Daniel Jeremiah Haughton was born on Thursday, September 7, 1911

Daniel Jeremiah Haughton was born on Thursday, September 7, 1911 on a farm near the small

town of Dora in Walker County, Alabama, about 15 miles northwest of Birmingham, Alabama.

His father was Gayle Haughton, Sr., who was a storekeeper and a merchant. His mother was

Mattie Davis Haughton, a rural schoolteacher who learned to make the most of anything she

had. His father traced his ancestry back to Peter S. Gayle, a leading minister of the Southern

Baptist Church, and to Lieutenant Thomas Gayle, who was born in England in 1750 and served

the Colonies in the Revolutionary War as a Minuteman volunteer and then later as a regular in

the Battle of Yorktown. In addition, he traced his ancestry through his mother to Dr. William

Henry Snow, a medical doctor and a Methodist Church circuit rider, and also to James Wesley

Davis who was wounded in the Civil War. The Gayle-Haughtons also had a daughter, and she

and Dan were very devoted to one another.

Dan Haughton attended the West Jefferson High School in Jefferson County, Alabama and was

the valedictorian of his senior class. However, when he got up to deliver his speech, he forgot

the whole thing. He wisely walked off the platform, got a copy of his speech and returned to the

stage and read it to his class members, their parents and the school faculty.

Haughton's mother wanted him to become a preacher. But Dan had other ambitions. He

wanted to get an education that would be useful to him in business. Consequently, he enrolled in

the University of Alabama in Birmingham in 1929 to pursue a course in business administration.

The going was tough for him financially, and he had to work his way through the university. His

sister helped as much as she could, but he had to earn the rest. He did it by getting up at 5:30

a.m. to drive a school bus, first taking a load of miners to the nearby coal mines, then taking a

load of children to school. He worked the rest of the morning in a garage, and then worked

during the noon hour in a local lunchroom to pay for his lunch. Then it was back to the garage

until it was time to pick up the children at school and return them to their homes. After that he

picked up the miners at the mines and drove them home. Later, he worked in the mines for $2

a day during his summer vacations from the university. Later he said, "Loading coal is pretty

tiring, you know, and in the mines you learn if you get a little weary just keep going. I used to

load with a number three coal scoop and I could shift 3,000 pounds into a car in six minutes

flat. My buddy and I used to time each other." Then he added, "We'd usually go in about 4:30

in the afternoon. Some mornings we'd come out and it was daylight. But that's all right. I

wouldn't give up my experiences in the coal mines and other jobs I've done for anything you

know. It was one of the best things that ever happened to me. It put me in good stead in years

after. I know how a guy feels when he works and he's tired, and I know how to get tired and

keep on going." It was during these years that Dan Haughton formulated his personal code:

honesty, integrity, accuracy, common sense, and an infinite capacity for work. It was a code he

lived by in the years ahead.

In 1933, Haughton was graduated by the University of Alabama with a Bachelor of Science

degree in Commerce and Business Administration. But the depression had left few

opportunities for him in Alabama. So, at the age of 21, he headed for the West, hoping the

opportunities were better there. They were, and that year he began his business career as a

time and distribution checker with the Dwight P. Robinson Construction Company in Trona,

California. Then in 1934, he became involved in time-keeping and payroll supervision with the

American Potash & Chemical Corporation in Trona. In 1935, he joined the Goodyear Tire and

Rubber Company in Los Angeles as a member of its "Flying Squadron" production group, a

training program. Then on September 28, 1935, he married Martha Jean Oliver in Las Vegas,

Nevada. She was the daughter of Henry Oliver, a farmer in Kewanee, Illinois, and was a

graduate nurse with post graduate work in surgery.

Dan Haughton began his career in the aerospace industry in 1936, when he accepted the

position of cost accountant with the Consolidated Aircraft Corporation in San Diego. The

company had been founded by aviation pioneer Reuben Hollis Fleet. Then in 1939, he joined

the Lockheed Aircraft Corporation in Burbank, California as a systems analyst and

coordinator, with responsibilities for establishing procedures for accounting, industrial security,

production controls and manpower. Interestingly, a store manager in Burbank refused to give

him credit because he didn't believe such a job really existed. The Lockheed Aircraft

Corporation had its beginnings in the Alco Hydro-Aeroplane Company founded in 1912 by

aviation pioneers Allan Haines (Loughead) Lockheed and his brother Malcolm. They flew their

first plane, the Model G hydroaeroplane, in 1913, and used it extensively during the 1915

World's Fair in San Francisco, and then later in a sightseeing service at Santa Barbara,

California. Then in 1916, they formed the Loughead Aircraft Manufacturing Company in Santa

Barbara, which built the 10-passenger, twin-engine F-I flying boat, the F-lA landplane, two

Curtiss-designed HS-2L patrol seaplanes for war service, and the postwar S-1 Sport Biplane.

Unfortunately, the company want out of business in 1921 when it was unable to sell the S-1

because the government had flooded the postwar market with war-surplus aircraft.

Fortunately, Allan Lockheed was not easily discouraged and in 1926 he and others formed the

Lockheed Aircraft Company to produce a new high-wing monoplane designed by talented

aircraft designer John Knudsen Northrop. The resulting famous Lockheed Vega was a great

success and was used to set numerous air records. The cantilever-wing plane was used by

Eielson and Wilkins to make the first trans-Arctic flight in 1928, by Goebel and Tucker to

make the first non-stop coast-to-coast flight in 1928, by Eielson and Wilkins to make the first

flight over Antarctica in 1928, a record around-the-world flight by Post and Gatty in 1931, the

first woman's solo flight-across the Atlantic Ocean by Amelia Earhart in 1932, the first solo

flight around the world by Post in 1933, and the first woman's solo flight from Hawaii to

California by Amelia Earhart in 1935. The company also built the parasol-wing Air Express and

the low-wing Explorer. Then in 1929, the company was acquired by the Detroit Aircraft

Corporation, becoming its Lockheed Aircraft division The new organization introduced the

low-wing Sirius, Altair, Orion and the XP-900 for the Army Air Corps.

Unfortunately, the great financial depression of the early 1930s forced the Detroit Aircraft

Corporation into bankruptcy. However, investment banker Robert Ellsworth Gross, who had

an unquenchable optimism about aviation's future, and a few associates rescued its Lockheed

Aircraft division when they astutely acquired its assets for $40,000 in June, 1932, and

re-established it as the Lockheed Aircraft Corporation. They not only continued the production

of the Lockheed Vega, Altair and Orion, but with their slim resources they set out to develop a

revolutionary new airliner.

