Tech_Issue 1 2009_0127_Final:TechToday_012709 ... - Raytheon

Technology 

Today 

HIGHLIGHTING RAYTHEON’S TECHNOLOGY 

Raytheon’s Culture of Innovation 

Providing Leading-Edge Leading Edge Customer Solutions 

2009 ISSUE 1

A Message From Mark E. Russell 

Do you have an idea for an article? 

We are always looking for ways to connect 

with you — our Engineering, Technology and 

Mission Assurance professionals. If you have an 

article or an idea for an article regarding 

technical achievements, customer solutions, 

relationships, Mission Assurance, etc., send it 

along. If your topic aligns with a future issue of 

Technology Today or is appropriate for an online 

article, we will be happy to consider it and will 

contact you for more information. 

Send your article ideas to 

techtodayeditor@raytheon.com. 

On the cover: Raytheon technicians 

prepare a miniaturized radio frequency 

antenna for thermal vacuum testing, 

which mimics the extreme conditions 

encountered in space, at the company's 

Space Manufacturing Center of 

Excellence in El Segundo, Calif. It is part 

of a Raytheon-built radar that will circle 

the moon and help scientists search 

for ice and water deposits. For more 

information, see the story on page 25. 

2 2009 ISSUE 1 RAYTHEON TECHNOLOGY TODAY 

Vice President of Engineering, Technology and Mission Assurance 

There are many approaches to technological innovation. At Raytheon, our approach 

is diverse. It captures both top-down and bottom-up ideas. It is disruptive and 

incremental. It is directed at broad areas for use by the entire company, and the 

needs of individual Raytheon businesses. Our approach is comprehensive because 

innovations can come from anywhere. 

At the same time, we know that the goal of innovation is not just to come up with 

state-of-the-art technologies, but to develop new capabilities that meet our customers’ 

needs in a timely manner. Raytheon has a long history of developing innovative 

solutions for our customers, as highlighted in this issue of Technology Today. 

Innovation at Raytheon results from a culture that enables individuals to challenge 

themselves and the status quo to develop new and better solutions. Innovation 

occurs within our programs — as part of our technology planning and independent 

research and development programs — and through numerous initiatives 

aimed specifically at identifying and nurturing innovation. At Raytheon, innovation 

is more than coming up with a new idea — it’s making that idea a reality. 

That is what makes the difference for our customers. 

This philosophy comes directly from our Chairman and CEO William H. Swanson, 

who leads Raytheon with a consistent focus on the customer. In fact, Raytheon’s 

goal is to be regarded as a customer focused company known for its technology and 

innovation, enabling our customers’ success. 

In the following pages, you will learn about the many ways Raytheon innovates, 

including articles about our culture of innovation, the processes we use to innovate, 

and of course, the innovations our culture and processes have produced. 

In this issue’s Leaders Corner column, we hear from John Zolper, Raytheon 

vice president of Research and Development. John talks about the importance of 

mining fresh ideas and the programs that the company has implemented to 

nurture innovation. 

In 2009, innovation is taking on added significance. Engineering, Technology and 

Mission Assurance is holding the Raytheon Technology Forum, March 25–26, in 

Washington, D.C. Organized under a theme of “Innovating the Future,” the event 

will be an opportunity for our engineers and customers to discuss innovative ways 

to meet tomorrow’s evolving mission needs. 

Best regards, 

Mark E. Russell

View Technology Today online at: 

www.raytheon.com/technology_today/current 

Technology Today is published 

quarterly by the Office of Engineering, 

Technology and Mission Assurance. 

Vice President 

Mark E. Russell 

Managing Editor 

Lee Ann Sousa 

Senior Editors 

Donna Acott 

Tom Georgon 

Kevin J. Wynn 

Art Director 

Debra Graham 

Photography 

Jon Black 

John Barela 

Douglas Bobilya 

Brad Hines 

Matt Kuhlen 

Dan Plumpton 

Charlie Riniker 

Jeff Thompson 

Website Design 

Joe Walch IV 

Publication Coordinator 

Dolores Priest 

Contributors 

Carrie Brown 

John Cacciatore 

Christel Kittredge 

Marcilene Pribonic 

Sharon Stein 

INSIDE THIS ISSUE 

Feature: Raytheon’s Culture of Innovation 

An Integrated Approach to Innovation at Raytheon 4 

Raytheon’s Innovations in Sensor Systems 7 

Mission Innovation: Fueling the Engine 10 

Swarm Intelligence for Automatic Knowledge Extraction 12 

The Bike Shop: Engaging the Innovator 14 

The Rapid Initiatives Group 17 

Office of Innovation 19 

Connecting the Quantum Dots 21 

Raytheon’s Innovation Partnerships 23 

Raytheon Innovations Making Headlines 25 

Leaders Corner: Q&A With John Zopler 27 

Legacy of Innovation: Seven Early Innovations 

Eye on Technology 

28 

RF Systems 31 

Architecture & Systems Integration 32 

Materials & Structures 34 

Information Systems 35 

EO/Lasers 

Special Interest 

36 

National Data Exchange System 38 

The Science of Sports 

Events 

39 

2008 Summer Symposia 

People 

40 

Raytheon Certified Architects 42 

U.S. and International Patents 43 

EDITOR’S NOTE 

At Raytheon, we have some of the most talented and innovative people in the world, all 

focused on one thing — providing the best possible solutions to our customers around 

the world. Whether it’s developing state-of-the-art technologies or redesigning existing 

products and technologies in new and creative ways to meet a customer need, innovation 

is truly part of our culture — it’s in our DNA. 

This issue of Technology Today explores our innovative culture and initiatives, such as 

the Raytheon IDEA program, the annual Raytheon Innovation Challenge, and university 

partnerships, to name a few. It also highlights some of the technologies and programs 

that make Raytheon an innovative leader, like swarm intelligence, oil extraction from 

shale technology and SilenTrack for surveillance in dense urban environments. 

This issue introduces a new section called Legacy of Innovation, which highlights some 

of Raytheon’s early innovations. You’ll also read about a new MathMovesU initiative, 

called Science of Sports, as well as our summer technology symposia. 

Enjoy! 

Lee Ann Sousa 

RAYTHEON TECHNOLOGY TODAY 2009 ISSUE 1 3

Feature 

Enterprisewide Innovation Initiatives 

Raytheon Certified Architects Program 

Innovation Challenge 

IDEA Program 

Technology Networks 

External Collaboration 

Independent Research and Development 

Collaborating 

to Ensure 

Customer 

Success 

An inclusive approach to 

Innovation at Raytheon 

Innovation, as embodied in a novel product, 

method, or service providing a result 

with a valued quantifiable gain, is receiving 

significant attention in industry and 

government. The mantra, “innovate or 

die,” is now being applied to corporations 

and industries. At Raytheon, we have 

always prided ourselves on our culture of 

innovation — it’s not a passing trend, it’s 

how we do business. This culture of innovation 

enables us to provide leading-edge 

solutions to our customers, as we have 

continuously done for more than 85 years. 

But we are not resting on our laurels. 

Our innovative culture is rooted in our 

diversity of people, products and thoughts, 

and we continue to look for new ways to 

drive innovation to address our customers’ 

needs. We nurture numerous specific internal 

initiatives and strengthen our external 

partnerships to ensure we constantly challenge 

ourselves to invigorate the company 

with new ideas to maintain our edge in 

the marketplace. 


Experience has convinced us that there is not 

just a single approach that leads to successful 

innovation in all aspects of the company. 

We benefit from multiple complementary 

approaches to encourage innovation across 

Raytheon. Today, we are opening the aperture 

by developing and applying internal 

and external technologies to core and 

growth markets. Our innovative culture 

is at the center of these initiatives. 

This set of approaches to innovation is 

rooted in a set of principles outlined below: 

Raytheon Principles for Innovation 

Ideas can come from anyone, anywhere 

in the organization 

Robust ideas come from nurturing collaborative 

environments 

Innovation occurs at the intersection of 

needs and ideas 

Ideas may exist for sometime before value 

or need is determined 

Trust is crucial for people to collaborate 

and share ideas 

Radical/disruptive ideas are more likely to 

come from diversity of thought created by 

intersections of people with differences 

Organizational Innovation Initiatives 

Programs and Systems 

Office of Innovation 

The Bike Shop 

Innovation Day 

Rapid Initiatives Group 

The Mission Innovation Group 

Truly radical/disruptive ideas will often be 

viewed as not feasible, impractical, or of 

no value 

Ideas are initially fragile; they need to be 

nurtured 

Different people have different styles of 

creating ideas 

Innovation cannot be scheduled, it occurs 

when it does (but it can be facilitated and 

encouraged) 

Like innovation itself, Raytheon’s approaches 

to innovation are dynamic and varied. 

Together, they form a tapestry from which 

internal and external inventions are 

spawned, nurtured and matured into truly 

innovative solutions. Some of the 

approaches are summarized below and 

described in further detail throughout this 

edition of Technology Today. 

Certified Architects – Through the 

Raytheon Certified Architect Program 

(RCAP), Raytheon’s top architects receive 

advanced training to hone their skills and 

enable them to define world-class architectures 

that will integrate internal technologies

and products from across industry to form 

innovative solutions. More than 100 architects 

across the company are RCAP-certified. 

Independent Research and 

Development – Raytheon has a long 

history of funding Independent Research and 

Development (IRAD) to develop the next 

generation of technology ahead of customer 

requirements. This has enabled us to maintain 

our technical excellence and challenge 

our technologists to always consider innovative 

approaches to hard problems. 

Advanced Technology Organizations – 

Chartered to work with our customers and 

programs to develop and mature revolutionary 

new technologies and products, our 

Advanced Technology organizations execute 

research and development programs under 

contract to our customers. We look to team 

with small businesses, universities and 

commercial partners to leverage external 

technologies; we understand that innovation 

can come from anywhere. 

Raytheon Innovation Challenge – 

The enterprisewide Raytheon Innovation 

Challenge (RIC) exposes employees to customer 

problems with the belief that they 

already have, or could readily conceive of, 

new solutions to these difficult problems 

when given the opportunity. 

For the past two years, Raytheon has sponsored 

the RIC. Last year’s targeted five key 

challenges of one of Raytheon’s customers: 

the U.S. Department of Homeland Security. 

Reviewers received 230 white papers from 

engineers in all six Raytheon businesses. 

Authors of the most compelling white papers 

attended a workshop to foster dialogue on 

new ideas and stretch their concepts to further 

enhance their approach. From the workshop, 

eight ideas were selected for further 

refinement, analysis and troubleshooting to 

move them from an idea to a product concept. 

Future plans for the RIC include formulating 

additional challenge topics, increasing the 

emphasis on constructive feedback and 

encouragement, and broadening the pool of 

innovators beyond the engineering community. 

The challenge format focuses innovators’ attention 

on known problems — if these problems 

are solved, it immediately benefits our customers 

and new product or service offerings. 

Identify-Develop-Expose-Action: 

Raytheon’s IDEA program – The intent 

of the corporate IDEA program is to identify 

novel ideas of value to the business, develop 

them to a point where other funding is 

appropriate, expose the idea to appropriate 

business leaders, and quickly take action on 

the most promising ideas. Here again the key 

concept is that innovation can come from 

anywhere, and this program enables the 

employee with the idea to have time to 

refine his or her concept. 

This program is administered by Corporate 

Technology and Research with the expressed 

intent of making rapid decisions on funding 

early-stage ideas for an investigator to perform 

initial analysis, simulation or experiments 

to refine an idea. The evaluation criteria 

address technical originality and business 

relevance. This “grass roots” system to gather 

ideas allows anyone with a bright idea to 

come forward. 

Technology Networks – Raytheon has 

established five technology networks which 

also drive innovation: Mission Systems 

Integration, Multifunction RF Systems, Multifunction 

EO Systems, Information Systems 

and Computing, and Mechanical Materials 

and Structures. Within each technology 

network are Technology Interest Groups, 

each of which focuses on a specific technology, 

and connects experts, peer-to-peer, across 

Raytheon. For the past decade, Technology 

Networks have provided an exceptional tool 

for engaging leading-edge technology and 

explaining customer needs. Each Technology 

Network also hosts an annual symposium 

and periodic workshops on special topics to 

promote the exchange of technology and 

knowledge sharing. 

University Collaboration – The 

Raytheon University Program sponsors university 

memberships and research in areas that 

align with our business needs, ensure our 

awareness of important current innovations, 

and enable our growth strategy. Colleges and 

Continued on page 6 

Feature 

William H. Swanson on 

Technology and Innovation 

“Raytheon is a technology 

company. We believe that 

developing the best solutions 

for our customers is 

all about fostering an 

open culture that supports 

rich dialog to generate 

the best ideas. In 

other words, it comes 

down to inclusion: creating 

a welcoming environment, 

drawing on the 

largest pool of the best 

talent, and encouraging 

diversity of thought and 

opinion with customer 

success in mind.” 

