Spycraft - Melton [190]
Jameson found that many Middle Eastern countries were overly confident in their attitudes, thinking themselves immune from terrorist acts. Several countries, including friends of the United States, ignored or failed to take action against terrorist groups at home, as long as they conducted their attacks elsewhere. In late 1974, a CIA chief invited Jameson to assess one country’s overall counterterrorism security picture. He confided that his contact, a general who headed the local intelligence and security service, seemed unconcerned about the potential for terrorist attacks on the government. In keeping with a tradition established by Donovan and Lovell, Jameson and his counterpart spent an evening drinking good brandy and devising a plan that would form the country’s first counterterrorism program.
A few days later, Jameson secured a meeting with the general, intending to offer a special training program for a new counterterrorism team. However, upon entering the general’s office, Jameson faced an unreceptive host despite the recent problems in the country from a foreign terrorist cell. The general dismissed the incidents as insignificant and isolated and remained adamant that the country had no terrorist problem that needed CIA assistance.
Jameson saw an opening. “Well, that’s good,” he responded, “but I have a bet for you. I believe I can walk down to your marketplace, make a few purchases, and within a few days create an explosive device that I can then plant in a public location to kill any important foreign guest that comes into this country.”
The intelligence chief nearly exploded with anger. Jameson had challenged his fundamental responsibility, the protection of the country’s leader, and his international guests. Several minutes passed and when the conversation calmed Jameson suggested that the general personally choose one of his officers to accompany him as a guide and translator for a few days to prove or disprove his bold wager.
During the next three days, Jameson and his guide wandered the markets of the capital city and purchased remote-controlled model airplanes, ammonium nitrate fertilizer, diesel fuel, and parts to make improvised detonators—everything necessary to make a powerful bomb.6 Jameson then checked into the hotel directly across the street from the intelligence chief’s office and spent two days observing and making notes about security at the hotels, on the streets, and at entrances to government buildings.
Returning to brief the general, Jameson was greeted with a slight smile. “So, you wasted your time, didn’t you? You see, we’re really secure here,” the intelligence chief said. Jameson pulled a small U.S. government-issued green-covered notebook from his pocket and began reading from his notes.
“I bought radio control switches to activate a bomb. I bought ammonium nitrate for the explosive. I bought a tourist suitcase to hold the bomb,” he recited. “I bought fuses, timers, and initiators. Here’s a list of the prices I paid for each item. I can get as many as I want. I can make one or several bombs and I can make a big one or a small one. See, it’s all here and your man knows that I have it all in my hotel room.”
The general remained unconvinced. “That might be so, but you can never use it operationally here,” he said. “You could never get close to my VIP guests.”
Jameson was prepared. “Sir, look outside your window. There’s a big sedan parked across the street right in front of the hotel where all your guests stay. I would load that car up with explosives, sit on my balcony, and wait for your guest to come out. I’d push the button and boom—no more VIP.”
The general was stubborn. “No, that wouldn’t work either. My security guys are well trained, well armed, and know how to protect VIPs. They would spot anything out of the ordinary like that car.”
“We’ve checked,” Jameson shot back. “That car hasn’t been moved for three weeks.”
The intelligence chief agreed to consider what Jameson had reported.
Included in Jameson’s