The result was the 10-passenger, all-metal, twin-engined, twin-ruddered Model 10 Electra,

which aircraft design genius Clarence Leonard "Kelly" Johnson helped perfect. Even before the

first prototype took to the air in February, 1934, Northwest Airways and Pan American

Airways had placed orders for Electras. An Electra was later used by aviatrix Amelia Earhart

Putnam in an ill-fated attempt to fly around the world with navigator Fred Noonan. Some

served as personnel transports with the Army Air Corps, Navy and Coast Guard. In all, 148

Model 10 Electras were built.

The new company's first venture into military aviation came when it modified a Model 10 into

the XC-35 for the Army Air Corps. It was first flown in May, 1937, and was used by the Air

Corps in high altitude flight experiments. It was the world's first practical pressurized transport

plane, and the Air Corps won the 1937 Collier Trophy for its research into the stratosphere

with this plane.

In late 1937, Lockheed Aircraft began work on the Model 12 Electra Junior transport, a

smaller version of the Model 10. It was designed for the feeder airline, sportsman and

corporate executive market. The first prototype flew in June, 1936, and it won first and second

awards in the 1936 U. S. Department of Commerce design competition. It also later served the

Army Air Corps as the C-40 transport. In all, 114 Model 12 Electra Juniors were built.

Meanwhile, Lockheed Aircraft developed a larger transport plane and in July 1937 the

high-speed 12-passenger Model 14 Super Electra trade its first flight. It incorporated

Lockheed-Fowler wing flaps that provided substantial benefits in cruising speed without any

takeoff or landing penalties. In 1938, multi-millionaire Howard Robard Hughes and a crew of

four used a Super Electra to make a record-setting flight around the world in 3 days 17 hours.

Also, a British Airways Super Electra carried Prime Minister Neville Chamberlain to Berlin in

1938 to sign Hitler's Munich Pact that promised "Peace for our time." In all, 111 Super Electras

were built.

Before this, in 1937, Lockheed Aircraft won an important Army Air Corps competition for a

new high-altitude interceptor. The company's talented designer, Kelly Johnson, and its chief

engineer, Hall Hibbard, had created the design of the unique twin-engined, twin-tailed XP-38

Lightning, the nation's first 400-mile per hour fighter-interceptor. In fact, the plane exceeded the

Air Corps' specifications by a considerable margin, and the prototype set a trans-continental

speed record of 7 hours 2 minutes in February, 1939. The plane later went into production as

the P-38 Lightning, and eventually 9,925 were produced for use in World War II.

Before World War II, Lockheed Aircraft had also developed the larger 17- passenger Model

18 Lodestar transport plane with lower seat-mile operating costs. The first prototype flew in

1939, about the time Dan Haughton joined the organization. Some were acquired by the Army

Air corps as the C-56 personnel, troop and cargo transport plane, and as the C-60 for the

Lend-Lease program, and by the Navy as the R-50 command transport. In all, 625 Lodestars

were built.

Earlier, in August, 1937, Lockheed Aircraft had formed a subsidiary called the AiRover

Company to build a small 5-passenger transport for the feeder air-line market called the Model

2 Starliner. It featured the "Unitwin" powerplant, a unique arrangement of two Menasco

side-by-side engines driving a single propeller. It also featured a retractable tricycle landing

gear. However, the plane was not a commercial success and only a few were built. In 1938,

the subsidiary's name was changed to the Vega Airplane Company to perpetuate the famous

"Vega" name. The second company design was the Model 40 ground-controlled target drone

for the Army Air Corps, of which five were built and all of which were eventually lost.

As war clouds gathered in Europe, Lockheed Aircraft won a contract to build a medium

coastal reconnaissance bomber for the British based on the Lockheed Model 14 Super Electra.

An initial order for up to 250 at a price of $25 million was received in June, 1938. This was the

largest single order yet received by an American aircraft manufacturer, and it was a turning

point in Lockheed Aircraft's history. It put the company in the big leagues as an aircraft

manufacturer. The first Hudson flew at Burbank on December 10, 1938, and the initial 250

were completed 7-1/2 weeks ahead of schedule. Eventually, 2,941 Hudsons were built for the

war effort.

By this time, Lockheed Aircraft had completed an expansion program that doubled its

production facilities and added a new administration and a new engineering building in Burbank

totaling 250,000 square feet. Meanwhile, in 1938, the Vega Airplane Company bought 30

acres of land next to the Union Air Terminal in Burbank and constructed a new plant to build

the Model 35, which was the North American Aviation Company-designed NA-25 primary

trainer. However, only four of these aircraft were built. Later, Lockheed Aircraft purchased the

Union Air Terminal in 1940 and renamed it the Lockheed Air Terminal.

Vega now shifted its production facilities to build an initial order of 675 Ventura medium

bombers for Great Britain. It was based on the Lockheed Model 18 Lodestar airliner. The first

Ventura was rolled out in July, 1941. It was later designated as the B-34 and B-37 bomber by

the Army Air Corps for lend-lease purposes. It was also used as a medium bomber in

anti-submarine warfare, and as a trainer. The U.S. Navy also acquired the Ventura as the PV-1

Ventura patrol bomber in 1942. A later version, the PV-2 Harpoon, was first. flown for the

Navy in late 1943.

In 1941, Haughton became assistant to the vice president of Lockheed's restructured Vega

Aircraft Corporation subsidiary. As such, he had responsibility for production planning,

procurement, production and deliveries. At the time, Vega was in production of the Ventura

bomber and the Model 35 trainer. By the day of the infamous attack on Pearl Harbor by the

Japanese, which plunged the United States into World War II, Lockheed Aircraft and Vega

Aircraft were on a round-the-clock, six days a week production basis as the nation's largest

warplane producers. Employment was growing toward a wartime peak of 94,300 and

production was reaching toward a record 23 warplanes per day.

Meanwhile, in April, 1943, Vega Aircraft had been invited by the Army Air Forces to join the

Boeing Airplane Company, and the Douglas Company, in mass producing the Boeing-designed

four-engined B-17 Flying Fortress bomber. Vega accepted the invitation and went to work in

earnest. Its first B-17 flew on May 2, 1942, six months ahead of schedule. In all, Vega Aircraft

built 2,752 Flying Fortress bombers for the war effort.