William H. Swanson 

Chairman and CEO 

Raytheon Company 


Feature Innovation at Raytheon 

Continued from page 5 

universities are the vanguard of basic and 

applied research in the United States and 

abroad. The objectives of this program are 

to strategically align Raytheon technology 

road maps and university research, sponsor 

targeted advancements in core and adjacent 

markets, and implement a disciplined 

process for leveraging investments to 

enable growth. The University Program also 

operates in conjunction with other 

Raytheon university activities to build relationships 

and provide assistance to our college 

recruiting program. 

Small Business Collaboration 

Programs – Raytheon is working to find, 

nurture and leverage technologies being 

developed by small businesses. Two programs 

that foster this collaboration are the 

Small Business Innovation Research (SBIR) 

and pilot Mentor-Protégé Program. The 

SBIR program is a federal program that 

funds small businesses to conduct research 

and development of new and emerging 

technology. These programs enable 

Raytheon to utilize small-business capability 

to develop key technologies while establishing 

long-term relationships with small businesses 

and strengthening relationships with 

our customers. The U.S. Dept. of Defense 

pilot Mentor-Protégé Program is designed 

to provide small disadvantaged businesses 

with technical and developmental assistance 

from large businesses. 

Innovation Organizations – 

Organizations have been chartered across 

Raytheon with identifying and developing 

innovative products and business models. 

Five such organizations are currently executing 

in Raytheon, and each has demonstrated 

results with a slightly different approach 

to innovation. 

Mission Innovation 

Raytheon Integrated Defense Systems’ 

Mission Innovation (MI) group provides an 

excellent example of far forward-looking 

innovation applied to compelling issues 

threatening our world: global warming, 

renewable energy, biological diversity 

protection, world health, education, and 

civil defense. Using a dedicated group of 

innovators, MI applies the company’s 


technologies and capabilities beyond the 

core businesses. Not constrained to our current 

products or technologies, MI broadly 

partners with universities or other businesses 

to create valuable solutions. 

The Bike Shop 

The Bike Shop at Raytheon Missile Systems 

houses a world-class capability to rapidly 

develop solutions and prototypes, drawing 

on a skilled, passionate small team of people 

who ignore the time clock and do 

whatever it takes to fulfill the customer’s 

needs — and fulfill them now. 

The Bike Shop starts all projects with a 

brainstorming session — its Envision 

phase — to understand the real problem. 

Once a workable solution to a problem is 

envisioned, The Bike Shop assembles the 

smallest possible team to execute the 

effort: This is the Create phase of 

their process. 

The result of the final phase — Accomplish 

— is a product of the intent and scope of 

the work. The Bike Shop delivers two 

primary products: special testing setups 

and services for existing programs, and 

prototype systems. 

Rapid Initiatives Group 

Within Raytheon Network Centric Systems, 

the Rapid Initiatives Group provides the 

mechanisms to tap into the broad, distributed 

capabilities of the business. Established 

to quickly address customer needs, it maintains 

an experienced staff of program leaders 

and a network of connections to the 

engineering and functional units. 

Using proven processes, the RIG can rapidly 

marshal resources to meet a customer need. 

All functions — business development, 

contracts, finance, operations and 

engineering — rapidly converge on a 

viable approach to offer a solution to 

the customer. 

The ability to convert concepts and ideas to 

contracted solutions provides strong benefits 

to customers. 


Raytheon Space and Airborne Systems 

established an Office of Innovation to foster 

a culture of innovation across all employees 

and leverage ideas into new business. The 

dedicated staff provides focus, creating a 

connect point for anyone with an idea or a 

problem needing a solution. Four systems 

gather and develop ideas into business 

value: Originator Assisted, Innovation 

Centers, Innovation Challenge, and 

Distributed Think Tank. 

Innovation Day 

In November 2008, Raytheon Intelligence 

and Information Systems (IIS) held its first 

“Innovation Day.” The event took place at 

nine sites and showcased the best of the 

business’s technology and innovation. 

Innovation Day also included the first IIS 

Innovator of the Year Award. 

Five IIS projects received funding during 

2008 under Raytheon’s IDEA program: 

Helibuoy Prototype 

Capture HPC for Malware Analysis 

Stealth Modulation 

Fast, Unsupervised Hyperspectral Imagery 

Exploitation 

Swarm Intelligence for Knowledge 

Extraction 

In 2009, IIS will begin implementing its own 

IDEA program, using the tools from the corporate 

program to help uncover more innovative 

ideas from within the business. 

Summary 

Raytheon’s world-class innovation systems 

continue to pump technology, products, 

and customer solutions, creating value for 

our stakeholders. The breadth and richness 

of the systems that allow each business 

and each individual to find novel, valued 

solutions are unique. 

Innovation is important to individuals as 

well as to the company’s business growth. 

Innovation kindles a special engineering 

spirit: With a can-do attitude, nothing is 

really impossible. 

This edition of Technology Today describes 

some of our innovations and the systems 

used to produced them. We hope that the 

examples provided will give you a glimpse 

into the types of exciting work we do. 

Bill Kiczuk 

kiczuk@raytheon.com

Raytheon’s 

Innovations in Sensor Systems 

Raytheon has a long history of applying 

and integrating innovations to produce 

world-class sensor solutions for 

our customers. One area where this is 

readily apparent is in our state-of-the-art 

systems. Today’s sensor systems have 

become more capable, affordable and 

reliable through an evolution fueled by constant 

and consistent innovation. For example, 

systems such as the Cobra Dane and 

Pave Paws radar systems were leading-edge 

radar sensors when developed 30 years 

ago, and with 21st-century enhancements, 

these early-warning systems continue to 

play a key role in missile defense. 

Numerous innovations are required to realize 

each of these systems. During World 

War II, radar systems were enabled by innovations 

such as mass production of the 

magnetron, which Raytheon pioneered in 

the 1940s. Future sensor systems will benefit 

from some innovative new technologies: 

Gallium nitride (GaN), which will provide 

radio frequency (RF) sensors with 

increased power and advanced capabilities, 

where needed 

Compound Semiconductor Materials on 

Silicon (COSMOS) to achieve revolutionary 

semiconductor performance 

Advanced electro-optical (EO)/infrared (IR) 

detection and imaging devices for applications 

in the x-ray, visible, infrared, terahertz 

and millimeter-wave regions of the 

electromagnetic spectrum 

Advanced materials and mechanical 

structures that not only provide support 

and environmental protection, but also 

remove heat, all while maintaining the 

critical tolerances necessary for optimal 

performance 

Supercomputing technologies that execute 

advanced signal processing algorithms 

Systems that maintain the nanosecond 

timing tolerances required for success 

This wealth of experience and portfolio of 

technologies enable Raytheon to provide 

solutions that are scalable, affordable, 

reliable and highly capable in response to 

our customers’ operational needs. 

Four of Raytheon’s state-of-the-art complex 

sensor systems are described below: 

AN/APG-79 AESA, which makes the U.S. 

Navy’s F/A-18 E/F Super Hornet more 

lethal and less vulnerable 

X-Band Radar, the largest, most sophisticated 

phased array, electro-mechanically 

steered X-band radar in the world 

SPY-3, the U.S. Navy’s first shipboard 

active phased array multifunction radar 

ARTEMIS, a sophisticated hyperspectral 

imaging sensor that was designed and 

built in less than 15 months 

AN/APG-79 AESA Radar System 

The AN/APG-79 AESA radar system is a significant 

advance in airborne radar technology. 

Entirely new — from front-end array to 

back-end processor and operational software 

— the system substantially increases 

the power of the U.S. Navy’s F/A-18 E/F 

Super Hornet, making it more lethal and 

less vulnerable than ever before. 

With its active electronic beam scanning, 

which allows the radar beam to be rapidly 

steered as it searches the surrounding airspace, 

the APG-79 optimizes situational 

awareness and provides superior air-to-air 

and air-to-ground capability. The agile beam 

enables the radar’s air-to-air and air-toground 

modes to interleave in near-real 

time, so that pilot and crew can use both 

modes simultaneously, an unprecedented 

technological leap. 

Now in flight test with the Navy, the APG-79 

demonstrates reliability, image resolution, 

and targeting-and-tracking range signifi- 

Feature 

cantly greater than that of the current 

F/A-18 radar. With its open systems architecture 

and compact, commercial-off-theshelf 

(COTS) parts, it delivers dramatically 

increased capability in a smaller, lighter 

package. The array is composed of numerous 

solid-state transmit and receive modules 

to virtually eliminate mechanical breakdown. 

Other system components include 

an advanced receiver/exciter, ruggedized 

COTS processor, and power supplies. 

X-Band Radar 

The nine-story-high XBR is the world’s 

largest X-band radar, weighing four million 

pounds. The sea-based X-band (SBX) platform 

that it sits on stands more than 250 

feet and displaces more than 50,000 tons. 

It consists of a semi-submersible oil production 

platform, topped with the XBR. XBR is 

the primary payload on the semi-submersible 

platform supporting the Ground- 

Based Midcourse Defense phase of the 

Missile Defense Agency Ballistic Missile 

Defense System. SBX’s floating platform, a 

modified oil-drilling vessel, was designed 

for exceptional stability in high winds and 

storms. Measuring 240 feet wide and 390 

feet long, the vessel includes a power plant, 

bridge and control rooms, living quarters, 

storage areas, and enough floor space and 

infrastructure to support the X-band radar. 

The X-band radar itself, which sits on top of 

the floating platform, is the largest, most 

sophisticated phased array, electro-mechanically 

steered X-band radar in the world. It 

consists of thousands of elements driven by 

transmit/receive (T/R) modules. In the Xband 

radar, they provide the full fire control 

sensor functions for the Ground-Based 

Midcourse Defense system, including 

search, acquisition, tracking, discrimination 

and kill assessment. 



Feature 


SPY-3 

The AN/SPY-3 Multi-Function Radar (MFR) is 

the U.S. Navy’s first shipboard active phased 

array multifunction radar. It is an X-band 

active phased array radar designed to meet 

all horizon search and fire control requirements 

for the Navy in the 21st century. MFR 

is designed to detect the most advanced 

low-observable anti-ship cruise missile 

(ASCM) threats and support fire-control illumination 

requirements for the Evolved Sea 

Sparrow Missile, Standard Missiles, and 

future missiles that will be required to support 

engagement of the most stressing 

ASCMs. MFR combines the functions provided 

by more than five separate radars 

currently aboard Navy combatant ships and 

also supports new ship-design requirements 

for reduced radar cross-section, significantly 

reduced manning (no operators), and total 

ownership cost reduction. 

The radar performs such functions as horizon 

search, limited above-the-horizon search, 

and fire control track and illumination. One 

of the most significant design features of the 

radar is to provide automatic detection, 

tracking and illumination of low-altitude 

threat missiles in the adverse environmental 

conditions routinely found in coastal waters. 

ENGINEERING PROFILE 

Katherine 

Herrick 

Deputy to the 

Technology 

Director, RMS 

A fresh face at 

Raytheon Missile 

Systems (RMS), 

Dr. Katherine 

Herrick arrived 

in Tucson, Ariz., in April 2008 from 

Raytheon Integrated Defense 

Systems’ Advanced Technology 

Directorate. She brought her extensive 

experience in cutting-edge RF 

semiconductor technology, but 

Herrick sees her current work as 

deputy to RMS’ technical director as 

drawing less upon her background 

in solid state III-V devices, and 

more upon her experience as a yoga 

instructor and cellist. 


SPY-3 uses three fixed-face arrays, each 

containing around 5,000 T/R elements. 

These elements are connected to T/R integrated 

multi-channel modules, each of 

which drives eight elements. Individual 

modules are designed to slide into the array 

structure and provide a high-conductivity 

thermal path to the cooling-array manifold 

without having any connection to the T/R 

module itself. 

ARTEMIS 

ARTEMIS is a sophisticated hyperspectral 

imaging sensor for the Operationally 

Responsive Space Office’s flagship Tactical 

Satellite (TacSat) program. The U.S. Air 

Force selected Raytheon to research and 

develop the primary surveillance sensor for 

the TacSat-3 mission. This groundbreaking 

space sensor was designed and built in 

less than 15 months as a rapid development 

project. 

ARTEMIS makes extensive use of COTS 

components and industry-standard interfaces 

to create an affordable, high-performance 

space-based surveillance option. It also realizes 

the operationally responsive space vision 

of fast, flexible launch and use capability. 

As defined by the joint Operationally 

Responsive Space Office at Kirtland Air 

“RMS is a bit like the human body, 

or an orchestra,” Herrick said. “It’s 

an extraordinarily complex system 

of systems that’s capable of amazing 

performance, but you can’t get the 

best out of it unless you view it 

holistically and determine the optimal 

way for its elements to work 

together in a dynamic environment. 

“We work across RMS, and enterprisewide, 

to develop strategic technology 

road maps at multiple levels, 

from basic technological innovation 

to Supply Chain to Business 

Development.” she explained. “We 

evaluate capability gaps against 

internal technology investment 

efforts aimed at an array of technology 

solutions. What we bring into 

the equation is an integrative 

approach that treats RMS as a 

whole, preparing it for agility and 

success in a complex environment of 

developing customer needs and 

technological possibilities.” 

