as the Internet. In addition to being classified secret, the road map is also stamped noforn, meaning it cannot be shared even with our allies.
As the acknowledged general of such propaganda warfare, Rendon insists that the work he does is for the good of all Americans. "For us, it's a question of patriotism," he says. "It's not a question of politics, and that's an important distinction. I feel very strongly about that personally. If brave men and women are going to be put in harm's way, they deserve support." But in Iraq, American troops and Iraqi civilians were put in harm's way, in large part, by the false information spread by Rendon and the men he trained in information warfare. And given the rapid growth of what is known as the "security-intelligence complex" in Washington, covert perception managers are likely to play an increasingly influential role in the wars of the future.
Indeed, Rendon is already thinking ahead. Last year, he attended a conference on information operations in London, where he offered an assessment on the Pentagon's efforts to manipulate the media. According to those present, Rendon applauded the practice of embedding journalists with American forces. "He said the embedded idea was great," says an Air Force colonel who attended the talk. "It worked as they had found in the test. It was the war version of reality television, and for the most part they did not lose control of the story." But Rendon also cautioned that individual news organizations were often able to "take control of the story," shaping the news before the Pentagon asserted its spin on the day's events.
"We lost control of the context," Rendon warned. "That has to be fixed for the next war."
James Bamford is the best-selling author of "A Pretext for War: 9/11, Iraq, and the Abuse of America's Intelligence Agencies" (2004) and "Body of Secrets: Anatomy of the Ultra-Secret National Security Agency" (2001). This is his first article for Rolling Stone.
NOTE: This story has been updated to make two clarifications to the original, published version
Response by the Rendon Group
For the record, the Rendon Group (TRG) had no role whatsoever in making the case for the Iraq war, here at home or internationally. Mr. Bamford's contention to the contrary is flatly untrue.
TRG reviews open source media reports for the Department of Defense and analyzes and charts positive and negative trends very much the same way public opinion researchers analyze polling data. Unable to find facts that support his thesis, Mr. Bamford relies on false information and mischaracterization to create his story.
Some of the many mistakes in the article include:
1. Mr. Bamford states "Judy Miller's front-page story, which hit the stands on December 20th, 2001 was exactly the kind of exposure Rendon had been hired to provide." This is false. The Rendon Group does not produce or disseminate false information and has no connection at all with Judith Miller's work.
2. Mr. Bamford incorrectly writes that TRG worked for the controversial Defense Department Office of Strategic Influence. The former director of that office himself has publicly confirmed in the Chicago Tribune that the Rendon Group had nothing to do with the Office of Strategic Influence as Mr. Bamford falsely asserts.
3. Mr. Bamford incorrectly reports that the Kuwait Government worked through Citizens for a Free Kuwait to hire The Rendon Group. The Rendon Group had a contract directly with the Government of Kuwait, had no association with Citizens for a Free Kuwait and had no association with their activities.
4. Mr. Bamford absurdly characterizes the late Paul Moran as an "agent" of the Rendon Group. In fact, Mr. Moran was a journalist tragically killed while reporting for the Australian Broadcasting Corporation. While we are proud to acknowledge that Mr. Moran, a gifted freelance cameraman, provided video services to TRG (and many other clients), he had not done any TRG work for years prior to the events described by Mr. Bamford.
5. Mr. Bamford incorrectly states that TRG participated in on-line chat-rooms in Arabic or English or helped clients do that. TRG as a PR company specializing in international media analysis tracks on-line media as part of its core competency but has never participated in any chat rooms.
6. Mr. Bamford states that Mr. Rendon "rises at 3 a.m. each morning ...and begins ingesting information... an assortment of government documents, many of them available only to those with the highest security clearance." Mr. Rendon does not have access to classified material in his home or via Internet, and his limited access to such material is no different from that of thousands of other DoD contractors who work for the US government.
7. Mr. Bamford quotes from a publicly available contract document, which indicated that TRG would "identify the biases of specific journalists and potentially obtain an understanding of their allegiances, including the possibility of specific relationships and sponsorships." Tracking media and journalist dynamics is undertaken by every PR firm, marketing agency and business intelligence company in today's wired world - this is commercial grade media analysis, not "secret targeting of journalists that may have a sinister purpose."
8. Mr. Bamford implies throughout the article that TRG's fees are excessive. TRG's contracts with the US Government are priced according to the GSA-approved billing rates, which are often substantially discounted when compared to corporate rates. A review of published figures regarding US Government contractors will show that TRG's rates are in line with industry standards.
Finally, Bamford implies that the location of his interview with Mr. Rendon, the menu and the expensive French wine were all of Mr. Rendon's choosing. Readers of Rolling Stone should know that Mr. Rendon was an invited guest to Mr. Bamford's elite Washington club described in the story and that Mr. Bamford ordered the French wine and lamb chops. Mr. Rendon had seafood.