By now, Dan Haughton's unusual management abilities had been recognized, and during 1943

he was promoted to the position of works manager of Vega Aircraft, with direct responsibility

for its aircraft production programs. Then in early 1944, following the absorption of Vega

Aircraft into its parent Lockheed Aircraft Corporation, he was named assistant general works

manager of Lockheed, with responsibility for production at its various factories.

During this period, Lockheed Aircraft was in heavy production of the P-38 Lightning fighter

and it was seeing action in every theater of the war. It had crossed the English Channel in

shards on June 6, 1944, D-Day, as the Allies finally invaded the European Continent to begin

their drive to crush the military forces of Nazi Germany. In the South Pacific Theater, P-38s

were helping the Allies begin to dominate the air war as they began to push the Japanese back

from their ill-gotten gains toward their home islands.

Meanwhile, in 1942 Lockheed Aircraft had begun the design of the Model 049, a large, luxury

pressurized four-engined, triple-tailed airliner called the Constellation to meet the airline

requirements of Trans World Airlines and Pan American Airways. It was one of the largest

airliners yet built, and the first prototype flew on January 9, 1943. When it took to the air,

newspapers reported that it was "built like a fighter and can out speed a Japanese Zero." With

the nation at war, the Army Air Forces requisitioned the first "Connie" as the C-69 personnel

and cargo transport plane. However, a "Connie" made the national headlines when

multi-millionaire Howard R. Hughes and TWA president Jack Frye broke the transcontinental

speed record when they flew it from Los Angeles to Washington, D.C. in 7 hours 3 minutes on

April 17, 1944. Not long afterwards, Orville Wright made his last flight when he took over the

controls of a C-69 Constellation over Wright Field near Dayton, Ohio on April 26, 1944.

Meanwhile, in June, 1943, Lockheed Aircraft was officially invited by the Army Air Forces to

design a fighter-bomber around the revolutionary de Havilland-Halford H-1 turbojet engine

developed in Britain. The design proposal created by Kelly Johnson and his Lockheed

Advanced Development Projects organization, better known as the famous "Skunk Works,"

was completed quickly, and Lockheed proposed a seemingly impossible 180-day schedule for

building the first prototype. The proposal was accepted and the first plane, designated as the

XP-80 and nicknamed "Lulu Belle," was completed on schedule and then test flown at Muroc

Army Air Base in California on January 8, 1944. It then went into production as the P-80

Shooting Star and was the United States' first operational jet fighter. It was the forerunner of a

long series of Lockheed jet trainers, fighter-interceptors and transports and it ushered in the Jet

Age for American aviation. Deliveries of production aircraft to the Army Air Force began in

1945. One was used to set a non-stop transcontinental speed record of 4 hours 13 minutes in

1946. In all, Lockheed Aircraft built 1,739 P-80s in several variants.

In addition, the company expanded its development of the XP2V-1 Neptune patrol and

anti-submarine search bomber for the U.S. Navy . Designed to carry a crew of 9 or 10, the

first prototype flew on May 17, 1945. Later a production P2V-1 Neptune, named the

"Truculent Turtle," set a world's distance flight record of 11,236 miles in 55 hours. It was a

record that would stand for 16 years. Then in 1950, a P2V-3 Neptune made the heaviest

recorded takeoff to date from a carrier for a flight of 5,060 miles. U.S. Navy Neptunes were

also used in Vietnam to patrol the Mekong River delta. As such, it was one of nine

Lockheed-built model warplanes to serve in that war.

Other Lockheed Aircraft developments during World War II included the Saturn and the

Constitution transport planes which were first flown in 1946. In all, from Pearl Harbor to V-J

Day, Lockheed Aircraft and its subsidiary Vega Aircraft built 19,297 military aircraft grossing

200 million pounds in weight. That represented 9 percent of all U.S. production. The total

included 9,925 P-38 Lightnings, 5,600 patrol bombers and 2,752 B-17 Flying Fortress

bombers.

In 1946, Dan Haughton, an erstwhile accountant who had established a reputation during

World War II as a production specialist who could do equally well with men, machines and

money, was appointed assistant to Lockheed Aircraft's vice president of manufacturing. He had

used his free time to learn about the company, and particularly its employees. During his lunch

periods and after work, he had wandered through the Burbank plant to observe and talk to the

workers, from production people to the pilots who flew the Lockheed planes. By now he knew

how to manage Lockheed Aircraft's postwar backlog of orders for P-80 Shooting Star jet

fighters, P2V Neptune patrol bombers, and PV-2 Harpoon bombers, as well as Model 049

Constellation airliners.

A news highlight came when a specially-built P-80 Shooting Star, nicknamed "Racy" brought

the world's speed record back to the United States for the first time in 23 years. In June, 1947,

Colonel Albert Boyd of the Army Air Forces attained an average speed of 623.8 miles per

hour in it over a measured course at Muroc Army Air Base in California.

In the early postwar years, the Lockheed Constellation charted new commercial marks on

virtually every world air route. New improved models were introduced in the late 1940s and

kept the Lockheed Aircraft factory humming. Also in 1948, improved military C-121

Constellations began service in the year-long Berlin Airlift after Russia blockaded train and

highway traffic between Berlin and the western occupied zones of Germany. They joined

"Operation Vittles", the aerial bridge that hauled personnel, sacks of coal, food and other

supplies into Tempelhof Airport from Frankfurt's Rhein-Main Airport. Later models of the

C-121 were converted into the "Columbine I" used by General Dwight Eisenhower as the

commander of NATO, the "Bataan" used by General MacArthur in Japan, and the "Dewdrop"

used by Air Force General Hoyt S. Vandenberg.

In March, 1948, Lockheed Aircraft test pilot Anthony William "Tony" LeVier made the first

test flight of the two-place T-33 advanced jet trainer that was based on the Lockheed F-80

Shooting Star jet fighter. It became the U.S. Air Force's standard jet trainer and its production

continued until 1959, by which time 5,691 had been built. Some were equipped with a nose

camera and used as reconnaissance aircraft. However, the rear seat was removed and a tape

recorder was installed to preserve the pilot's oral report of his observations.

In 1949, Haughton became President of Lockheed Aircraft's subsidiary Airquipment Company

and its Aerol Company, Inc., both located in Burbank. When he found employee morale

sagging, he started a bowling league, comprised of both executive and shop workers. When a

union jurisdictional strike hit the subsidiaries, bowling was so popular with all employees that

they continued their league play together during the several weeks-long walkout. One of the

teams was made up of Haughton, his secretary and striking shop workers. They got along fine

together, as did the other teams, but they never talked about the strike.