After receiving her Ph.D. in 2000 

and conducting post-doctoral work 

at the University of Michigan, 

Herrick joined the Advanced 

Technology Department at 

Raytheon RF Components with a 

focus on high-frequency semiconductor 

circuits and integrated 

arrays. After transferring to 

Raytheon IDS’ Advanced Technology 

Directorate, Herrick led the capture 

of, and served as Raytheon’s principal 

investigator for, the DARPA 

COSMOS (Compound 

Semiconductor Materials On 

Silicon) program. That effort, she 

recalled, was one of the most exciting 

and rewarding experiences of 

her professional career. “COSMOS 

truly enables a new paradigm in circuit 

design through the innovative 

ARTEMIS baffle mirror assembly 

Force Base, N.M., the responsive space 

approach seeks to “assure space power 

focused on timely satisfaction of Joint Force 

Commanders’ needs.” Under one envisioned 

scenario, warehoused satellite components 

would be rapidly assembled, configured, 

and transported to nearby sites for 

quick launch into low Earth orbit — some 

200 miles overhead. The TacSat-3 program 

will test the feasibility of launching a payload 

such as ARTEMIS within as few as 

seven days after receiving the request. 

Once in orbit, ARTEMIS’s quick-reaction 

optics will enable it to see otherwise hidden 

targets, such as disturbed earth. 

When operated by a military commander 

in the field, ARTEMIS is able to provide data 

heterogeneous integration of semiconductors 

via direct epitaxial 

growth. It’s easy to be passionate 

about your work when it’s this 

transformational.” 

Herrick received the 2007 IDS 

President’s Award as the driving 

force behind Raytheon’s path-breaking 

COSMOS effort. Her other 

recent awards include: the 2008 

Outstanding Young Engineer Award 

from the IEEE Microware Theory 

and Techniques Society, 2008 RMS 

Technical Honors Award, and 

selection to the 2008 National 

Academy of Engineers Frontiers’ 

of Engineering Symposium. 

Herrick has published more than 

40 technical papers, and holds 

several patents in the areas of 

antennas, RF MEMS packaging, 

and microwave circuits.

in a user-friendly format, greatly reducing 

critical response times and enhancing battle 

assessment capabilities. 

The Future of Sensor Systems 

Raytheon continues technological advances 

that improve sensing capabilities at different 

wavelengths. As these sensors improve 

in performance with reductions in size and 

cost, wideband/multispectral/multiband sensors 

are becoming powerful, practical solutions 

for many applications. These sensors 

integrate multiple phenomenologies to 

exploit the unique characteristics of the target 

and environment, for improved performance 

against the most challenging targets 

in the most challenging environments. 

Polarization: A natural discriminant. 

Electromagnetic waves may be resolved into 

orthogonal oscillating electric fields. If there 

is a significant difference in the amplitude 

of one of the fields compared to the other, 

the light is said to be polarized. Polarization 

is of interest because manmade objects that 

contain sharp edges and flat surfaces tend 

to polarize light, while naturally occurring 

objects do not. 

Multiband: Detection can be optimized by 

employing many segments of the spectrum. 

Targets appear different across the spectrum 

because of their composition. Components 

are designed to operate across a limited range 

of the spectrum, driven by system requirements 

and physical parameters. By using sensors 

that employ multiple portions of the spectrum, 

selected for the best sensor performance 

in that range, sensing can be optimized. 

Multispectral: A color-based discriminant. 

Objects are not typically blackbodies — 

they emit or reflect some wavelengths preferentially 

to others. This is obvious in the 

visible, when we see the rich diversity of 

color in the world. We can far more easily 

separate objects from their surroundings in 

a color image than a black-and-white one. 

Yet we only sense three primary colors. All 

other sensed colors are mixtures of these. 

This is the idea of multispectral systems that 

are two or three infrared colors. 

Hyperspectral: Exploring color as a multidimensional 

discriminant. Hyperspectral 

systems use tens to hundreds of colors at 

each pixel. Using this technology, we can 

identify individual chemicals through their 

line emissions. Thus, we can discriminate 

painted vehicles from foliage, and even 

identify gas emission from factories or gas 

clouds. Raytheon has been a pioneer in this 

technology for space applications. 

Wideband: System range resolution is driven 

by its operating bandwidth. Wideband is 

a relative term used to describe a broader 

range of operating frequencies enabled by 

the use of improved component designs. 

Ultra-Wideband: Ultra-wideband yields 

higher range resolution. This is also a relative 

term used to describe a significantly 

broader frequency range; octaves or even 

decades wider in operating frequencies. 

Under DARPA’s COSMOS program, 

Raytheon offers the designer the “best 

junction for the function” without compromising 

the yield and scale of complementary 

metal oxide semiconductor (CMOS) or 

the speed and breakdown of compound 

semiconductors (CS). COSMOS’s unique 

technology enables the micron-scale placement 

of CS (GaAs, InP, and eventually GaN) 

in arbitrary locations on a CMOS wafer, 

while maintaining co-planarity with the 

CMOS for simple, high yield, monolithic 

integration. This monolithic integration 

approach is akin to the move from hybrids 

to MMICs, which enabled compound semiconductor 

insertions into systems over the 

last decade. The figure below shows InP 

heterojunction bi-polar transistors (HBT) 

integrated onto a silicon-on-lattice engineered 

substrate to enable InP performance 

while maintaining CMOS affordability. 

HBT 

CMOS 

Today’s multifunction systems integrate 

sensing functions with communications and 

electronic warfare functions by sharing the 

aperture, processing and power to minimize 

weight, volume and total lifecycle costs. 

Two additional constraints are also driving 

innovations in future sensor systems. First, 

the available surface area or volume on a 

platform may not accommodate multiple 

unique sensors, each optimized for a specific 

Feature 

application. Second, if platforms operate 

independently, this results in larger and 

more expensive sensor systems. Thus, the 

next generation of sensor systems will use 

the techniques described, to enable multiple 

simultaneous functions out of a 

common aperture and to operate as nodes 

in a network, sharing information with 

other sensors. 

Sensor netting is a powerful capability that 

provides an interoperable plug-and-fight 

architecture with networked multimission 

sensors that are tasked by “mission managers.” 

Acting as a network, the sensors 

can provide persistent surveillance while 

supporting multiple simultaneous missions. 

Additionally, network performance exceeds 

what is achievable by any individual sensor 

because multiple sensors are viewing 

objects from multiple angles and potentially 

with greater spectral diversity (RF, millimeter 

wave, terahertz, IR, visible regions, ultraviolet, 

etc.) to dramatically improve our ability 

to detect, track and identify objects. 

Raytheon is a world leader in sensor 

networking with products such as the 

Cooperative Engagement Capability (CEC), 

deployed by the U.S. Navy, and the 

Tactical Component Network (TCN) which 

provides a bandwidth-efficient composite 

tracking capability. 

Summary 

The four systems described in this article are 

examples of how Raytheon’s culture of 

innovation has resulted in providing 

unmatched capabilities for our customers 

and warfighters. As we address next-generation 

systems, we continue to extend the 

performance envelope while reducing cost 

and increasing reliability. Raytheon is 

extending its technological expertise and 

integration skills to provide key sensor 

technologies in a joint environment: joint 

in the sense of the services working together, 

joint in the sense of space, air, surface 

and subsurface, and joint in the sense of 

allies working together. We are developing 

the architecture, the connectivity, the 

software, the sensors and the electronics 

to help choreograph how today’s joint task 

force commanders integrate and employ 

their assets. 

Bill Kiczuk 

kiczuk@raytheon.com 

Contributor: Tony Marinilli 


Feature 

Mission 

Innovation: Fueling The Engine. A Dual V Model Approach 

Raytheon’s formal innovation organizations 

are the “sparks” that ignite the 

engine into creative action for solving 

a wide variety of pressing global issues. One 

such organization — Integrated Defense 

Systems’ (IDS) Mission Innovation (MI) — 

has been generating sparks for four years. 

A Model for Innovation 

The Mission Innovation team uses a Dual V 

Model to look at society and technology 

trends to anticipate where the next needs 

and solutions may be — extending well 

beyond just developing the next product 

and into imagining how existing world challenges 

potentially intersect with existing 

Raytheon technologies and capabilities. 

Following the top-down path, the MI team 

examines near- and long-term global issues 

across a multitude of focus areas; matching 

those broad areas with external technologies, 

solutions and partners in an open 

innovation model. The bottom-up path 

continuously draws from Raytheon’s 

portfolio of technologies, capabilities and 

expertise, using them to resolve world 

problems. The intersection of these paths 


is where appropriate business models, 

technologies, partners, and supporting 

functions meet to create a solution. 

Raytheon IDS Mission Innovation applies 

the Dual V model to several focus areas, 

including energy and environment, global 

health, and civil defenses. 

Oil Extraction From Shale Reserves 

According to the latest studies, the United 

States has an oil reserve of at least three 

times that of Saudi Arabia locked in a 

16,000-square-mile formation of oil shale 

deposits beneath federal land in Colorado, 

Utah and Wyoming. If successfully harvested, 

it’s estimated that this resource could 

yield anywhere from 500 billion to more 

than two trillion barrels of oil — enough 

to meet U.S. demand at current levels for 

more than 250 years. 

Raytheon’s solution combined its established 

expertise in radio frequency (RF) 

technology — more commonly used for 

radar and guidance systems — with critical 

fluids (CF) processes of small-business 

partner CF Technologies. 

Under this extraction scenario, oil wells are 

drilled into the shale strata using standard 

oil industry equipment. RF antennae, or 

transmitters, are lowered into the shale. 

The antennae then transmit RF energy to 

heat the buried shale. Super-critical carbondioxide 

is pumped into the shale formations 

to extract the oil from the rock and carry 

the oil to an extraction well. At the surface, 

the carbon-dioxide fluid is separated and 

pumped back into injection wells, while the 

oil and gas are refined into gasoline, heating 

oil and other products. These same 

process could also be used to extract oil 

from tar sands.

This method is more economical and environmentally 

responsible than older oil shale 

extraction techniques, as it uses far less 

power, does not severely disrupt the landscape 

or leave behind residue that can 

enter groundwater supplies. 

Raytheon sold its technology to extract oil 

from shale and tar sands to Schlumberger Ltd., 

a leading oilfield services company, in 2008. 

Global Public Health Surveillance System 

Disease surveillance at the national and 

international levels can provide critical information 

for early detection and containment 

of emerging health threats. However, disease 

surveillance systems have evolved 

without international standards or collaborative 

protocols for specific data types, 

resulting in a wide variety of unique databases 

containing valuable information. 

Information-sharing across the various 

reporting systems (human, veterinary and 

wildlife) happens via human-intensive, timeconsuming 

activities such as the exchange 

of e-mails or faxes. 

The Global Public Health Surveillance 

(GPHS) system would connect all existing 

healthcare networks and add additional 

virological disease-monitoring capabilities 

to provide real-time global situational 

awareness. The system leverages technologies 

developed for the U.S. Department of 

Defense with the existing public health 

communications infrastructure to provide 

data exchange. 

Applications automatically process the 

metadata in real time, and software agents 

continuously search the metadata for virological 

disease anomalies and trends using 

numerical, temporal and geographic criteria 

for alerting human operators when and 

where appropriate. A metadata catalog provides 

a substantial information resource for 

human exploration using visualization tools 

and data mining applications. 

Feature 

Detection of Threats Using Honeybees 

For more than 100 years, it has been 

known that honeybees can be conditioned 

to detect chemical substances. In fact, the 

bees can detect chemicals in parts per 

quadrillion — orders of magnitude more 

sensitive than the best man-made sensors. 

Training insects to detect threats is not a 

new concept. Using associate conditioning, 

bees are exposed to a scent and then fed. 

Within a couple of hours, bees associate 

the scent with food. When they detect 

the scent, they swarm to the source to 

find the food. 

Raytheon has built on this established 

research and leveraged its expertise in RF 

technology to improve upon previous 

methods. Raytheon has developed a technique 

of attaching RF identification tags to 

honeybees. When bees that have been 

trained to detect chemicals swarm to a 

location, that location becomes a point of 

interest for security officials. 

Previous methods to track insects have 

relied on “line of sight” methods, which 

are difficult to maintain. Using RF 

technology, the swarm can be monitored 

electronically, out of sight of the handler. 

In the short term, applications of the 

technology could include locating landmines 

and buried devices. Future uses could 

involve homeland security applications such 

as sensing explosives and illegal drugs. 

Innovation for Global Stewardship 

Raytheon is a leader in defense, homeland 

security, and other government markets, 

but the company now applies its 

technologies and capabilities beyond 

our core businesses, emphasizing our 

responsibility of “global stewardship” to 

solve issues threatening our world: global 

warming, renewable energy, biological 

diversity protection, world health, 

education, and civil defense. 


Colin Whelan 

Engineering Fellow 

IDS 

Whether developing 

the next generation 

of radar technology 

or modifying sports 

cars, Colin Whelan’s 

passion for innovation 

is unmistakable. 

“I always wanted to 

understand how 

things worked, so I could try to improve 

their performance and use them in new ways,” 

said Whelan. 

After joining Raytheon in 1998, Whelan led the 

development of the Metamorphic High Electron 

Mobility Transistor technology used in low-noise 

microwave receivers. InP had long been the ultimate 

low-noise transistor, but was cost prohibitive. 

