From the Epilogue of Col. Prouty's book

With these examples I believe we have taken a good look at the plot to assassinate President John F. Kennedy and the atmosphere in which such planning took place. You can easily visualize a businessman's club in downtown Washington, New York, London, Frankfurt, Tokyo, or Toronto. A group of senior members have gathered after lunch for a third martini. One of them mentions that a director of his company had called that morning to say that Kennedy's denial of the TFX procurement contract to the Boeing Company had hit his company, a major subcontractor, very hard. This struck a nerve of one of the other members, who reported that Roz Gilpatric, who works with that "goddamn" McNamara, had been telling the banders things were going to change. They could no longer count on the practices that had feathered their nests for so many years.

Another member took a quick sip of his martini and said "I had a call from one of our bankers in the City early this morning. He wanted to know how we were doing and was it true that Kennedy was going to take all Americans out of Vietnam. By God, we can't have that. We've just sold McNamara of that electronic battlefield. It will be worth about one and one-half billion to us. That'll go down the drain."

An elderly member, who used to visit the Dulles family in their summer home on Henderson Bay, leaned over toward the center of that small group and almost in a whisper said that his boys had just completed a ten-year war in Vietnam. The total was in the thousands, and the cost ran into the billions of dollars. Then he looked around the group of old cronies and snarled, "That goddamn Kennedy bastard has been working all summer with some of Old Joe's Irish Mafia and his favorite generals and they are planning every which way to get us out of Vietnam. This can't happen. He's got to go. Right now he's a sure thing for reelection and then there is Bobby and after him Teddy. I tell you that Kennedy has got to go."

On the perimeter of that intense group sat a younger man quietly attentive to every word and watching every move. Just then, as the speaker finished his words, he saw a wink in the eye of a senior member. He rose quietly and walked to a position behind his chair. That member turned and whispered a few words. They were all that he needed to hear, "In the fall, somewhere in the south. Find a way to get as many key people out of the city as possible. It's all up to you."

There was the decision. It had been the result of a consensus of not that one meeting, but of many. This meeting was the climax. This man was a skilled professional. He knew the codes, how to use them and who to call. He knew exactly how to set the train of events into operation. He knew then that his biggest job would be to put a small cadre of the men in the world at work right away on the cover story and on the deception plan.

He would handle the call to the agent for the "mechanics" who operated from a foreign country, and he would begin the moves that would result in the ever-normal selection of the site. He would have to speak to no more than three others, and they would not know him except by an exquisite code. It was his job to handle the Secret Service, the FBI, and the Pentagon. As required, he would be assisted at every step by the CIA. He would not report back to the "members." Should there be a change of plan, they could reach him. From that day until November 22, 1963, the plan ran smoothly. The game plan of the High Cabal never fails, because they are at the top. Even if it should fail, no one would ever be able to prosecute them or their allies.

I said in the beginning that this was not intended to be simply a history. It is an analysis of the secret history of the United States since World War II.

More importantly, I emphasized that I believe that God does not throw the dice. The affairs of man and nature are not determined at random or by mere chance. You have had the opportunity to travel back through those years with me and will recall that 1963 marked a major turning point in this century because the power elite moved that year to remove John F. Kennedy from the White House and to take the course of the Ship of State into their own hands.

Furthermore, the year 1972 stands out as another one of those signal turning points. Recall the Nixon- era White House "Conference on the Industrial World Ahead" and the fact that those highly selected attendees had devoted three days to a discussion on the subject, "A Look at Business in 1990." That was February 1972, and as those sessions came to a close, Roy Ash, president of Litton Industries made his momentous closing statement that described events that would occur twenty and thirty years hence.

His words have now become fact and cannot be changed. This is the way of the world as it approaches the year 2000. There are major plans, as David Rockerfeller notes, and when a Vietnam War, the assassination of John F. Kennedy, or the destruction of a Korean airliner are necessary, they will be caused to happen. They will not be left th chance or the bad aim of a lone gunman in a sixth-floor window in Dallas. This is the way things are. Successful men plan ahead. Brave men, such as Oliver Stone, make such films as JFK. The rest of us are the victims or the beneficiaries of all the rest.

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