The Rendon Group
James Bamford Replies:
The INC had a single purpose: the forceful removal of Saddam Hussein and his government from power and the installation of a government run by Chalabi. To achieve this goal, Chalabi spent more than a decade attempting to hard-sell senior US officials on the idea of launching a war against Iraq - finally succeeding in 2003. As Whitley Bruner, the former CIA station chief in Baghdad, said: "Chalabi's primary focus was to drag us into a war." He added, "Absolutely, that was his goal and he succeeded." John Rendon also told me: "From day one, Chalabi was very clear that his biggest interest was to rid Iraq of Saddam."
It was the Rendon Group that created the INC, helped install Chalabi as its leader, and funded the organization with money supplied by the CIA. John Rendon told me that he himself acted as the "senior advisor" to the group. The job of the Rendon Group was to use "perception management" techniques -- propaganda -- to help put Chalabi in as president of Iraq, the same way they used propaganda to help put Guillermo Endara into the presidential palace in Panama a few months earlier. Again, to quote the CIA's Whitley Bruner, "The reason they got the contract was because of what they had done in Panama."
Another CIA official who worked extensively in Iraq with Chalabi and the INC, Robert Baer, was even more blunt. In 2003 he said: "John Rendon has an enormous contract with the Pentagon until today. He's got easy access, go to the Pentagon any time he wants. He was responsible for selling this war and selling the peace if you like." Baer added, "They are all over the war. Every time you talk to anybody in the government, that's had conference calls on the Iraq war, they tell me that Rendon is on the conference calls that involve all the government agencies involved in the war."
As to the other "mistakes" alleged by the Rendon Group, let me address each individually:
1. I never claimed the Rendon Group was either connected with Judith Miller or deliberately disseminated false information. What I said was that the Rendon Group was hired to provide publicity favorable to Chalabi and his INC and to help them demonize Saddam Hussein around the world. The Rendon Group even created a road show that traveled around Europe hawking the evils of Saddam's regime.
2. Another false accusation. I state clearly in the article that it was The New York Times that made the allegation about the Office of Strategic Influence, and that it was "a charge Rendon denies. 'We had nothing to do with that,' he says."
3. I am happy to accept this correction -- that Rendon worked directly with the government of Kuwait -- and I regret the error.
4. It is clear that Paul Moran alternated between worlds -- working off and on for the Rendon Group, which specializes in highly secret activities, including propaganda and "perception management" on behalf of the CIA, the Pentagon and the INC; and at other times working for the Australian Broadcasting Corporation and other legitimate news organizations as a freelance journalist -- reporter as well as photojournalist. According to the June 25th, 2003 issue of Australia's highly respected The Bulletin, the country's longest-running news magazine and part of the American Newsweek:
"Two close friends and two of Moran's brothers sat down with an Adelaide journalist the day after the funeral. They drank coffee and reminisced about their friend . . . one of the friends mentioned that Moran worked for a "shadowy" company. Shadowy company, wondered the journalist. Whatever could you mean? The friend mentioned a name: the Rendon Group. He talked of Moran's involvement in helping an Iraqi defector escape and Moran's work with the INC. Moran, he said, had helped mobilise a popular uprising against Saddam Hussein's regime and trained dissidents in the use of hidden cameras. There were the renowned "Paul Moran channels" -- he seemed able to contact important people with little bother -- and the "James Bond lifestyle." In short, Moran had spent a decade, on and off, trying to destabilise Saddam Hussein's regime for a company hired by both the CIA and Pentagon." In addition, Zaab Sethna, who worked for both the Rendon Group and the INC, told an Australian television audience in 2003: "They continued to use Paul for projects . . .The Rendon group would hire Paul. He continued to work with the Rendon group over the years."
5. As I stated, the Pentagon's contract with the Rendon Group called for the company to monitor Internet chat rooms in both English and Arabic -- and "participate in these chat rooms when/if tasked." The words in quotation are the Pentagon's, not mine, so if the Rendon Group has a problem with that language I suggest they discuss it with the Pentagon.
6. I am happy to accept that Mr. Rendon waits until he gets into his office to read his classified documents. But there are few, if any, other PR companies cleared to "research and analyze information classified Top Secret/SCI/SI/TK/G/HCS," as his Pentagon contract states.
7. I appreciate the Rendon Group's modesty, but "every PR firm" is not cleared for Top Secret/SCI/SI/TK/G/HCS information, does not work for the CIA, doesn't have a history of helping to overthrow foreign governments, and is not targeted against an Arabic news organization accused of helping America's enemy during a war.
8. Throughout the entire article, I never once implied that the Rendon Group's fees were excessive. I simply stated how much they are according to documents I obtained. I am happy to let the public make its own judgment as to whether Mr. Rendon's fee of $311.26 per hour ($12,450.40 per week) is excessive for PR advice.
Finally, I never implied "that the location of his interview with Mr. Rendon, the menu and the expensive French wine were all of Mr. Rendon's choosing." It is a common practice for journalists to pay for a meal when asking someone out to dinner for a long interview. The wine was actually one in the middle price range on the menu and the choice of the club was largely for Mr. Rendon's privacy, not mine. According to the receipt, Mr. Rendon ordered "sate lamb chops" -- I never eat lamb chops. And just for the record, I also paid for Mr. Rendon's apple tart dessert and his coffee -- decaf black.
Posted Nov 23, 2005 4:39 PM