“Our diverse team of skilled engineers and technicians 

took an innovative approach to the problem. 

By discovering how to grow InP transistor layers 

on low-cost gallium arsenide (GaAs) substrates, we 

realized the performance and manufacturing 

advantages, without the associated costs,” noted 

Whelan. Following the successful transition of the 

technology to Raytheon’s production GaAs 

foundry, the team was recognized with Raytheon’s 

Excellence in Technology Award. 

With such projects, Whelan became fascinated 

with “driving innovation through the right technology 

investments, leadership and organizational 

and team structures.” He graduated from 

Raytheon’s Engineering Leadership Development 

Program and Raytheon Integrated Defense 

Systems’ Program Management College. He also 

earned executive education certificates in strategy 

and innovation and management and leadership 

from the MIT Sloan School of Management. 

In his present role as technology director for IDS’ 

Advanced Technology group, he fosters the innovation 

of state-of-the-art materials, software and 

sensors to meet our warfighters’ needs by partnering 

with our customers, universities and small 

businesses. Specializing in radar module technology, 

Whelan leads the development of gallium 

nitride (GaN), a semiconductor circuit technology 

that offers disruptive capabilities in efficient 

microwave power generation. “We needed numerous 

innovations to bring this technology from 

initial concept to its current robust state. Led by a 

core group of dedicated Raytheon engineers, our 

diverse team of government customers, universities 

and business partners were able to significantly 

accelerate the development,” he said. As GaN 

now transitions into Raytheon’s systems, it will 

enable a new generation of smaller, more affordable 

RF sensors that produce even higher power. 

“Raytheon has honed its development activities 

to produce not just inventions, but innovations, 

where cost-effective technology solutions for our 

customers’ needs are created and quickly moved 

to production.” 


Feature 

Raytheon internal research in ant 

colony systems (ACS) and artificial 

immune systems (AIS) was recognized 

with Raytheon’s 2007 IDEA Program 

Innovator of the Year award. (For more 

about the IDEA program, see “Innovation 

at Raytheon.”) The IDEA Program seed 

funding led to the award of a highly competitive 

contract research and development 

project from the National Reconnaissance 

Office’s Director’s Innovation Initiative 

Program. It also led to another recently 

awarded highly competitive contract with 

the Air Force Research Laboratory on 

dynamic defensive counter-space indications 

and warning. 

Most complex problems in mission management 

and sensor data exploitation are related 

to optimization, search, learning or control. 

Traditional mathematical techniques in 

operations research require rigorous problem 

formulation, and an optimal solution is 

not always achievable. Furthermore, a realtime 

solution is frequently needed by the 

decision-maker in the battlefield and often 

must be drawn from a set of incomplete 

and uncertain observations. 


Swarm Intelligence 

for Automatic Knowledge 

Extraction 

Raytheon’s 2007 IDEA program of the year enables competitive awards 

New techniques that are more robust, fast 

and effective in solving these problems are 

required. Raytheon has been exploring 

bio-inspired techniques, in particular swarm 

intelligence, for automatic knowledge 

extraction, target recognition and tracking, 

and anomalous event detection. Two 

specific techniques under investigation 

within Raytheon include ACS and AIS, 

due to their robustness, great flexibility, 

and efficiency in automatic complex 

optimization problem-solving. 

ACS and AIS provide better tools for solving 

complex problems in mission management 

and data exploitation. They are particularly 

suitable for designing multi-agent systems 

for solving difficult combinatorial optimization 

problems. There is currently a lot of 

ongoing activity in the scientific community 

to extend/apply these algorithms to many 

different problems like task scheduling, 

vehicle routing, sequential ordering, graph 

coloring, routing in communications 

networks, etc. 

Recognizing the utility of swarm intelligence, 

a team of European researchers is 

currently developing tiny autonomous 

robots that can cooperate to perform 

different tasks — much like termites, ants 

or bees forage collaboratively for food, 

build nests and work together for the 

greater good of the colony. Under the 

European Union-funded I-SWARM 

project, a team created a 100-strong 

centimeter-scale robots to be used for 

future exploration of the planet Mars. 

Applying Swarm Intelligence 

Swarm intelligence, when combined 

with knowledge representation techniques 

such as cognitive graphs, will become a 

very powerful means for solving many 

complex problems in data exploitation; 

system analysis; intent identification; and 

intelligence, surveillance and reconnaissance 

mission management. 

Current research and development efforts 

are in the use of swarm intelligence for 

automatic knowledge extraction for

situational awareness, robust intrusion 

detection, mobile target detection and 

tracking, abnormal behavior recognition, 

cancer detection and screening, etc. The 

use of ACS and AIS as a new and better 

way of solving old problems in Raytheon 

traditional markets will support our effort 

to maintain our customer base and provide 

a means to expand our business into 

adjacent markets. 

Ant Colony Systems 

Ant algorithms were inspired by the observation 

of real ant colonies. Ants are social 

insects; insects that live in colonies are 

directed more to the survival of the 

colony as a whole than to that of a single 

individual component of the colony. An 

important and interesting behavior of ant 

colonies is their foraging behavior, in 

particular how they can find the shortest 

paths between food sources and their nest. 

While walking from food sources to 

the nest and vice versa, ants deposit 

pheromones, forming a pheromone trail. 

Ants can smell the pheromones, and when 

choosing their way, they tend to choose, in 

probability, paths marked by strong 

pheromone concentrations. It has been 

shown experimentally that this pheromone 

trail-following behavior can give rise, once 

employed by a colony of ants, to the emergence 

of the shortest paths. 

Artificial ants (e.g., robotic ants or software 

agents) have a double nature. On one 

hand, they are an abstraction of those 

behavioral traits of real ants that seem to 

be at the heart of the shortest-path-finding 

behavior observed in real ant colonies. On 

the other hand, they have been enriched 

with some capabilities that do not have a 

natural counterpart, making them more 

effective and efficient. 

Artificial Immune Systems 

Parallels have been drawn between the 

human immune system (HIS) and anomaly 

detection problem domains, particularly 

with regard to intrusion detection systems. 

The HIS, for the most part, successfully pro- 

Feature 

tects the body from harmful pathogens 

that come in many forms. Each type of 

pathogen has a different cellular structure, 

method of replication and mechanism for 

entering the body. The immune system 

has evolved complex structures and 

methods for identifying these pathogens 

and removing or responding to the threat 

that they possess. 

The widely held view in immunology is that 

the main function of the immune 

system is to distinguish between “self” 

(cells belonging to the individual) and “nonself” 

(pathogens). However, immunologists 

are increasingly finding fault with traditional 

“self–nonself” thinking and a new “danger 

theory” is emerging. This new theory suggests 

that the immune system reacts to 

threats based on the correlation of various 

(danger) signals, and it provides a method 

of “grounding” the immune response, i.e., 

linking it directly to the attacker. 

In AIS, a variety of contextual clues may be 

essential for a meaningful danger signal, 

and immunological studies provide a framework 

of ideas as to how danger is assessed 

in the HIS. Once the danger signal has been 

transmitted, the AIS can react to those artificial 

antigens (e.g., anomalous events/targets 

in the input data set) that are “near” 

the emitter of the danger signal. This allows 

the AIS to pay special attention to dangerous 

components and would have the 

advantage of detecting rapidly spreading 

viruses or scanning intrusions at an 

early stage, preventing serious damage. 

Swarm intelligence belongs to the 

relatively new wave of stochastic metaheuristics 

like evolutionary computation, 

simulated annealing, tabu search and 

neural computation, which are built 

around some basic principles taken by 

the observation of a particular natural 

phenomenon. Within the artificial-life 

field, ACS and AIS represent the two 

most successful applications of 

swarm intelligence. 

Duong Nguyen 

dnguyen1@raytheon.com 


Duong 

Nguyen 

Senior Principal 

Multi-Disciplined 

Engineer, IIS 

During his seven 

years with 

Raytheon, Duong 

Nguyen has been 

a member of the 

Intelligence and 

Information 

Systems (IIS) 

Rocky Mountain 

Engineering/Advanced Planning and Technology 

Development program. He is also responsible 

for contract funded research and development 

(CRAD) and University Directed Research 

Programs at IIS’ Aurora, Colo. site. 

Before joining Raytheon, Nguyen was in 

academia for many years. He also worked in 

research and development at Centre National 

d’Etudes Spatiales in France, as chief scientist 

at Geodynamics, and as a technical advisor 

at Northrop Grumman. 

According to Nguyen, innovation is creating a 

new and useful idea that provides a solution to 

a problem of interest to our customer, or helps 

improve Raytheon in-house capability and 

allows it to operate more effectively. He has 

applied this definition throughout his career. 

He was the first to propose the use of “Real 

Options Theory” in the financial investment 

domain for dynamic satellite tasking and 

secured a highly competitive CRAD project for 

the idea. Later, while exploring bio-inspired 

techniques for better space mission planning 

and management, he proposed the use of 

“swarm intelligence” for automatic knowledge 

extraction. This innovative idea led him to 

receive an in-house IDEA award and another 

CRAD project. In all, Nguyen has been awarded 

two in-house IDEA projects and three highly 

competitive CRAD projects, with two patents 

pending, in four years. 

One of the biggest challenges that Nguyen 

encounters is motivating engineers to come up 

with innovative ideas. He believes that it’s 

imperative for Raytheon engineers to realize 

that innovation generates CRAD, and CRAD 

sustains and supports business growth. 

“It’s relatively easy to motivate young engineers 

to realize that innovation and CRAD have a 

causal relationship. Without innovation, it’s 

hard to get CRAD projects,” he explained. 

“Also, without CRAD requirements we don’t 

know what innovative ideas customers need.” 


Feature 

The Bike Shop: Engaging the Innovator 

Understanding the problem; working with the customer; methods to achieve success through 

Envision, Create and Accomplish; and pitfalls to avoid 

Innovation, rapid product development, 

rapid reaction, prototyping, rapid transition 

to production. Sound familiar? 

These, and many other semantically similar 

phrases, have become the ubiquitous 

clichés of developmental industries. This 

article is about innovation and innovators; it 

is also about customers, problem solving 

and growing the business. 

Raytheon Missile Systems’ Bike Shop is often 

asked what the formula is for innovation. 

Our answer is simple: “You are asking for a 

roadmap to a place where nobody has 

been before; it doesn’t exist.” We describe 

ourselves as a rapid product development 

and experimentation lab. Fundamentally, 

we are problem solvers. Problems come in 

myriad forms but generally share some 

basic characteristics: A customer is willing 

to pay to satisfy a need. The customer has 

a pre-conceived notion of what the solution 

looks like. The first is the genesis of business. 

The second is the first mistake in the process. 

The Bike Shop’s motto is “Envision – Create 

– Accomplish.” This consistently proves to be 

an effective program plan for innovation. 

Envision 

The first task of an innovative solution 

provider is to understand the problem — 

the real problem. Too often engineers make 

their first mistake on a project by trying to 

understand the solution or accepting the 

proffered problem statement at face value. 

The Bike Shop starts all projects with a 

brainstorming session. 

Here is an opportunity for an early mistake. 

Assuming you don’t need a theoretical 

physicist and a machinist at your brainstorming 

session is a sure sign that you 

have pre-supposed the expertise required to 

achieve an optimum solution. Envision the 

problem. Put the problem into your own 


team’s terms and understand it from the 

ultimate user’s perspective. 

If your team can’t envision the problem, 

and communicate it to each other and 

the customer in their own terms, you 

have no business trying to solve it. 

If a customer comes in and says “I need a 

bridge,” don’t start ordering steel and 

searching for a civil engineer. Find out what 

problem he or she is trying to solve. The 

real answer may not be “I need a bridge.” 

The problem may be something like, “My 

house is on this side of the river and my 

fields are on the other side.” There are a lot 

of solutions to that problem. Build a new 

house, reroute the river, plant new fields, 

sell everything and move to a new location. 

In the end, you might not build a bridge. 

The Box 

Think of industry as three nested boxes, 

business inside physics inside imagination. 

We can imagine all kinds of things we can’t 

build. We can build all kinds of things that 

the business is not set up to handle. The 

business box is the safe box, the box where 

there is a process, procedure or precedent 

to cover an action or concept. It is also the 

box that supplies paychecks, benefits, capital, 

facilities, resources and retirement. 

Paradoxically, we want everyone to operate 

outside the box while simultaneously telling 

them on a daily basis that they must follow 

the rules. Company policies define the business 

box. If you start the process of innovation 

inside the business box you will fail, by 

definition. As Albert Einstein once stated, 

“The definition of insanity is doing the 

same thing over and over again and expecting 

different results.” Attempting to accomplish 

outside of the business box is tricky. If 

it is done right, the boundaries of the business 

box expand and you grow into new 

Imagination 

markets, opportunities and technologies. If 

it is done poorly, problems can be created 

for both the company and the innovator. 

Innovation starts in the imagination box. 

There is a ping-pong table in the Bike Shop. 