In 1949, Lockheed flew its first production model of the F-94 Starfire all-weather interceptor.

Assigned to service in the Far East, a Starfire recorded the first radar-directed destruction of an

enemy plane over Korea. Also in 1949, Eleanor Roosevelt christened the first of a fleet of

Capital Airlines, "Capitaliners" in Washington, D.C. These had been converted into Model 049

Constellations from C-69s by the Lockheed Aircraft Service Company that had been formed in

1946.

In late 1950, in response for the need for bombers in Korea, the United States Air Force

asked Lockheed Aircraft to reopen a World War II bomber plant in Marietta, Georgia. The

government-owned plant was the world's largest airplane factory under one roof and contained

over 4-l/2 million square feet of floor area. The plant, which had built Boeing B-29 bombers,

had been idle since World War II. As a result, in January, 1951, a nucleus of 150 Lockheed

Aircraft employees from Burbank, California, moved to Marietta to form the Georgia Division

It was one of the company's most significant early diversification moves. Awaiting them were

acres of machine tools that had been stored in the plant since the war ended. Among the

arriving group were general manager James Carmichael and Daniel Haughton, who had been

transferred from his presidency of the Airquipment Company and Aerol Company, Inc. and

made assistant general manager of the new Georgia Division.

The outbreak of war in Korea brought an immediate demand for heavy bombers, and the first

challenge Haughton faced at the new Georgia Division was to remove 120 cocooned wartime

B-29 Superfortress bombers from storage in Texas, fly them to Marietta, and then modernize

them for immediate service in Korea. Soon afterwards, the division was asked to join Boeing

and Douglas in mass producing the Boeing--designed B-47 Stratojet bomber. The first Georgia

Division-built B-47 made its maiden flight on December 16, 1952. By then the division's

original nucleus of 150 employees had swollen to 10,000. In all the division produced 394

B-47s.

In January, 1952, Haughton was named general manager of the Georgia Division. Under his

leadership, the division began the development of what was to become one of Lockheed

Aircraft's brightest stars, the rugged and versatile C-130 Hercules turboprop-powered troop

and cargo transport. Lockheed had won a Department of Defense design competition for the

huge aircraft that was the forerunner of the famous family of airlifters known throughout the

world. Then in May of 1952, Haughton was also made a vice president of the Lockheed

Aircraft Corporation.

The manufacture of the Hercules confronted Haughton with many problems. A production

engineering group had to be formed, a complete flight test organization had to be assembled,

and even the runways at Marietta had to improved . But he skillfully overcame these problems,

and the first production 4-engined Hercules made its maiden flight in April, 1955, and deliveries

to the Air Force's Troop Carrier Command and Tactical Air Command units began in 1956.

One later made history in January, 1960, when its skis kicked up a miniature snowstorm as it

slid to a stop at the South Pole. It was the first turbine-powered aircraft-, to operate in

Antarctica. Supporting the Navy's Operation Deep Freeze, it enabled scientists to accelerate

their South Pole studies.

The C-130 Hercules and its subsequent variants, remained in production for the next quarter of

a century. Probably no other aircraft has had a greater impact on combat logistics. C-130s later

carried four-fifths of the intra-theater cargo in Vietnam. Also they were converted into

HC-130P aerial tankers, and used to refuel HH-3E Jolly Green Giant rescue helicopters in

Vietnam. In 1969, commercial Hercules went to work, on the oil-rich North Slope of Alaska's

Brooks Range where wildcat oil crews sank their pipes into one of the largest oil pools ever

discovered at Prudhoe Bay. Then in 1972, a C-130H Hercules set a world's distance record of

8,732 miles for turboprop-powered aircraft.

Meanwhile, in September, 1956, Haughton was recalled back to Lockheed Aircraft

headquarters in Burbank to become the executive vice president of the corporation. As such,

he was given authority over its three divisions and four subsidiaries. By then, it had formed its

California Division in 1951, which continued to develop and manufacture advanced fighter

aircraft. In addition, it had formed the Missile Systems Division in 1954 to develop and

manufacture space-related hardware.

Haughton's new responsibilities were not without challenge. After the Korean War build-up

ended, aircraft industry sales, war build-up ended, aircraft industry sales, . . which had climbed

at a spectacular 18% average yearly rate from 1950 through 1957, had leveled off. Some

companies' production and sales had even started to fall. Lockheed Aircraft's military backlog

shrank as deliveries were completed. Consequently, Haughton sought to shift much of its

activity to new projects, and to missiles and space technologies. But these broadening markets,

coupled with changing defense strategy, advancing technology, the need to develop a new

commercial transport, and other factors, created a number of transitional problems for the

company. Lockheed sales remained relatively high in comparison with the rest of the industry,

but its profit rate declined from the levels of the late 1940s.

Haughton guided the expansion of Lockheed's missile and space activities from a research and

development group into a vigorous organization with responsibility for such major programs as

the Polaris missile and the Agena satellite. He helped steer Lockheed Aircraft into such new

fields as electronics, shipbuilding. construction, solid propellants, industrial products and rocket

motors. While coordinating these divisional activities, he continued to develop a management

team. He insisted on efficiency and savings that would be reflected on earning statements at the

end of the year. By 1959, Lockheed's annual sales volume had grown to more than $1 billion,

and headed still further upward.

Among the highlights of the next five years, while Dan Haughton served as executive vice

president, was the building of the Lockheed T-33 jet trainer in Japan under a licensing program

with Kawasaki and with the technical assistance of the Lockheed Aircraft Service Company. It

first flew in January, 1956, and it marked the modernization of Japan's self-defense force, as

well as a further step in Lockheed's expanding foreign licensed production activities.

Then on April 16, 1956, with a Hollywood-like fanfare, the curtain went up on Lockheed

Aircraft's new Mach-2 F-104 Starfighter fighter-interceptor at the California Division's

Palmdale plant. Test pilot Tony LeVier had flown the first prototype in February, 1954, but the

plane had been under tight security wraps since its development began in 1952. The world's

press hailed the new jet warplane as "the missile with a man in it." Then in May, 1958, Air

Force Major Howard Johnson set an altitude record of 91,243 feet in an F-104A. Eight days

later, Air Force Captain Walt Irwin set a speed record of 1,405 miles per hour in a Starfighter.

Then in December, 1959, an F-104C zoomed to a new altitude record of 103,396 feet.

