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# The Global Intelligence Files

On Monday February 27th, 2012, WikiLeaks began publishing The Global Intelligence Files, over five million e-mails from the Texas headquartered "global intelligence" company Stratfor. The e-mails date between July 2004 and late December 2011. They reveal the inner workings of a company that fronts as an intelligence publisher, but provides confidential intelligence services to large corporations, such as Bhopal's Dow Chemical Co., Lockheed Martin, Northrop Grumman, Raytheon and government agencies, including the US Department of Homeland Security, the US Marines and the US Defence Intelligence Agency. The emails show Stratfor's web of informers, pay-off structure, payment laundering techniques and psychological methods.

## FW: Failure of Stratfor-Stratcap deal

Released on 2012-02-27 00:00 GMT

Email-ID | 400961
Date | 2011-07-25 15:11:11
From | sf@feldhauslaw.com
To | gfriedman@stratfor.com, kuykendall@stratfor.com

Don,
Let's talk before I respond to Shea. Give me a call at your convenience.
Best,
Steve
CIRCULAR 230 NOTICE
In accordance with Treasury Regulations, please note that any tax advice
given herein (and in any attachments) is not intended or written to be
used, and cannot be used by any taxpayer, for the purpose of (i) avoiding
tax penalties or (ii) promoting, marketing or recommending to another
party any transaction or matter addressed herein.
This e-mail and any attachments may contain confidential information
belonging to the sender which is legally privileged. The information is
intended only for the use of the individual or entity named above. If you
are not the intended recipient, you are hereby notified that any
disclosure, copying, distribution, or the taking of any action regarding
the contents of this e-mailed information is strictly prohibited. If you
have received this transmission in error, please immediately notify us by
return e-mail, then delete the original message.
From: Shea Morenz [mailto:shea.morenz@stratfor.com]
Sent: Monday, July 25, 2011 9:09 AM
To: Don Kuykendall
Cc: Feldhaus, Stephen; George Friedman; bherzog@willkie.com
Subject: Re: Failure of Stratfor-Stratcap deal
Don: 10:30am it is
Steve/Bruce: pls send a clear list of any outstanding items at this point
ASAP. This is not the only issue outstanding.
Thx
---------------------
Shea B. Morenz
713-410-9719
shea@morenzfamily.com
Sent from my iPhone
On Jul 25, 2011, at 7:19 AM, Don Kuykendall <kuykendall@stratfor.com>
wrote:
How about 10:30 or 1:30, which ever is best for you. I have a lunch and
a 3:30.
Sent from my iPad
On Jul 25, 2011, at 6:50 AM, Shea Morenz <shea.morenz@stratfor.com>
wrote:
Don: what time is best for you today. Also, where are we re: the
Stratcap Man Co doc?
---------------------
Shea B. Morenz
713-410-9719
shea@morenzfamily.com
Sent from my iPhone
On Jul 23, 2011, at 11:41 PM, Don Kuykendall <kuykendall@stratfor.com>
wrote:
All is fine. Shea and I are getting together Monday to work things
out. We blamed everything on the lawyers. The result will be a
frustrating StratCap and Service agreement that you and Bruce will
vomit over. So be it. George, Shea and I are on the same wave
length and are willing to have loose ends in the contract to get the
business deal done. The three of us have an understanding that goes
beyond whatnots in the future that might happen. If we can't trust
each other, then things are going to fail regardless what the
contract reads. StratCap and STRATFOR are the same investment to
Shea, George and me. That's the way we move forward. Do not spend
time, you neither Bruce, on the service agreement until you hear
from Shea or me.
Don
Sent from my iPhone
On Jul 23, 2011, at 1:13 PM, "Feldhaus, Stephen"
<sf@feldhauslaw.com> wrote:
Thanks, George. I am glad you have gotten into the mix. Life is
too short for us to do this deal if it is going to involve the
type of dealings that we have had with Bruce over the past four
months (and Shea has to take some responsibility for the way Bruce
has handled himself-Bruce may be the operator, but Shea read the
documents and had them explained to him by Bruce, and he didn't
put a stop to it).
I am inclined to believe that this is going to work out. Shea not
only has a lot involved in making sure that this does work out,
but from what Don has learned about Shea, what Bruce has done is
not typical of who Shea is or how he operates.
One point of reference. Shea was with Goldman Sachs, but he was
head of their regional private wealth group. He was a
relationship guy, not a deal guy. He might have been around
deals, but he has never done anything like this before. So I
think it is important for all of us to realize that he is most
likely learning as he goes. Our goal is to make sure he doesn't
learn some really bad habits that will make living with him hell
for us. But if in the course of your talks you happen to find out
that the bad habits are his, and not just Bruce's, let's all run
for the hills.
Best,
Steve
CIRCULAR 230 NOTICE
In accordance with Treasury Regulations, please note that any tax
advice given herein (and in any attachments) is not intended or
written to be used, and cannot be used by any taxpayer, for the
purpose of (i) avoiding tax penalties or (ii) promoting, marketing
or recommending to another party any transaction or matter
addressed herein.
This e-mail and any attachments may contain confidential