Real innovation has occurred with four 

engineers playing doubles and saying things 

like, “What if we…” or “Have you ever 

seen a…” and a favorite, “Here’s a ridiculous 

idea…” Brainstorming teams need to 

be comfortable with each other and willing 

to engage in open imagination without ego 

or prejudice. Remember: It’s OK to pay 

people to think, not just work. Part of envisioning 

is mentally mapping out how to 

navigate through the boxes. A real challenge 

for the Innovator is to understand 

that every project or product must end up 

“inside the box.” 

Create 

Laws of Physics 

Business 

Envision Create Accomplish 

Once a workable solution to a problem is 

envisioned, the smallest possible team 

should be assembled to execute the effort. 

Choosing the right team members and 

team lead is critical to success. The leader 

for a project should be chosen based on his 

or her passion for the particular challenge. 

A good leader is a good leader — but a 

passionate leader inspires success and will 

accept nothing less.

COTS 

On Hand 

MCOTS 

Prototype 

Function 

New 

Design 

Hardware 

Store 

Design 

Reuse 

A serious pitfall is waiting at the start of 

the creation process — the plan. Funding, 

manpower and schedule: all are rolled up 

into a program plan intended to accomplish 

something that hasn’t been done yet. Toorigid 

plans are a common mistake. A good 

plan for the creation of an innovative solution 

accepts that there are many unknowns 

that will need to be sorted out quickly 

along the way. Plans should be flexible 

enough to accommodate these changes. 

Do your homework. Raytheon has produced 

extremely satisfied customers, in short 

order, by understanding their problem, 

doing the research, and proposing that the 

customer go to another company to buy 

an off-the-shelf 85 percent solution. Little 

business is generated for us on those cases, 

but it fosters relationships with customers 

who subsequently bring us a lot of business, 

because they trust the Bike Shop as 

an honest broker for their interests. 

The final required piece of the creation part 

of our process is a dedicated group of artisans 

who not only have a high level of skill 

in their craft, but also the confidence and 

communication skills necessary to be a significant 

contributor to the creative process. 

On Hand 

Vendor 

Controls 

COTS 

MCOTS 

Accomplish 

Feature 

Configuration Management and 

Data Management Controls 

New 

Design 

Prototype 

Function 

Production 

Traditional Prototype Model Quality Prototype Model 

Design 

Reuse 

Quality 

Assurance 

and SCM 

Hardware 

Store 

What a particular project accomplishes is 

clearly a product of the intent and scope 

of the work. The Bike Shop delivers two 

primary products: special testing setups and 

services for existing programs, and prototype 

systems (see figure above). The 

panacea of prototype systems is the new 

product that goes into production and 

feeds the product lines. Here again is a pitfall 

to be understood. If one in 10 or 20 

prototypes ends up as a product, when is 

the right time and what is the right amount 

of effort to put into documentation and 

configuration management? The Bike Shop 

has learned, by trial and error, a few general 

guidelines to help answer that question. 

We identify two distinct but related versions 

of the prototype: the traditional prototype, 

and the quality prototype. Virtually every 

project starts out building the traditional 

prototype through design, vendor-part 

identification, and understanding existing 

hardware. As the prototype evolves, and 

customers’ and Raytheon’s awareness of it 

develops, an unquantifiable sense of applicability 

and relevance takes root and the 

potential for more than a one-off product is 

realized. As soon as this starts to take place, 



Daniel Charlin 

Innovation 

Advocate, SAS 

Innovation Advocate 

Daniel Charlin’s 26 

years at Raytheon are 

just a part of his lifelong 

dedication to 

science and innovation. 

“I took apart 

toys at a very early 

age,” he remembered. 

“I became more creative 

as a teenager, 

and since then solving problems and developing 

new ways of doing things has been a way of life.” 

Working in the aerospace industry has helped 

Charlin follow this path. “I’ve been allowed to use 

my inquisitive nature to work in chemical, physical 

analysis, electronic, RF, and opto-mechanical laboratories 

— solving problems and finding new ways 

of doing things.” 

At Raytheon, Charlin has rotated through engineering, 

quality, manufacturing, supply chain, and 

program management roles. “Each of these roles has 

developed a different facet of my career,” he said. 

For Charlin, “Innovation occurs at the intersection 

of preparation and opportunity.” As an innovation 

advocate, he helps others prepare and focus their 

vision so they can identify opportunities. “I help 

unlock their creativity; guide them to potential 

sponsors, champions and customers; and help put 

their ideas in a place where they can become solutions 

to real problems and provide value to Raytheon.” 

One of the biggest challenges to innovation, 

according to Charlin, is time. “Ideas need to be to 

be nurtured and developed and funding found. 

Going from need, to idea, to a funded innovation, 

to a marketed product can take years — but we 

often only have months.” He added that while it’s 

possible to educate people on the time it takes to 

innovate, it’s important to also find creative 

approaches to shortening cycle time. 

Another challenge is ensuring that we can tap into 

the ideas of innovators from across the company. 

“We have made great strides in a number of areas, 

but we still haven’t fully tapped the thousands of 

innovators across SAS. There is still much to be 

done to unlock the innovators’ creativity and 

connect them to real needs and real customers in 

order to grow the Raytheon business.” 

Innovation often requires taking risks, according 

to Charlin. And sometimes this, combined with 

tight deadlines, can mean a lot of stress. “I sometimes 

wake up at night and wonder how we will 

meet the deadlines and manage all the risk. But 

then I see the goal, and realize that it’s worth the 

risk and this is the most exciting job there is.” In 

fact, he added, “These same risks and deadlines are 

what make this job so exciting.” 


The Rapid Initiatives Group: 

Responding to Today’s Threats 

The mission of Raytheon Network Centric Systems (NCS) Rapid Initiatives Group (RIG) is to explore and pursue 

rapid and/or adjacent market opportunities to grow beyond the product lines’ core businesses. We target 

customers with critical near-term needs requiring unique, high-assurance solutions. 

The RIG, led by NCS Vice President 

Gene Blackwell, is a strategic business 

growth organization that operates in 

a streamlined, rapid-response environment 

to identify opportunities, assess and shape 

their strategic value, develop solutions and 

form partnerships, and transition the pursuit 

to the appropriate Raytheon product line. 

The 12 members of the RIG are currently 

involved in 40 domestic and 30 international 

opportunities in more than 20 countries. 

Many significant opportunities have been 

identified in: 

Infrastructure protection 

Critical asset protection 

Border security 

Crisis management 

Cyber security 

Civil command and control 


Tim Smith 

Engineering 

Fellow, IIS 

In 1986, Tim 

Smith graduated 

from the 

University of 

Maryland 

with a degree 

in aerospace 

engineering. 

Upon graduation, he was faced with 

a decision: Should he follow his 

classmates and take one of many 

industry jobs, or take a relatively 

low-paying job at a government lab? 

For Smith, it was an easy choice. 

He spent several semesters as co-op 

employee in the Aviation & Surface 

Effects Division of the David Taylor 

Research Center, the U.S. Navy’s premier 

platform research lab. “It was a 

cool place to be in the 1980s. The 

cold war was still on, the ‘100 knot 

Navy’ initiative was winding down, 

Historically, many security threats were 

effectively and affordably addressed using 

conventional technologies such as metal 

detectors, surveillance cameras or access 

controls. These controlled, single-sensor, 

binary decision techniques are ineffective 

for today’s asymmetric threats. Most — in 

some cases all — technical challenges have 

been solved; the key is bringing them 

together effectively and affordably. Also 

critical is user adoption of incremental, fundamental 

and sometimes revolutionary 

changes in products, applications or 

processes that solve these new challenges. 

Recasting the opportunities listed above 

into paradigms, they could be rewritten as: 

Threats in which the enemy has a significant 

return on investment advantage. 

For example, tens of millions of dollars 

in damages can result from an attack on 

and stealth was just taking off,” he 

said. “The lab did truly breakthrough 

technology research on 

hydrofoils, hovercraft, helicopters, 

submarines, hypersonic aircraft, racing 

boats — you name it, if it needed 

to go fast or quiet on the sea or in the 

air, the David Taylor Research Lab 

was involved. None of the industry 

job offers were remotely comparable.” 

Fifteen years at the lab augmented 

Smith’s intelligence analysis work 

with numerous odd-job assignments 

writing design codes, deriving 

physics models and supporting 

experiments. In 1993 Smith completed 

a master’s degree in mechanical 

engineering with focus on distributed 

optimization using intelligent 

agents. He was then selected as 

a founding member of the 

Autonomic Ship Team to develop 

automation concepts for reducing 

manning on naval ships. The team 

went beyond simple autonomy and 

presented a vision of improved performance 

through reduced manning 

that influenced the requirements 

for all modern ship acquisition 

programs. Smith was hooked; 

engineering disruptive change on 

a large scale was very rewarding. 

In the final five years of his government 

service, Smith supported several 

DARPA, ONR and NAVSEA 

programs. “I was always asked to 

lead a small team of bright people 

far into the future — where none of 

their risk-adverse development 

managers dared go — develop a 

vision, run a couple of feasibility 

projects, and recommend options 

for the next phases of development. 

The advance team would usually 

find a better way and point out a 

disruptive new technology or 

approach that would doom the current 

development effort and embarrass 

the program leadership. I got 

used to being suddenly dismissed.” 

In 1997 a leading consulting firm 

took note of Smith’s odd career and 

made him an offer he couldn’t 

Feature 

an oil refinery, which might cost $10,000 

to stage. 

Protection of borders or critical infrastructures 

without limiting the flow of pedestrian 

or vehicular traffic. 

Providing covert surveillance and rapid 

threat response capabilities for densely 

populated public areas without infringing 

on personal privacy. 

Developing system-level solutions that 

can adapt as fast as the threat, such as 

detection of improvised explosive devices 

or defense against cyber attacks. 

Cultural, privacy, financial and ITAR issues need 

to be addressed, as well as technology and cost. 

The RIG’s Innovation Environment 

The RIG creates solutions through innovative 

integration of existing and proven 

emerging technologies. We are also 


refuse. Shortly after joining Syntek 

Technologies, Inc., in 1987, he was 

sent to Berlin to assist the German 

startup, CargoLifter, GmbH, as they 

attempted to create the world’s first 

transcontinental heavy-lift airship. 

Smith joined Raytheon in 2003 to 

help develop advanced ground 

segments for the rapidly growing 

unmanned vehicle market. He is 

now focusing on research and development 

programs to improve the 

“user experience” for IIS’s product 

lines. He recently received the 2008 

IIS Technology Innovator of the 

Year award. 

“True innovation requires a deep 

understanding of human fears and 

desires, deployment issues, and 

financial reality,” Smith said. “Sexy 

new component technologies and 

clever system engineering are exciting, 

but until the new product or 

service is deployed and making a 

difference in people’s daily lives it is 

all just talk.” 


Feature 


spearheading the exploration of innovative 

business models to expand NCS’ ability to 

grow in non-traditional markets. Our multidisciplinary 

team is made up of senior engineers, 

scientists, business development staff 

and program leaders. They can leverage 

customer relationships and operational 

knowledge and draw on the skills and 

experience of thousands of people within 

Raytheon and its partner companies to 

deconstruct the problem, envision many 

possible solutions, and define the path for 

customer adoption. 

We go where others aren’t, often venturing 

off established paths toward finding solutions. 

We seek out and partner with nontraditional 

businesses — both large and 

small — to supply the new technologies 

that provide the innovative solutions. 

Consider the possibilities: 3-D imagery 

enables the viewer to visualize and rationalize 

relevant battlefield information for 

quicker decision-making. Advanced biometric 

technologies provide covert scanning of 

crowds for individuals of interest. 

We take an unbiased approach to seeking 

out best-in-class capabilities from across 

industries and technologies and integrate 

them into an appropriate solution. Our 

team regularly taps into the skills, knowledge, 

processes and technologies that have 

established Raytheon’s reputation as a 

world-class Mission Systems Integrator. The 

great depth of expertise resident throughout 

Raytheon allows us to rapidly respond 

to complex and multi-disciplinary needs. 

The Initiative That Launched the RIG 

The best example of a successful rapid initiative, 

and the one that help form the RIG, 

was the Persistent Surveillance & 

Dissemination System of Systems (PSDS2). 

On the battlefield, rapid integration and 

dissemination of sensor data is vital. At the 

onset of the Iraq war, sensors were not 

linked and data dissemination was slow and 

unreliable. Simply put, quick and efficient 

integration of sensor data would save lives. 

For the first time, Raytheon’s PSDS2 allowed 

a command and control system to put sensor 

data and intelligence information into 

meaningful context, providing rapid and 

accurate situational awareness. The system’s 

3-D picture enabled operators to better 

understand what they were seeing and 


Affordable surveillance supports multiple missions 

where it was happening — enabling anticipation 

of the threat’s next actions. The initial 

PSDS2 system achieved the goal of 

improved decision making and quicker reaction 

time; time from concept to initial system 

delivery was less than 110 days. The 

Rapid Initiatives Group continues to work 

with government and industry partners to 

enhance operational capability and efficiency. 

Emerging Innovations 

Many of the challenges described above 

require innovations in detection of anomalous 

activity from what would typically be 

considered routine behavior. In order to 

provide solutions, emerging RIG innovations 

exploit advances in persistent surveillance, 

multi-intelligence data fusion, video analytics, 

biometric sensing on-the-move, and spectroscopic 

and imaging detection technologies. 