Meanwhile, Lockheed's Missile Systems Division developed the X-7 recoverable

ramjet-powered test vehicle. The X-7 made its 100th flight at Alamagordo, New Mexico after

its test program was begun in 1951. The X-7 set numerous U. S. air-breathing missile records

for flying the highest and fastest. Then in 1958 the Lockheed X-17 research rocket was used to

explore the Van Allen radiation belt around the world in Project Argus. The X-17 also helped

solve critical problems associated with a rocket's re-entry into the earth's atmosphere from

outer space.

On September 4, 1957, after nearly three years of design and development effort, the first

Lockheed twin-jet engine-powered JetStar took to the air. It was the company's first entry into

the pure jet transport field. It was developed both for the promising corporate business jet

market, as well as to meet an Air Force competition for a utility transport. Designed by Kelly

Johnson's Skunk Works team at Burbank, the twin-jet transport was shifted to the Georgia

Division for redesigning it into a four-jet aircraft and then producing it there. A JetStar was used

by aviatrix Jacqueline Cochran in 1961 to set 30 international records during a speed dash from

New Orleans to Bonn, West Germany. The JetStar was also purchased by the Air Force as

the C-140 utility transport. One was used by President Lyndon Johnson as his so-called "Air

Force One-Half" to make quick flights around the country. In all, 161 JetStars were produced

and they were considered the elite of the executive jet aircraft.

In November, 1957, the first prototype of the Lockheed Electra propjet commercial rolled off

the production lines at Burbank, and completed its maiden flight on December 6th. The first

customer for the new transport was Eastern Air Lines, which welcomed its first passenger

aboard at Miami, Florida, on January 12, 1959. In all, Lockheed sold 170 Electras, but two

in-flight accidents revealed the airliner had serious design problems that required major

modifications of every Electra. This had a severe financial impact upon Lockheed Aircraft that

resulted in a 1960 write-off as a net loss of some $55 million on the Electra, and on the

undersold Jetstar transport.

Meanwhile, Dan Haughton was elected to the board of directors of the Lockheed Aircraft

Corporation in 1958. Then in March, 1959, the German Federal Republic signed a contract to

purchase 96 F-104 Starfighters. This was the initial step in a historic sequence that led to the

adoption of the F-104 by the armed services of Belgium, the Netherlands, Italy, Canada, Japan

and other Military Assistance Program countries, and to a worldwide manufacturing program.

By 1964, the F-104 had become the dominant front-line NATO fighter.

Lockheed Aircraft now began a program of diversification. In 1959, the Puget Sound Bridge

and Dry-dock Company in Seattle was acquired and renamed the Lockheed Shipbuilding and

Construction Company in 1965. Lockheed also acquired the Stavid Engineering company, a

small but versatile military electronics firm and merged it with its own electronics division to

form Lockheed Electronics Company. Also in 1959, Kawasaki Aircraft Company in Japan

rolled out its first P-2V7 Neptune patrol plane built under a licensing program administered by

the newly formed Lockheed Aircraft International, A.G.

1960 brought other important Lockheed activities into public focus. Among them was

deployment of Polaris, the first Fleet Ballistic Missile (FBM), and the first launching of a Polaris

from a submerged submarine. This took place on July 20, 1960, when the nuclear submarine

USS GEORGE WASHINGTON launched a Polaris off Cape Canaveral. In May, 1962, a

Polaris was launched from the USS ETHAN ALLEN while sub-merged and its nuclear

warhead detonated on target at the end of its programmed flight. This remains today as the only

complete proof test of a U.S. strategic missile,

On August 10, 1960, the first man-made object ever recovered from space was a capsule

launched into polar orbit by Lockheed Missiles & Space Company's Agena rocket. The

American flag carried into orbit by the capsule was later presented to President Eisenhower in

Washington, D.C.

In April, 1961, the first production P3V-1 Orion antisubmarine patrol plane built by Lockheed

's California Division was christened at Burbank following its first flight. It was based on

modifications of the Lockheed Electra turboprop aircraft. Fully equipped for its anti-submarine

role, the Orion was first delivered to operational units in August, 1962. The production of

variants of the Orion has continued for almost 30 years and to date more than 600 have been

built

Following the death of Robert E. Gross, Lockheed Aircraft Corporation's chairman of the

board and chief executive officer on September 3, 1961, Daniel J. Haughton was elevated to

the presidency of the corporation. At the time, it was the 28th largest United States

corporation, with a half billion dollars in total assets and 70,000 employees worldwide. Dan

Haughton was now responsible for the general and active management of the business of the

corporation and its four major divisions: the Lockheed-California Company in Burbank; the

Lockheed Electronics Company in Plainfield, New Jersey; the Lockheed Georgia Company in

Marietta; and the Lockheed Missiles & Space Company in Sunnyvale, California. It also had

13 subsidiary companies in the United States and abroad, and was associated with four

affiliated companies. Its 1961 sales were almost one and a half billion dollars. Then during the

next six years of Dan Haughton's presidency of Lockheed, it underwent numerous

organizational changes. First, in 1961, its several operating divisions were restructured into

separate companies, including the Lockheed Georgia Company, the Lockheed-California

Company, and the Lockheed Missiles & Space Company. Then in 1965, the Lockheed

Shipbuilding and Construction Company was restructured. However, the Lockheed Electronics

Company and Lockheed Aircraft International, A.G. were continued unchanged.

Dan Haughton began working tirelessly to strengthen the corporation's position in air transports

missiles, space hardware, nuclear applications, oceanology, electronics, propulsion systems,

international joint ventures and other growth areas. He aggressively developed techniques of

top-level management communications, combining frequent detailed reports with regular

individual and staff visits to the various divisions. He said, "I know we need organization charts

and computers and fancy systems and a lot of other things in management these days, but I

don't believe anything will ever take the place of personal relationships and just getting to know

what's going on and what the other fellow's problems are the only thing that makes one

company better than another one is its people. This is the only thing in the world. If we're going

to be able to stay in business and get ahead of competition, it will be only because we have

better people, people who are trained and better motivated and who work a little harder and a

little smarter than the rest. And that goes particularly for management people."