information belonging to the sender which is legally privileged.
The information is intended only for the use of the individual or
entity named above. If you are not the intended recipient, you are
hereby notified that any disclosure, copying, distribution, or the
taking of any action regarding the contents of this e-mailed
information is strictly prohibited. If you have received this
transmission in error, please immediately notify us by return
e-mail, then delete the original message.
From: George Friedman [mailto:friedman@att.blackberry.net]
Sent: Saturday, July 23, 2011 1:59 PM
To: Feldhaus, Stephen; George Friedman; Don Kuykendall
Subject: Re: Failure of Stratfor-Stratcap deal
Shea has asked for a meeting this evening with me and don. I made
it clear that I expect a complete change of approach precisely
along your lines. I asked him whether, as a director of stratfor
he would vote for stratfor to accept the services agreement. This
is my litmus test.
My goal here is a sea change in his attitude and tht he accept
full responsibility for the documents produced. I will propose the
removal of bruce and if he refuses ask him to pay for him. I do
not pay for being fucked.
I suspect this will work out from his attitude.
Sent via BlackBerry by AT&T
--------------------------------------------------------------------------
From: "Feldhaus, Stephen" <sf@feldhauslaw.com>
Date: Sat, 23 Jul 2011 12:34:50 -0500 (CDT)
To: Mr. George Friedman<gfriedman@stratfor.com>; Mr. Don R.
Kuykendall<kuykendall@stratfor.com>
ReplyTo: "Feldhaus, Stephen" <sf@feldhauslaw.com>
Subject: Re: Failure of Stratfor-Stratcap deal
Guys,
You have my total support. Here's an observation that you may wish
to use.
We have been approaching this entire process from the perspective
of what is necessary for success, that is, how should this work to
give us the highest chance of succeeding with an expanded Stratfor
and a successful Stratcap. Just look at all the work you've been
doing George to gear up to support Stratcap. You'll see the same
approach in my draft of the services agreement. Bruce has not had
that focus at all. He has been concerned with legalities, and has
hasn't always been a straight shooter even there. His Stratcap LLC
Agreement is so one sided as to defy the concept that this is a
joint effort toward a common goal. In Bruce's approach, Stratcap
is totally Shea's baby, and we get whatever piece of it we are
clever enough to negotiate, in the face of his one sided draft,
while at the same time having a unlimited obligation to support
it.
I'm concerned that if we keep going like we've been going, we'll
have to be referring to the rule book frequently to determine how
we go forward. We'll also be putting our successful business at
the risk of demands from Shea that have no boundaries. That's not
the kind of partnership that I think any of us are looking for.
I'm hoping you'll find Shea willing to be a good partner, and that
we can get this back on track. It's in your--and his--hands.
Best,
Steve
--------------------------------------------------------------------------
From: George Friedman <gfriedman@stratfor.com>
Date: Sat, 23 Jul 2011 11:34:01 -0400
To: Shea Morenz<shea@morenzfamily.com>; don
kuykendall<don.kuykendall@stratfor.com>; Feldhaus,
Stephen<sf@feldhauslaw.com>;
bherzog@willkie.com<bherzog@willkie.com>
Subject: Failure of Stratfor-Stratcap deal
Gentleman:
As you know I have stayed out of the negotiations to this point. I
am not entering the negotiations now. I am simply looking back on
the course of the negotiations, the current status, comparing it
to the absolute requirements I expressed to Shea at the beginning,
and pointing out that the agreement, and above all the tone of the
negotiations, have failed to meet my requirements as stated
clearly to Shea, and that therefore, I can't agree to this deal.
I pointed out to Shea that any agreements had to contain the
following elements:
1: The interests of the two companies had to be completely
aligned.
2: I had to have a completely non-adversarial relationship with
Shea.
3: Nothing could threaten Don and my control of Stratfor except
that we explicitly agree to that.
4: I must not, under any circumstances be "Dr. Kooped," that is
turned into a powerless figurehead, without power, ridiculed for
the failures of others.
These were not economic issues . They were existential issues of
how I planned to live my life. In reviewing the negotiations and
current documents, my clearly stated requirements have not only
not been met, but to the contrary, have been ignored.
Let me begin with the negotiations which have been nasty, brutish
and long. I don't know if what I have observed from afar is
simply a clumsy attempt at a good/cop bad cop routine or that Shea
literally couldn't control Bruce, and I frankly don't care. What
is of concern to me is that the singularly unpleasant approach to
the negotiations of Bruce represents Shea's values and that I can
expect more of it in the future. I won't live in that environment
so the atmosphere of the negotiations for me is a deal killer.
Whether Bruce was acting at Shea's behest or Shea simply permitted
that to go forward, Bruce's behavior is a serious red flag to me
about what life would be like working with Shea.
Let me review the way this deal has emerged. We began at the
Headliners Club where Shea proposed an investment of $2.5 million
dollars. That was reduced to $2.25 million. I am not comfortable