Mobile Enhanced Situational Awareness 

Mobile Enhanced Situational Awareness 

(MESA) is a RIG innovation that exploits 

commercial off-the-shelf technology to provide 

a global tracking and alert network. 

The MESA system leverages commercial 

satellite, existing communications networks, 

and RFID technology. RFIDs provide timecritical 

information through existing bidirectional 

satellite communication networks, 

which also provide an alert capability 

to commercially available or secure 

radios. The architecture is scalable and 

supports highly mobile applications. We 

envision homeland security, military and 

commercial applications: for example, 

covert tracking of packages, alerts from 

unattended ground sensors, or wide-area 

broadcast to emergency responders. 

Affordable Air Surveillance 

Serving as the Mission Systems Integrator, 

the Rapid Initiatives Group assembled 15 

industry vendors to demonstrate how offthe-shelf 

technologies could be integrated 

to provide greater effectiveness to military, 

law enforcement and first responder operations. 

The demonstrations showed various 

ways to increase the efficiencies in detecting, 

identifying, responding and eliminating 

threats for force protection, counter-terror 

and first responder missions. The event, 

held at the French Valley Airport in 

Temecula, Calif., showcased Raytheon’s 

ability to visualize and execute the “Art of 

the Possible,” the theme of the event. The 

demonstration highlighted the increase in 

situational awareness and quicker, more 

accurate decision making through integration 

of existing technologies. Payloads on 

an ultralight aircraft and a hyper-blimp were 

used to efficiently provide persistent surveillance 

of a specific geographic area. Existing 

technologies allowed interoperable communications, 

mobile ad-hoc networks, data 

sharing and Web-based collaboration across 

currently stovepiped organizations. 

It is not just technology, but innovation 

(technical, process and business model) that 

is critical to respond to current needs in the 

areas of infrastructure protection, critical asset 

protection, border security, crisis management, 

cyber security, and civil command and control. 

Raytheon’s focus on Mission System 

Integration aligns with many of these 

opportunities and allows for the multi-disciplinary 

solutions required to meet technical, 

cultural, financial and user needs. 

Mitchell P. Ayoob 

mitchell_p_ayoob@raytheon.com

Rapid development of space vehicles, 

three-dimensional sensing systems, 

and homeland defense systems are 

just three of hundreds of ideas that have 

been arriving in Raytheon Space and 

Airborne Systems’ (SAS) Office of Innovation. 

Each shows how employees with good 

ideas relate to customer needs to create 

growth using the SAS innovation tools. 

We use an emergent strategy to explore 

ideas. Unlike business practices that start 

with the customer-stated need, in our 

innovation process all ideas are welcome, 

no matter how unusual. Innovation 

centers allow for idea assessment, while 

full-time innovation advocates help the 

idea’s originator expand the idea to 

create valuable solutions. 

In June 2006, we held our first disruptive 

technology workshop, looking beyond our 

normal business methods for ideas that 

solve customer needs. Three ideas from that 

workshop are described below; following 

the emergent strategy approach, their 

content continues to be refined today. 

Responsive Space 

The term “responsive space” means rapid 

development of small, inexpensive satellites 

that can be controlled by the people who 

use the sensor data. Key innovations are 

needed in the business model, development 

process, and product technology. The value 

proposition is gathering the right information 

at the right time for the right cost. It 

expands the market with new customers 

who can afford their own space assets. This 

is potentially highly disruptive to conventional 

satellite acquisitions. To explore this 

market, two satellite payloads have been 

built using novel practices. 

In 2008, the plug-and-play satellite team 

demonstrated the ability to rapidly develop 

a payload with a beam steering mirror. 

Development began in February, and the 

payload was ready for delivery to the U.S. 

Air Force by May — in just four months. 

Needing to respond quickly to customer 

needs, the team extensively used the 

innovation centers for rapid prototyping 

and rapid procurement of supplies. With 

equipment and supplies readily available, 

plus 24x7 access, the innovators developed 

their envisioned product. 

Feature 


using emergent strategies to explore new ideas 

Engaging all of engineering, the small 

UAV threat is demonstrated as part of 

Innovation Challenge 2007 kickoff. 

The PnP satellite payload was ready for 

launch in just four months, using the 

innovation centers, which provide supplies, 

tools and machinery for rapid prototyping. 

Another team developed a full hyper spectral 

imager payload, ARTEMIS, in just 15 

months. This team showed the ability to 

quickly and economically create complex 

sensing systems, while pioneering new 

processes for design, procurement and 

integration — all done with a skeleton team. 

3-D Surveillance in Dense 

Urban Environments 

Persistent, covert, urban surveillance 

is needed in the urban battlefield. 

Viewing distances are short due to many 

obstructions (buildings, vehicles, etc). Key 

Continued on pge 20 


Feature Office of Innovation 


innovations must be very low-cost and be 

able to see around the corner or down 

alleys into urban canyons. At the initial 

innovation workshop, ultra low power and 

packaging were identified as key enablers 

for creating a disposable, self-forming 

surveillance grid. 

Initial exploration of this idea evaluated 

existing sensor and wireless mote technologies. 

A prototype sensing and tracking system 

was built. New transmitter designs at 

W-band were explored. Then this idea dramatically 

changed direction. Instead of 

using many disposable sensors, the plan 

changed to using sophisticated signal processing 

of a few small, low-cost unmanned 

aerial vehicle (UAV) airborne sensors, to 

create stabilized images and provide a rich 

3D view of the urban battlefield. With the 

ability to fly up and down streets, UAVs 

could detect obstructions, collect relevant 

imagery, and use low-bandwidth links for 

real-time data. 

As often occurs during emergent innovation, 

the team discovered limitations in the initial 

approach and found a better approach. 

Now, novel algorithms in a prototype computing 

architecture are showing a visualization 

system that may be as dramatic as the 

shift from commercial black-and-white to 

color TV — the viewer is no longer bound to 

where the sensor is, but can view the scene 

from any perspective. We call this technique 

automated landscape visualization. 

SilenTrack – 

Homeland Defense Protection 


This emergent strategy innovation started 

with one possible U.S. Department of 

Defense need and evolved into a general 

security solution, performing video analytics 

in a billion-dollar annual market. 

During the workshop, a need was hypothesized 

for our soldiers to know when they 

are being watched or attacked by small 

(model-airplane sized) UAVs. Many possible 

solutions to identify the UAV and to provide 

defense were considered. 

A small team was formed. They interacted 

with customers and went to field demonstrations 

and threat evaluations. They did 

market analyses. They went to trade shows 

looking for possible solutions. They explored 

existing Raytheon technologies. They discovered 

a large market, growing rapidly but 

with major holes in the available solutions. 

Enter SilenTrack, the team’s solution. 

SilenTrack uses low-cost video or infrared 

cameras with sophisticated, proprietary 

algorithms in a unique architecture to reliably 

detect small UAVs and provide accurate 

three-dimensional tracks. The passionate 

team conducted initial work in the innovation 

centers and in neighborhood parks. 

The team’s work was so successful that we 

created an Innovation Challenge to engage 

SAS engineers on how to prevent the 

detected UAV from completing its mission 

without creating collateral damage in an 

urban environment. Thirty-nine teams competed. 

Potential solutions were discovered 

and funded to develop prototypes. 

Most exciting is that the initial work has 

expanded to four other adjacent uses of 

SilenTrack technology — showing how an 

unconstrained team with ideas can grow 

many customer solutions. SilenTrack is 

being widely demonstrated for protecting 

airports, plants, ports and even cruise ships. 

People — The Source for Innovative Ideas 

At SAS the focus of our innovation is on 

our people — they are the source of ideas. 

We remove barriers to innovation and 

encourage everyone to bring all ideas forward. 

Employees with ideas can contact the 

SAS Office of Innovation. 

We use targeted and originator-assisted 

innovation systems. We strive not to pre-filter 

ideas — no one can tell what the next 

truly disruptive idea will be. Our systems 

allow the idea’s value to be explored 

through peer interaction, innovation center 

tinkering, and customer interactions. This 

not only helps us find new market options; 

it invigorates our engineering staff. 

Mike Vahey 

mdvahey@raytheon.com

Connecting the Quantum Dots 

What’s a Quantum Dot? 

Quantum dots are tiny pieces of 

semiconductor that have a specified, unique 

composition and size to give them novel 

quantum properties. Traditional 

semiconductors have optical and electronic 

qualities that are costly to adjust because their 

bandgap cannot be easily changed. Quantum 

dots exist in a quantum world where 

properties can be adjusted and mixtures 

assembled with different bandgaps, allowing 

for unique optical and electronic properties 

and a broad range of emission frequencies. 

They can be mixed into liquid solution for 

fluorescent tagging in biological applications. 

They can be used as an innovative security 

taggant in quantum dust, adhering invisibly to 

trespassers while emitting an infrared signal 

that is visible to law enforcement. In bead 

form, they can be blended into ink for an 

anti-counterfeiting pigment. 

The process of coming up with a good 

idea can be long; building a prototype 

and acquiring funding can have many 

facets. Most pursuits of technology breakthroughs 

are dry holes. But sometimes an 

examination of the pile of dirt next to the 

hole leads you in a new direction that eventually 

creates real value. 

Connecting the Dots From Concept 

to Customer 

In the 1990s, Raytheon was completing 

a project that studied the possibility of 

constructing a massively parallel image 

processor chip for use in kinetic kill vehicles. 

The logic circuits at the heart of this superprocessor 

would be composed of quantum 

dot logic gates. These tiny logic elements 

are about 10 nanometers in each 

dimension and ideally suited to packing into 

the three-dimensional logic arrays needed 

to make the concept work. Since the quantum-coupled 

image processor (QuIP) project 

was only a design effort, when it ended it 

was judged a complete success. The component 

was never built, but the effort 

resulted in a lot of creative thinking and 

a few patents. 

One question arose while pondering the 

quantum content of the processor. “What 

would happen if this ‘Rubik’s Cube ® ’ of 

quantum dots blew up at impact and scattered 

the quantum dot cells all over outer 

space?” Besides wasting a lot of perfectly 

good quantum dots (about 10 trillion), 

there would in fact be an optical side 

effect. The ambient solar energy, rich in 

ultraviolet radiation, would optically pump 

the quantum dots and they would re-emit 

this absorbed energy in the visible and 

infrared region of the spectrum. In fact, the 

plume of debris would create a brilliant fluorescent 

cloud of broadband light that could 

emit many watts of optical power. So the 

ambitious but successful super-processor 

would disassemble into a nebula of brilliant 

light some hundred miles above the earth. 

Feature 

Fast forward to today. In 2007 Raytheon 

held the first Grand Challenge workshop 

that united people from across the company 

to stimulate new ideas and concepts. 

One of the challenges included the need to 

develop ways to counter enemy air defenses. 

One idea that emerged was the notion 

of an electronic, fog-like material that could 

be dispersed into a giant plume and used 

to degrade the ability of enemy radar to 

detect aircraft. The concept is similar to the 

old idea of deploying clouds of metallic 

chaff that would reflect radar signals and 

generate false echoes. This “chaff” would 

be different — scavenging energy from 

sunlight and enemy radar and using this 

energy to effectively shield incoming aircraft 

from detection. The idea evolved into a 

concept for environmentally powered 

electronic mist. 

A connection with the cloud of optically 

fluorescent quantum dots from the 1990s 

was made. The particles in this fog needed 

to be tiny but very energy efficient, and be 

able to scavenge power from very lowdensity 

sources. After analyzing the 



Feature 


concept, it became clear that the ideal 

device to absorb ambient energy and disrupt 

the radar was indeed a variation of the 

quantum dot used in the conceptual QuIP 

super-processor. A single quantum tunnel 

diode could be used as an energy harvester 

and allow for remote on/off control. 

Importantly, this functionality could be 

packed into microelectronic chips small 

enough to be used as the pigment in a 

fog generator. 

To prove out the notional idea, some 

archived samples of quantum tunnel diodes 

were tested in the Raytheon Space and 

Airborne Systems APC Innovation Center 

using an in-place probe station, light 

source, signal generator, and spectrum analyzer. 

As conjectured, injecting energy into 

the diode generated a DC voltage that 

charged up an on-chip capacitor. When this 

power was removed, the voltage dropped 


Peter Gould 

SAS Engineering Vice President 

and Chief Engineer 

“Solutions that cost less, that are 

simpler to build and are more 

reliable for our customers … all 

of this opens up when we start 

looking at problems in new ways,” 

according to Peter Gould, Space 

and Airborne Systems vice 

president for Engineering and 

chief engineer. 

Throughout his career, Gould has 

seen the connections between creative 

innovations and business 

wins. Gould was actively involved 


to a level that caused the diode to spontaneously 

oscillate. This experiment provided 

the confidence needed to engage with 

potential customers, one of whom was 

keenly interested. 

Playing in the Innovation Sandbox 

This project would have lain dormant if 

there hadn’t been an innovation lab with 

equipment available to go in and test the 

concept. Resonant tunneling diodes (RTDs) 

that were more than 10 years old were 

used to show that the concept worked. 