Meanwhile, in May 1960, an international crisis brought into focus a Lockheed development

that had begun in 1954 in great secrecy. That year it began development of the U-2, essentially

a powered glider with an ability to fly for long periods of time at very high altitudes. Designed

by Kelly Johnson's now famous "Skunk Works" with "espionage reconnaissance" as its primary

mission, the first U-2 flew in 1955. Limited production U-2s were assigned to Strategic Air

Command strategic reconnaissance squadrons in 1957 and flew many weather missions above

60,000 feet. They carried special equipment, including panoramic cameras with ventral

periscope sights, receiving, monitoring and recording equipment for radio and radar

transmission, and a Lear A-10 autopilot. The crisis developed when a U-2 was shot down on

May 1, 1960, while on a surveillance flight over Russia. Its pilot, Francis Gary Powers, was

captured, convicted and sentenced to 10 years in prison. However, he was later released and

in 1962 appeared before the U.S. Senate's Armed Services Committee to reveal the details of

his mission.

During 1962, another international crisis developed over the installation of Soviet missiles in

Cuba. Involved in the detection and surveillance of these threats to the security of the United

States were six different kinds of Lockheed aircraft. Prominent was the high-flying U-2. But the

other Lockheed aircraft involved in the crisis included F-104 Starfighters, C-130 transports,

C-140 JetStars P-2 Neptunes and P-3A Orions. In fact, it was an Orion that flew overhead

the USS BARRY as it pulled alongside the Soviet freighter ANOSOV off Puerto Rico. The

Russian ship was outbound from Cuba carrying Russian missiles originally intended to be

installed in Cuba.

In 1962, honors began to be accorded to Dan Haughton for his business accomplishments.

One of the first came when he returned to his alma mater, the University of Alabama, to receive

an honorary Doctor of Laws degree. The citation read at the time his degree was conferred

described his career as an "eloquent example of the great American idea that success is still the

result of great ability, professional knowledge, rugged character, and enduring fortitude."

A highlight of 1963 came when aviatrix Jacqueline Cochran set a woman's world speed record

in F-104 Starfighter by attaining a speed of 1273 miles per hour over a 25 kilometer straight

course, and then a record speed of 1204 miles per hour over a 100 kilometer closed circuit

course. Then in 1964, she set three world speed records in 1964, including one of 1429 miles

per hour in an F-104G Starfighter. Another highlight of Dan Haughton's presidency of

Lockheed Aircraft came on August 22, 1963, when President John F. Kennedy pushed a

button in the White House to initiate the roll out of the C-141 StarLifter at the Lockheed

Georgia Company facility at Marietta, Georgia. Lockheed had won the contract for its

development as a jet freighter in 1961. It was to serve as a strategic support system for the Air

Force Military Air Transport Service and was operational in 1964 and saw heavy duty as

cargo carriers to Vietnam, and as flying hospitals carrying wounded servicemen back home.

In 1964 President Haughton greeted the news media at the first public firing of Lockheed

Propulsion Company's 156-inch rocket motor, then the largest solid propellant motor in the

United States It was fired at the company's Potrero, California, facility.

Meanwhile, in 1963, the first Lockheed YF-12A Mach-3 fighter-interceptor was flown.

withstand the very high temperatures and stresses involved in flying at three times the speed of

sound. It was followed by the equally secret and heavier Mach-3 SR-71 Blackbird strategic

reconnaissance aircraft. Johnson won his second coveted Collier Trophy in 1964 for the design

of these two airplanes and the trophy was presented to him by President Lyndon B. Johnson in

the White House rose garden on September 24, 1964. Then on May 1, 1965, Air Force test

pilots Colonel Robert Stevens and Colonel Daniel Andre set nine world records in a YF-12A,

including a speed of 2070 miles per hour, and an altitude of 80,258 feet. The longer range

SR-71 joined the Strategic Air Command at Beale Air Force Base, California in January,

1966. Then in 1974, an SR-71 Blackbird set a New York to London nonstop record of 1

hour 56 minutes, and a London to Los Angeles record of 3 hours 48 minutes. Then in 1976,

the SR-71 set a world's sustained altitude record of 85,069 feet, and a world speed record of

2193 miles per hour.

By 1964, Haughton was managing nine Lockheed Aircraft divisions with 77,000 people at

plants and bases in 15 states, and sales that reached $1.92 billion in 1963. Of this leadership,

he said, "One of the first things I learned in business is that it isn't enough just to get by for

today. You have to invest in the future. People must invest in themselves. Nations and

communities must invest in people. We need national strength and individual strength in these

days of change and challenge, and the best way to build both is through education." He also

said, "As industry becomes more complex, we need better and better people to run it and to

work in it. What we're really selling is brainpower and all the other human qualities,enthusiasm,

integrity, high standards." In addition he said, "I truly believe that the best kind of management is

the kind that promotes teamwork." Of the need for innovation, he said, "We must be sure that

all our research and development efforts represent sound investments for our future. And, as

management, we must rely on our scientists and engineers for direction in these matters. Only

scientists and engineers can provide technical innovation and innovation is often the trump card

that makes us a winner instead of an also-ran."

Another honor came to Dan Haughton in 1965 when the Joint Chiefs of Staff of the

Department of Defense selected him as the winner of the National Defense Transportation

Association's 16th Annual National Transportation Award, given each year to the person or

organization that contributes the most to defense transportation. He was recognized for "his

distinguished achievements in bringing into reality new concepts of aerospace vehicles for

defense transportation." In addition, in 1965, he also received an honorary Doctor of Laws

degree from George Washington University.

One of the highlights of 1966 came in September when the Gemini XI spacecraft, with

astronauts Charles Conrad and Richard Gordon aboard, linked up with a Lockheed Missiles &

Space Company's Agena rocket in orbit. This was the first successful docking of two

spacecraft in space. Then the Gemini XI used the Agena's rocket propulsion system to reach a

record altitude of 739 miles. Astronaut Gordon then fastened an Agena anchored tether to the

Gemini's docking bar and the two spacecraft made two orbits of the earth in tethered

configuration. In all, Lockheed's Agena rocket, the first workhorse model of which had been

launched into orbit in 1959, has participated in more launches than any other space vehicle. By

1968, it had over 250 launches to it's credit, in 1960, it became the first capsule recovered

from Space. Then in the Discover Program off Hawaii it was the first space capsule caught in

space. It was also used to launch NASA's Lunar Orbiter to the moon in 1966 and 1967.

Haughton came into the national spotlight again on November 11, 1966, when Secretary of the

Treasury Henry H. Fowler named him chairman of the United States Industrial Payroll Savings

Committee for 1967 to increase employee purchases of U.S. Savings Bonds through payroll

savings in 1967. A month previous to this, Haughton was named "Management Man of the

Year" by the National Management Association, which saluted him for his record of

achievement as a U.S. industrial leader, and for his" dedication to the concept of managerial

teamwork in advancing company aims, and for application of his highly ethical personal code to

business affairs."