with that sort of behavior, but I suppose it is something that
businessmen need to do and let it pass. I then discovered that
agreeing to the investment accelerated the payment of taxes by
$300 thousand dollars. Certainly this is merely an acceleration
but it does draw down our immediate cash availability and made me
quite unhappy. Finally, the absurd legal fees of the
negotiations--where I actually have to pay for Bruce's clumsy
attempts to undermine the process--draws it down another $200
thousand. We have gone from $2.5 million for 10 percent of the
company to an effective investment of perhaps $1.75 million for
the same ten percent. Frankly, the deal has become a lot less
attractive to me. I understand that Shea is investing the $2.25
million, but I have to look at it in terms of what we get, not
what he has put in.
Still, the deal remained feasible. What pushed it out of the
realm of possibility was the services agreement. In that
agreement, Stratfor agrees to provide StraCap with an unspecified
and unlimited intelligence service in support of StratCap.
Neither Shea nor I have any real idea what the amount will be. We
are at the very beginning of understanding what will be required.
In effect, under this agreement, Stratfor is writing a blank check
to StratCap that is not even limited by the amount investment.
Stratfor's liability is limited only by StratCap's needs, which
are unknown and inherently unknowable at this point.
I can imagine easily a scenario in which StratCap's demands
outstrips Stratfor's means to the point that StratCap would hold
Stratfor in default and even push it into bankruptcy with StratCap
the major creditor. Nothing in the course of the negotiations
gives me the slightest hope that Bruce would not do this in a
heart beat and that Shea wouldn't let him. I regard the proposed
service agreement as a threat to the survival of Stratfor as a
company under Don and my control.
Let me remind everyone that my interest in the deal was to build
Stratfor publishing and to participate in StratCap. Under this
agreement, all money will have to be tasked to StratCap, since
Stratfor has incurred an unlimited liability. Capping the
liability is not in my interest either. I would not have accepted
Shea's investment simply for Stratfor. We have avoided outside
investment at all costs. It was the possibility of StratCap that
interested me. A capped amount invested in supporting StratCap
increases the likelihood of failure and I have no intention of
being the Chairman of a failed investment fund. StratCap has to
be fully funded for intelligence operations and Shea's investment
in Stratfor cannot be the sole and unlimited source of that
funding.
I don't know what it will cost to support StratCap. But it is our
mutual ignorance of that, and my insistence that StratCap have
every chance to be successful and that Stratfor use the money to
grow its publishing business that makes the current proposal
inconceivable. It leaves Stratfor without investment capital for
its publishing business until and if we learn whether the amount
required is within its needs--and disastrous consequences if the
needs are being Stratfor's resources. An artificial cap endangers
StratCap and eliminates my interest in investment. I will not be
the public image of StratCap, ridiculed for the failure of an
enterprise that was built to fail.
My understanding with Shea was that we would--as is the only
option--collegially attack these problems with a commitment of
both of us to making both companies work. I feel that Shea has
broken his agreement in two ways. First, he has attempted to
create business obligations for Stratfor that are open ended and
potentially disastrous. Second, he has done so without
guaranteeing the success of StratCap given the fact that we don't
know what it will take. The premature and thoughtless
negotiations that have taken place violate common sense, but do
create a situation in which StratCap can overwhelm Stratfor.
Obviously, I won't permit this.
In addition, all that has happened has violated the fundamental
principles I laid out at the beginning. These were both
non-negotiable and and consistently violated both in the
negotiating process and in the final business arrangements. We
are in the absurd position where I am to be Chairman of a company
with an adversarial relationship with a company I am CEO of, while
Shea is President of a company that is an adversary of a company
on whose board he serves. Sheer madness.
From where I sit, this deal is dead. Given the time, effort and
hopes that were devoted to this, I am prepared for a final
discussion confined to Shea, Don and myself. the issue is two
fold. First, how do we resurrect a relationship in which my
existential requirements are respected. Second how do we align
the interests of the two companies. I have to confess that I am
not optimistic but I will have this discussion if Shea wishes.
I am leaving for Indonesia tomorrow evening and at that time
moving on with my life. I will have things to explain in the
company where we have proceeded to implement our obligations to
StratCap in good faith. The only thing more painful that aborted
an enterprise that was already underway, would be implementing it
in the current terms and atmosphere. That will not happen.
George
--
George Friedman
Founder and CEO
STRATFOR
221 West 6th Street
Suite 400
Austin, Texas 78701
Phone: 512-744-4319
Fax: 512-744-4334