These parts had been sitting in a dry-box in 

the innovation lab for a long time and by 

most accounts should have been thrown 

away. The RTDs were never designed to be 

used this way, but they solved an important 

problem in an unintended fashion. There are 

many more technological gems populating 

Raytheon’s innovation labs just waiting for 

someone to find a new way of using them. 

in capturing new business such 

as the X-Band Radar, Terminal 

High Altitude Area Defense, Joint 

Land Attack Cruise Missile 

Defense Elevated Netted Sensor 

System, and SPY-3 Multi- 

Function Radar. He was also 

responsible for providing program 

support on the Seasparrow and 

MILSTAR programs. 

“Sometimes we need to have a 

different way of looking at a problem 

and come up with a totally 

different solution in order to be 

competitive,” he said. 

Offering an example of an especially 

effective innovation he’s 

seen in his career, Gould, a 33year 

Raytheon veteran, describes 

working on the mechanical design 

of the Ground Based Radar 

Theater Missile Defense antenna. 

He and his team used liquidcooled 

assemblies to cool the 

transmit/receive (T/R) modules 

on the antenna; the assemblies 

used blind-mate fluid couplings to 

connect to the antenna. Because of 

the size of the antenna, there were 

thousands of blind-mate fluid 

couplings buried within the structure 

when assembled. The system 

was going to be used in a tactical 

environment where it would be 

subject to road shock and vibration, 

so ensuring a leak-free 

assembly was essential. 

This was challenging, though, 

as using the liquid coolant was 

the only way they had of cooling 

the plates. “We were in a trap,” 

Gould said. 

While attending a technical presentation, 

Gould saw that there 

might be a new way of dealing 

with this problem. He said that at 

the presentation, “They demonstrated 

pyrolytic graphite sandwiched 

between aluminum sheets 

as a heat transfer mechanism.” He 

thought this technology might 

work for cooling the T/R modules 

in an antenna application. 

It is important to note that none of these 

ideas arose in response to a well-defined 

customer requirement, but rather fell out of 

free thinking about how to solve multiple 

big-picture problems. With this in mind, 

engineers should try to frame their own 

problems and not wait for someone to 

define the problem or the solution space. 

One person’s kinetic kill vehicle seeker is 

another person’s can of electronic fog. 

Rubik’s Cube is a registered trademark 

of Seven Town Ltd. 

Brandon Pillans 

b-pillans@raytheon.com 

Contributor: Gary Frazier 

Gould was a department manager 

at the time, and he and his team 

studied the potential of this 

solution, acquired some funding, 

and ultimately came up with a 

solution that worked: a dry fit 

assembly that didn’t require the 

use of fluid. 

This technology was ultimately 

used in the mechanical architecture 

for the winning approach for 

the SPY-3 radar. Gould emphasized 

that looking beyond the 

standard way of doing things 

opened up a whole new approach 

that he and his team were able to 

turn into a competitive advantage. 

“This is now the backbone of how 

large-surface active aperture 

antennas are built.” 

Gould’s commitment to innovation 

continues. “We have to always 

be looking at different ways of 

solving what appears to be the 

same old problem.”

Raytheon’s Innovation Partnerships 

Cultivating External Sources of Innovation 

Part of Raytheon’s technology strategy 

incorporates external sources of innovation 

as a complement to its internal 

and contracted research and development 

efforts. Raytheon invests and teams on 

applied research that supports the company’s 

core and growth market pursuits. 

Collaborating with universities, federally 

funded research and development centers, 

and other companies helps ensure 

Raytheon remains a leader in integrated 

technology solutions. Here are several 

examples of the hundreds of initiatives 

Raytheon supports. 

UNIVERSITY RESEARCH 

Universities are at the forefront of basic and 

applied research in the United States and 

abroad. Raytheon taps this source by sponsoring 

research through its University 

Program in areas that align to business 

needs, build awareness of important innovations, 

and enable the company’s growth 

strategy. In the current academic year, 

Raytheon is sponsoring more than 35 university-directed 

research projects (see table 

on page 24 for some highlights). 

Solving the Indoor Positioning Problem 

One of the most-requested capabilities of 

first responders and dismounted soldiers is 

the ability to track users in indoor and 

underground situations. There is little to 

no GPS coverage in environments such as 

residential buildings; warehouses; parking 

garages; heavily forested areas; and underground 

tunnels, caves and mines. No single 

technology exists that effectively solves 

this problem. 

Seeking a solution, Raytheon is supporting 

directed research projects in the area of 

indoor positioning/precision personnel location, 

including one with Worcester 

Polytechnic Institute (WPI). 

The university is conducting research 

into the performance of Raytheon’s 

Worcester Polytechnic Institute’s personnel 

location research workshop 

MicroLight handheld network radio 

system for indoor positioning and 

robustness. One of the goals is to construct 

and demonstrate a prototype system that 

integrates the MicroLight tactical radio with 

existing WPI beacon technology. 

For nearly a decade, WPI’s Precision 

Personnel Location (PPL) research group has 

been a leader in researching solutions to 

the problems of precision first-responder 

indoor location. The PPL group’s collaboration 

with Raytheon aims to configure a 

loosely coupled (federated) solution based 

on information generated by both the 

Raytheon MicroLight system and the WPI 

radio frequency PPL technology. The objective 

is to obtain improved performance of 

both systems by fusing location information. 

The research will also evaluate the 

coupled system and document the 

cooperative benefits derived from the 

diversity of location technologies these 

two systems represent. 

The research has the potential to greatly 

enhance the viability of MicroLight as a 

source of position location information, 

maintain market-entry barriers to other 

communications providers, and support 

growth in commercial markets such as 

public safety, public utilities and 

communications for mining safety. 

Feature 

Sensing and Responding 

to Explosive Threats 

In October 2008, Raytheon joined the new 

U.S. Department of Homeland Security 

(DHS)-funded Center of Excellence for 

Awareness and Localization of Explosive 

Related Threats (ALERT). 

Co-led by Northeastern University and the 

University of Rhoad Island, ALERT is a partnership 

among leaders in academia, industry 

and laboratories that are collaborating 

on research projects that will lead to the 

development of cutting-edge technology to 

protect the United States from explosiverelated 

threats. 

As an ALERT industrial partner, Raytheon 

will collaborate on research that focuses on 

the long-range needs of homeland security. 

These include developing an ultra-reliable 

passenger and cargo screening method, the 

neutralization of newly improved explosives, 

and the detection of suicide bombers at a 

safe distance. 

Advancing Networks of 

Low-Cost Radars 

Since 2002, Raytheon has been the lead 

industry partner in CASA (the Center for 

Collaborative Adaptive Sensing of the 

Atmosphere), a National Science 

Foundation Engineering Center multidisciplinary 

partnership. Its vision is to advance 

mankind’s ability to observe, understand, 

predict and respond to hazards through 

fundamental inquiry, new technology, and 

systems integration, while providing education 

opportunities for tomorrow’s leaders. 

CASA builds upon a relationship between 

University of Massachusetts Amherst and 

Raytheon that began more than 25 years 

ago with the establishment of an Advanced 

Study Program. CASA now consists of five 

government, 10 industry, and seven 

academic partners. 



Feature Innovation Partnerships 


The CASA system promises to revolutionize 

our ability to observe, understand, predict 

and respond to weather hazards by creating 

distributed collaborative adaptive sensing 

(DCAS) networks that sample the atmosphere 

where and when end-user needs are 

greatest. One critical element of the partnership 

is Raytheon’s collaboration with the 

center’s lead institution, the University of 

Massachusetts Amherst, to study and develop 

very low-cost radar concepts and 

designs. These radars use low-cost siliconbased 

technologies, and will be designed to 

minimize manufacturing and assembly costs 

while maximizing radar performance. 

7:26 P.M. 7:39 P.M. 

Scan of Oklahoma severe thunderstorm by 

CASA weather radar testbed on May 8−9, 

2007, showing development of the “hook” 

where tornadoes typically form. 

The resulting radars will be less expensive 

and inexpensive enough for widespread 

commercial use. This especially impacts 

CASA, as the economics of the DCAS system 

depends on networks of very low-cost 

reliable radar systems. 

As a CASA industry partner, Raytheon also 

participates in providing strategic planning, 

internships and employment opportunities 

for student researchers, as well as advanced 

study for Raytheon employees. CASA is a 

model for how industry, government and 

academia can collaborate to provide innovative, 

leading-edge solutions. 


Reliable and Affordable Nuclear 

Detection Technology 

Raytheon recently received a contract from 

the DHS to develop a Stand-Off Warning 

Against Radiological Materials (SWARM) 

technology. 

DHS’ Domestic Nuclear Detection Office 

under the Exploratory Research in Nuclear 

Detection Technology Program is funding 

the research, which Raytheon is leading 

using its OpenAIR business model to 

leverage the best talents and capabilities of 

academia and large and small businesses 

to provide the best value solution for the 

customer. The company is teaming with 

experts from Los Alamos National Laboratory, 

ORTEC, the Massachusetts Institute of 

Technology and Boston University. 

The transportation of nuclear material into 

and within the United States and allied 

countries is a serious security threat. 

SWARM will develop a radiation detection 

and localization approach that uses multiple, 

mobile and highly distributed sensors. 

This approach will enable first responders 

to accurately evaluate a situation and take 

swift action in the event of a threat to our 

national security. 

Microlight and OpenAir are trademarks of 

Raytheon Company. 

A Sampling of Raytheon’s Current University Directed Research Projects University 

Indoor Navigation Air Force Institute of Technology 

Flexible Electronics Arizona State University 

SAR ATR California Polytechnic State University 

High Resolution Processing for Radar California Polytechnic State University, Pomona 

Advanced Algorithms for ATR Carnegie Mellon University 

New Class of Infrared Fibers Clemson University 

mm-Wave 0.20-0.25 Micron Al(In,Ga)N HEMTs with >10-dB Gain Cornell University 

Cyber Battle Management Language George Mason University 

Collaborative Solutions Development Environment ET Georgia Institute of Technology 

Cyber Battle Management Language Massachusetts Institute of technology 

Lateral Wave Ground Penetrating Radar Ohio State 

3-D Immersive Visualization Environment Development Penn State 

TruST for Semantic Data Association and Correlation Across Knowledge Stores University at Buffalo 

Terahertz Spectroscopy and Radar Imagery University of Arizona 

Development of Microwave High Efficiency Power Amps University of California, Davis 

Tunable Organic Filters for IR Applications University of California, Santa Barbara 

Public Land Mobile Network Modeling and Simulation University of Illinois 

Probabilistic Evaluation of Computer Security Based on Experimental Data University of Maryland 

Multiagent Approach for Heterogeneous Persistent Surveillance UMass Amherst 

uFrame System Enhancement University of Nebraska-Omaha 

3-D Modeling of Semi-Guiding Fiber University of Rochester 

Delay/Disruption Tolerant Networks University of Southern California 

KM/KD Enabling Technologies University of Texas at Dallas 

Mathematical Framework for Saliency Analysis University of Wisconsin-Madison 

Improving IA and Reliability with Fast Event Notification Vanderbilt University 

MicroLight Indoor Positioning Performance Evaluation Worcester Polytechnic Institute 

System-on-Chip; Silicon Back-End Chip Development Wright State University

Raytheon Innovations 

making HEADLINES 

Raytheon’s newest innovations have 

garnered attention from around the 

world. Media outlets are highlighting 

new capabilities the company has identified 

and matured, most notably in the areas of 

force protection, space sensing, search and 

rescue, and advanced robotics. 

Protecting Soldiers in the Blink 

of the Eye 

With its heading “Bullets That Shoot 

Bullets,” TIME magazine gets to the heart of 

Raytheon’s Active Protection System (APS), 

featured eighth among the magazine’s “50 

Best Inventions of 2008.” TIME describes 

APS as “Star Wars for soldiers,” noting it is 

designed to protect them from short-range 

attack while enabling the U.S. Army to 

develop vehicles requiring less armor. 

APS interception 

APS uses vertical launch technology 

that launches an interceptor to shoot 

down rocket-propelled grenades or 

anti-tank guided missiles coming in 

from any direction. 

“Hitting bullets with bullets, so to speak, 

requires very complex and inventive technology,” 

said Glynn Raymer, vice president 

of Raytheon’s Network Centric Systems 

(NCS) Combat Systems business. “We view 

TIME’s selection as reflective of the APS 

team’s commitment to innovation, and its 

dedication to delivering the very best force 

protection technology to our soldiers.” 

Raytheon NCS and Missile Systems are 

developing APS with U.S. Army Future 

Combat Systems (FCS) One Team 

partners — the FCS Lead Systems 

Integration team of Boeing and Science 

Applications International, and 

BAE Systems. 

Searching for Ice on the Moon 

Raytheon had a hand in another of TIME 

magazine’s “Best Inventions of 2008.” 

Number three on the list was NASA’s Lunar 

Reconnaissance Orbiter (LRO), for which a 

Raytheon team led by Space and Airborne 

Systems (SAS) provided key components of 

the miniaturized-radio frequency system. 

The LRO is set for launch in spring 2009, 

and the mini-RF system will help to determine 

whether the polar regions of the 

moon contain ice. 