As a result of his notable record in the fields of production, operations and management, as well

as his excellent background in finance, accounting and customer relations, and his 28 years of

service, Dan Haughton was elected chairman of the board of Lockheed Aircraft Corporation

on May 2, 1967, succeeding Courtlandt S. Gross, who retired. As such he had overall

supervision of the corporation's affairs. Certainly, no one at Lockheed knew more about them.

He set high goals and did his level best to see that through team effort they were achieved.

Amid ever-widening fields of corporate activity, he resolved to move Lockheed Aircraft

confidently and surely into the future.

The following day, the first prototype of the AH-56A Cheyenne helicopter was rolled out at

Van Nuys, California as Department of Defense, news media and Lockheed employees looked

on. It was the company's first major application of its pioneering rigid-rotor principle that

imparted gyroscopic stability to a helicopter and allowed it to be flown and stunted like a

fixed-wing aircraft. Six weeks later, a previously-built Lockheed XH-51A compound

helicopter, with wings and rigid rotor blades, set an unofficial speed record of 303 miles per

hour. The Army placed an initial order for ten prototypes, of the Cheyenne, which was

designed to fly escort and fire suppression missions, which was followed by a production order

for 375 more.

1968 saw the roll out of the world's largest airplane on March 2nd at Lockheed Georgia's plant

at Marietta. Among the dignitaries present besides Lockheed chairman Dan Haughton were

President Lyndon B. Johnson and his grandson, Patrick and Lyndon Nugent when the Air

Force's C-5A Galaxy was unveiled for use by the Military Airlift Command. Lockheed had

won the Air Force competition in 1965 to build a giant airfreighter able to lift payloads up to

130 tons including almost any type of an Army division's equipment, at jet speeds. The

728,000 pound gross weight Galaxy made its first flight in June 1968, and deliveries to the Air

Force began in 1969.

After the Lockheed Electra turboprop airliner went out of production in 1961, Lockheed

Aircraft was left without a commercial airliner in production for the first time in years. However,

a major design effort to re-enter this market with a supersonic transport fell just short of victory

in 1966 when Boeing's SST design was accepted. Two years later however Lockheed Aircraft

was ready to re-enter the commercial aircraft market. On March 28, 1968, Chairman Dan

Haughton announced at a New York press conference that Lockheed had orders totaling 2.1

billion dollars for it new three-jet transport, the L-1011 TriStar. The orders represented two

years of hard work capped by a coup engineered by Haughton. To offset balance of payments

problems associated with the use of Rolls-Royce RB.211 jet engines on the L-1011, he and his

team negotiated with Air Holdings, a British company, for the purchase of 50 TriStars for resale

outside of the United States. These, plus orders by Eastern Air Lines and TWA, brought the

total to 141 L-1011s. In June, 1968, representatives of the news media had an opportunity to

view a mockup of the luxurious TriStar. For his direction of the successful marketing program

for the L-1011, Haughton received the Sales and Marketing Executives International's

Marketing Executive of the Year Award in 1968.

In August, 1968, Chairman Haughton and Lockheed Georgia president Tom May, along with

Vice President Hubert Humphrey were present at San Antonio, Texas, for the dedication of the

Ventura Manufacturing Company, a Lockheed subsidiary that had been established to train the

hard-core unemployed, and to produce industrial products. Also in August, Lockheed Missiles

& Space Company's Poseidon missile lifted off for the first time from a Cape Kennedy launch

pad. It was a more powerful variant of the submarine-launched Polaris missile. Early in 1967,

Lockheed had received initial funding for the new missile with twice the payload and with twice

the accuracy of the Polaris. The Poseidon was fired from a surface ship in 1969, and was fired

from the submarine USS JAMES MADISON in August, 1970. It was the first of 31 Fleet

Ballistic Missile (FBM) submarines to be converted to Poseidon launch capability. By 1975,

619 Poseidon C-3 missiles had been built.

Meanwhile, in 1966, Lockheed Aircraft had established an ocean laboratory at San Diego,

California to further its underwater acoustics research and to serve as a base for its Deep Quest

oceanographic research submarine. In 1968, this maneuverable submersible vessel reached a

depth of 8,310 feet off Baja California. In 1966, Lockheed Missiles & Space Company had

won a Navy contract to build two Deep Submergence Rescue Vehicles capable of operating at

depths of 5,000 feet and designed to rescue crewmen from submarines trapped on the ocean

floor.

Lockheed provided significant support to NASA's Manned Spacecraft Center in Houston,

Texas in the mid and late 1960s. Its Lockheed Propulsion Company built the Apollo escape

rocket system that stood atop the 365-foot tall spacecraft. It was designed to pull the

astronauts to safety in the event of a rocket booster malfunction during the first Apollo mission

in October, 1968. Fortunately, astronauts Schirra, Eisle and Cunningham had no need of the

escape system and their 163 orbit flight around the earth was nearly flawless.

Among the new fields entered in 1968 was that of the small computer market. It came when

Lockheed Electronics Company's Data Products Division introduced its MAC 16 computer.

Then in 1969, the Navy awarded the Lockheed-California Company a contract to design and

build the high-wing S-3A Viking, a carrier-based antisubmarine search and strike aircraft. The

first S-3A carrier landing was made in November, 1973, aboard the USS FORRESTAL. The

plane, carrying a pilot, co-pilot, tactical coordinator and a sensor operator, had a top speed of

514 miles per hour and a combat range of 2,900 miles. Its stores included torpedoes, bombs

or mines. In all, by 1978, some 187 Vikings had been built.

As Lockheed Aircraft Corporation entered the 1970s, Chairman Dan Haughton said, "We'd

rather be advancing the state of the art than standing still. Our technical competence has kept us

in the forefront of the industry. I know that at Lockheed our eyes are on the future, and our

efforts are in large part directed toward realizing it fully."

Meanwhile, in 1969, Haughton received the Award of Achievement of the National Aviation

Club. Then in 1970, he was the recipient of the annual Tony Jannus Award of the National

Defense Transportation Association for his outstanding contributions to commercial aviation.

He was also presented the "Salesman of the Year for 1970" award by the Sales and Marketing

Association of Los Angeles.

Though the Lockheed L-1011 TriStar jetliner program was proceeding on schedule, Dan

Haughton was suddenly faced with a major crisis for Lockheed Aircraft. It began on February

4, 1971, and precipitated a seven-month's life or death struggle for the corporation. At stake

were tens of thousands of jobs and the investment of more than a billion dollars, plus the fate of

Lockheed itself. The crisis began after Rolls-Royce of Great Britain, the developer of the jet

engines for the L-1011 went bankrupt in the middle of the program. At that point, many thought

that every penny of the company's investment would go down the drain, and with it the

Lockheed Aircraft Corporation. But Haughton didn't panic. "I'm not a pessimistic man," he

said. Instead, he played it cool and set out to solve the seemingly impossible problem. He first

had to keep the airline customers committed to the TriStar. "Without their commitment, we

would have to go into receivership ourselves," he later explained. "We had to try to keep them,

the banks, two governments, and others in the picture," he added.

Through his astute management skills, Haughton succeeded in putting together a $750 million

credit package, the largest ever obtained for the development of a commercial airliner, and thus

he kept Lockheed Aircraft from reaching the brink of disaster. Business Week magazine said

he was "one of the last corporate autocrats." Fortune magazine described his achievement as

"the most delicate balancing act in the annals of modern American business." He did it by

convincing the United States Government to guarantee a loan of $250 million, by getting New

York bankers to lend the money, by securing the pledges of airline customers to not cancel

their orders and prodding the British government into ironing out Rolls-Royce's financial crisis.

By December, 1971, Lockheed had sold 154 L-1011 TriStars, but it would have to sell 100

more to break even on its investment, which was a tremendous challenge. But Haughton was

confident, and told his employees, "I say the game is going to be tough, and it is. But I want to

tell you, too, that we have a lot of things going for us. We have learned of the real strength in

the divisions and in our entire corporation. Everyone worked together during these months as

we were trying to save the TriStar program." Later Haughton would say that one of his greatest

accomplishments was his direction of the affairs of Lockheed that helped avert its bankruptcy in

1971 and was instrumental in preserving its L-1011 transport program. Aviation Week &

Space Technology Magazine gave Haughton its laurels for 1971 "for his indefatigable,

courteous, frank, and successful campaign to keep his corporation afloat on the stormiest

financial and technical waters this industry has ever seen." The Los Angeles Press Club named

him "Headliner of the Year" in 1971 for the "most delicate balancing act in the annals of modern

American business . . in snatching his company from the brink of bankruptcy."

In 1971, the Lockheed Missiles & Space Company began the development of the Undersea

Long-Range Missile System (ULMS) as a follow-on to the successful Polaris and Poseidon

fleet ballistic missiles, and to provide intercontinental ballistic missile ranges from larger, quieter

submarines. As a result, in September, 1971, Deputy Secretary of Defense David Packard

approved the program and it was redesignated as the Trident I (C4) program in early 1972.

The first test flight of the Trident I was successful on January 18, 1977, and the first one was

successfully launched from the submarine USS FRANCIS SCOTT KEY on July 31, 1977. By

1982, over 518 Trident I missiles had been built.

In 1974, the Lockheed Missiles & Space Company's Advanced Systems Division began the

development of the Aquila, a remotely piloted vehicle that could be retrieved in flight. The

Aquila was designed to carry out battlefield target acquisition and designation and

reconnaissance missions. However it is still awaiting a production decision.

In 1976, the first Jetstar II transport, powered by Garrett turbofan engines, was rolled out by

Lockheed Georgia at Marietta. It subsequently made its first flight on August 18, 1976, and in

all forty were built.

Daniel J. Haughton retired as chairman of the board of the Lockheed Corporation in February,

1976. But before he retired, he received many more honors for his outstanding achievements.

He received an honorary Doctor of Science degree in Business Administration from Clarkson

College of Technology in Potsdam, New York in 1973. This same year, he was named

"Employer of the Year" by the National Industrial Recreation Association, and also was named

"Honorary Engineer of the Year" by the San Fernando Valley Engineer's Council in California.

Then in 1975, he received an honorary Doctor of Laws degree from Pepperdine University.

Among Haughton's national level activities was serving as a director and chairman of the

National Multiple Sclerosis Society. In fact, he later said that he considered his work as

chairman of this organization as one of his outstanding accomplishments, and especially his

direction of a successful multi-million dollar fund-raising drive for research. His wife, Jean

Haughton, was a victim of multiple sclerosis. In addition, he became a member of the board of

Governors of the American Red Cross in 1969, and served until 1975. He was also a member

of the board of trustees of the National Security Industrial Association, and of the National

Space Foundation, as well as a governor of the Aerospace Industries Association, the Society

of Naval Architects and Marine Engineers, and the National Aeronautics Association.

On the local level, Haughton served as chairman of the Los Angeles County United Crusade

Campaign in 1968. He also served as a trustee of the Boys Club Foundation of Southern

California. In addition, he was a director and chairman of the Los Angeles Chapter of the

American Red Cross, and also of the Atlanta, Georgia Chapter. Then, too, he was a director of

the Los Angeles World Affairs Council, and of the Friends of Claremont College.

His other business activities included serving as a director of the Southern California Edison

Company, and of the United California Bank. Haughton held memberships in the California

Institute of Technology Associates, the University of Southern California Associates, the

Capital Club of Atlanta, the California Club of Los Angeles, Town Hall, and the Harvard

Advanced Management Club.

He was a Fellow of the American Institute of Aeronautics and Astronautics, and of the Society

of Automotive Engineers. He was a member of the National Aeronautics Association, the

Armed Forces Management Association, the Association of the U.S. Army, and the Air Force

Association. He was a life member of the Navy League of the United States, and of the Military

Airlift Committee of the National Defense Transportation Association. He served as a member

of the Cargo Management Panel of the Military Airlift Command, and as a member of the

Science Advisory Committee of the Alabama Space Center. In addition, he served on the

Board of Nominations of the National Aviation Hall of Fame.

Dan Haughton spent his long career with the Lockheed Corporation pursuing a vision of

personal devotion to performance excellence, the generation of new high technologies benefiting

the nation, and the attainment of business success through sound management principles. He did

this in spite of serving in an industry characterized by diversity and never-ending changes. As a

result, he set new standards of performance in technical accomplishment and astute

management for the aerospace industry, and he lived by them as traditions for the thousands of

engineers, scientists, managers, and other aerospace employees who followed him at

Lockheed. He left them a legacy of leadership designed to carry them forward to today and on

into the future, where the horizons are absolutely unlimited.

Daniel Haughton passed away on July 5, 1987.