Deposits of ice and water have a relatively 

large radar reflectivity and also a large circular 

polarization ratio. By bouncing a rightcircular 

polarized signal off the lunar surface, 

then calculating the ratio of the rightcircular 

polarized to the left-circular polarized 

return signals, areas of interest can be 

identified. The circular polarization ratio 

plus high radar reflectivity will give scientists 

possible locations of water deposits. 

In October, a similar system known as 

Mini-SAR (for synthetic aperture radar) was 

launched aboard India’s Chandrayaan-1 

spacecraft, now in orbit around the moon. 

Both the LRO and Chandrayaan-1 missions 

will study and map the lunar surface in 

advance of possible manned missions 

to the moon. 

Under contract to the U.S. Navy, Raytheon 

provided the antenna (see cover image), 

transmitter, analog receiver and software 

for the mini-RF system for both missions. 

The company also supplied systems engineering 

and integration and test support. 

Feature 

Preparing to test the miniature RF system 

Raytheon’s work on the mini-RF programs 

takes advantage of the company’s experience 

in support of the U.S. Department of 

Defense’s operationally responsive space initiative, 

which calls for smaller, less expensive 

satellites that can provide scientific or tactical 

information on an as-needed basis. Because 

of its low development cost and miniaturization, 

the mini-RF technology provides a 

wealth of sensing capabilities in a relatively 

inexpensive and easily adapted platform. 

“The responsive space concept holds great 

promise for many kinds of future missions, 

and Raytheon is proud to extend its leading 

role in that future with the mini-RF payloads,” 

said Bill Hart, vice president 

for SAS Space Systems. “We’re excited to 

be applying the lessons from our experience 

in operationally responsive space to these 

important lunar exploration projects.” 



Feature Headlines 


Breaching Concrete in Half the Time 

Raytheon’s advanced concrete breaking 

technology for urban search and rescue 

received a “Best of What's New 2008” 

award in the security category from the 

world’s largest science and technology 

magazine, Popular Science. 

Advanced concrete-breaking enables 

rapid rescues 

Called the Controlled Impact Rescue Tool 

(CIRT), it uses shock waves to pulverize 

concrete. The tool removes the barrier 

material, which allows rescue workers 

faster access to victims. 

“For 21 years, Popular Science’s ‘Best of 

What’s New’ awards honor the innovations 

that a make positive impact on life today 

and change our views of the future,” said 

Mark Jannot, editor-in-chief of Popular 

Science. “PopSci’s editors evaluate thousands 

of products each year to develop this 

thoughtful list; there’s no higher accolade 

Popular Science can give.” 

CIRT’s innovative design can shatter a concrete 

wall in 13 minutes, compared with more 

than 30 minutes for conventional methods. 

”Less effective solutions require a lot more 

time to breach the concrete,” said Guy 

DuBois, Raytheon Intelligence and 

Information Systems (IIS) vice president of 

Operational Technologies and Solutions. 

“The CIRT decreases the breach time by 

50 percent. That’s life-saving news for a 

trapped victim.” 


CIRT was developed by IIS under the rapid 

technology application program of the U.S. 

Department of Homeland Security’s Science 

and Technology Directorate. The rapid 

breaching technology meets the need for 

increased speed in breaching concrete walls 

and barriers. 

Inventing a Robotic Suit for the 

Solider of Tomorrow 

Popular Science used the cover of its May 

2008 issue to highlight a robotic suit 

Raytheon Sarcos is developing for the 

soldier of tomorrow. Known as an 

“exoskeleton,” it is essentially a wearable 

robot that amplifies its wearer’s strength 

and endurance. 

The magazine likened the exoskeleton to 

the Iron Man in the blockbuster movie of 

the same name, and suggested a blurring 

of the lines between science fiction and 

reality. The technology was also featured 

worldwide in print, television and the 

Internet — from the Boston Herald and the 

Daily Telegraph, to BBC News and CBS 

Sunday Morning, to Wired.com and YouTube. 

Made of a combination of sensors, 

actuators and controllers, the futuristic suit 

enables a test engineer to easily carry a 

man on his back or lift 200 pounds several 

hundred times without tiring. Yet it is agile 

enough to play soccer and climb stairs and 

ramps without issue. 

The suit is being developed for the U.S. 

Army. Stephen Jacobsen leads Raytheon 

Sarcos and this project. He says his work is 

a combination of art, science, engineering 

and design. “People call it different things. 

Sometimes they call it inventing, sometimes 

they call it engineering. Sometimes they call 

it being a mad scientist. To us, it’s the 

process of getting together, understanding 

the problems, goals, and then designing 

something to satisfy the need.” 

Development of the exoskeleton has 

been underway since 2000 when Jacobsen 

realized that if humans could work 

alongside robots, they must also be able 

to work inside robots. 

MALD Wins 2008 Aviation Week 

Program Excellence Award 

Aviation Week magazine has named 

Raytheon Company’s Miniature Air 

Launched Decoy (MALD) the winner of the 

2008 Program Excellence Award in the 

System Research and Development 

Category. MALD is a state-of-the-art, lowcost, 

air-launched programmable craft that 

Exoskeleton provides superhuman strength MALD protects our aircraft 

weighs less than 300 pounds and has a 

range of approximately 500 nautical miles 

(about 575 statute miles). It is used to stimulate, 

deceive and confuse opposing air 

defense systems by generating radar target 

returns that appear as attacking manned 

aircraft flying typical flight paths. This forces 

difficult engagement decisions by opposition 

commanders who will have to decide if 

a tracked target is a manned aircraft or a 

low-cost decoy. The wrong decision will 

expose their own defensive elements and 

make them vulnerable to attack. 

Iron Man is a trademark of Marvel Entertainment Group. 

MALD is a trademark of Raytheon Company.

LEADERS CORNER 

John Zolper 

Corporate Vice President, Research and Development 

Technology Today recently sat down 

with John Zolper to address the 

importance of mining fresh ideas 

within Raytheon’s Engineering, Technology 

and Mission Assurance community, as well 

as the programs that have been implemented 

to nurture such innovation. He also 

discusses his experiences from a broad 

career prior to joining Raytheon. 

TT: What are your chief responsibilities? 

JZ: Together with [VP of Corporate 

Technology and Research] Heidi Shyu, we 

collaborate with technologists across the 

company to look strategically across our 

technology portfolio for opportunities to 

move the company forward. One of the 

areas that I’m particularly responsible for is 

looking at corporate innovation activities — 

ways to nurture new technology ideas and 

bring them forward across the company. 

TT: Coming up on your one-year anniversary 

with Raytheon, what are some of your 

impressions of the company and its people? 

JZ: What first attracted me to the company 

is its core interest in technology and its tens 

of thousands of engineers. My impression 

is that there’s a strong core technology 

base and a lot of very talented and capable 

people. What I’m trying to do is leverage 

the workforce and bring their expertise forward 

into some new opportunities. 

TT: Let’s say you’re an engineer in a 

Raytheon business. How do you get your 

innovative ideas heard? 

JZ: Programmatically, there are two primary 

opportunities that we offer to complement 

the businesses’ technology planning 

processes — both of which we’re looking 

to expand. The first is the IDEA program, 

which is a corporate-funded activity where 

anybody in the company can put in a brief 

white paper and propose to get up to 

$50,000 just to flush out their idea. For the 

first time last year, we identified an 

Innovator of the Year to go with the IDEA 

program. The person who won was Duong 

Nguyen from Raytheon Intelligence and 

Information Systems. He had a proposal 

that was funded out of the IDEA program 

and then subsequently won an award from 

the National Reconnaissance Office for 

$400,000. So his initial idea was taken to 

the next step and beyond. 

TT: What’s the second opportunity for 

people to bring forward their ideas? 

JZ: The Raytheon Innovation Challenge. 

This past year we identified five technical 

areas that the Department of Homeland 

Security considers high-priority technology 

needs. Then we posted technical challenge 

statements out to the company through 

lunchtime seminars, announcements and 

presentations at the technology symposiums. 

We also sent e-mails to the engineers 

across the company, asking them to 

submit brief white papers on ideas that 

would address those challenge areas. 

TT: I would imagine you probably received 

hundreds of submissions. 

JZ: Yes, we received 231 white papers. We 

had a team from Corporate Technology 

and Research review and evaluate them 

with input from the businesses. We then 

recommended 51 of those white paper 

authors to come to a workshop to build on 

those ideas. The next step was to identify 

eight outputs from that workshop. Some of 

them were a direct one-to-one mapping to 

the original white papers; others were 

broader ideas developed at the workshop. 

We gave them funding for one month to 

go and flush out those ideas. Basically, they 

start with this initial nugget of an idea, and 

then we want them to really dig into the 

ideas to identify a potential path forward. 

TT: Generally speaking, how do you decide 

which ideas to develop and fund? 

JZ: That’s always a key challenge with any 

research project. Part of it is in asking the 

questions, making sure you’re articulating 

what you’re looking for. Giving good, clear 

guidance is important. How to effectively 

communicate your ideas is something we 

need to nurture across the company. You 

ask for specific responses regarding what 

their technical approach is, what their 

quantified milestones are, and how their 

plan will progress toward an ultimate goal. 

Basically, it’s in the way people articulate 

their proposed solution and the credibility 

of their concepts. 

TT: How did your experience at DARPA and 

other government labs help prepare you for 

this position? 

JZ: The opportunity at DARPA allowed me 

to drive a whole technology area by putting 

together a program and bringing in the 

leading performers across the country. I first 

worked as a program manager, then as a 

deputy office director, then, the last three 

years I was director of the Microsystems 

Technology Office. The experience helped 

me gain valuable insight into how people 

think about technology. It also taught me 

how to lead and inspire people to bring 

forward new technical ideas. It all comes 

down to finding the right people and then 

giving them the resources and time to 

flourish and develop their ideas. 

TT: What’s Raytheon’s technology vision 

going forward? 

JZ: Our vision is to maintain world-class 

technology and then strengthen Raytheon’s 

position across a broad range of technologies. 

The world is rapidly changing and it’s 

essential that we respond and change to it. 

Our activities in corporate innovation and 

our technology projects are focused on 

positioning us to maintain that technology 

leadership. Five or 10 years from now, our 

goal would be to have Raytheon still 

identified as a technology leader within the 

defense industry — an industry that will 

likely be very different than it is today. 


Legacy of Innovation 

The Legacy Begins: Seven Early Innovations of Raytheon Company 

The three individuals who founded 

the American Appliance Company 

in 1922 — Dr. Vannevar Bush, 

Lawrence K. Marshall and Charles G. Smith 

— would lay the foundation for many years 

of innovation and invention and for the 

amazing growth from “that little firm in 

Boston” to a formidable industry giant. 

The breakthroughs these men directly 

influenced are impressive enough, but 

when combined with the innovations and 

inventions of the companies Raytheon later 

acquired — such as Hughes Aircraft’s 

Defense Electronics business, A.C. Cossor, 

E-Systems, Anschütz, and Texas 

Instruments’ Defense Systems and 

Electronics business — the full legacy 

of innovation is among the richest in 

the industry. 

1920s: Creating “Light of the Gods” 

At the beginning, Marshall and Smith 

worked late into the night on Smith’s new 

refrigerator invention: a heat engine with 

no moving parts. The refrigerator work was 

abandoned after a cross-country marketing 

trip, where Marshall found Americans were 

not ready to give up their ice boxes. He did, 

however, notice that people were investing 

in radios for their homes. This observation 

would change the direction of the company. 

In 1924 the B-Tube Rectifier — or battery 

eliminator — was an immediate success. 

Smith had previously applied lessons 

learned during his thesis experiments at 

Harvard to the S-Tube, the immediate 

ancestor of the B-tube. The S-Tube came 

into being as a result of three properties of 

helium: a long electronic free path, ease of 

purification and the relative mildness of the 

sputtering qualities of helium ions. 


Raytheon BH tube, 1920s 

Bush suggested that the cathode be 

coated with the oxides of barium and 

strontium; this improvement would reduce 

the electrical losses and reduce the disappearance 

of the helium. The result was a 

tube of low loss and long life. The tube 

was named Raytheon, from the Greek 

“light of the gods.” 

This first major innovation from the 

American Appliance Company made it possible 

for consumers to plug their radios into 

their AC outlets; they would no longer need 

to continually purchase replacement batteries. 

When the industry tube standard was 

changed from 135-volt plate to a 180-volt 

plate, making the B-Tube obsolete, 

Production Inspector Percy Spencer quickly 

redesigned the new BH-Tube for higher 

voltage. Later Smith and Bush would 

improve the coating, and soon the threat to 

their new product line was overcome. 

In 1925 The American Appliance Company 

was renamed Raytheon Manufacturing 

Company. 

1930s: Inventing Radar and the Air 

Defense Radar Network 

Across the ocean, an enterprising young 

man in London reached a pinnacle of his 

dreams when the small electronics firm he 

founded, a forerunner to Raytheon Systems 

Limited, was first listed as a private company 

in 1908. Alfred Charles Cossor more 

than likely could not have envisioned the 

tremendous impact his small firm would 

have on a nation when he founded the 

A.C. Cossor electronics company 100 

years ago. 

Royal Air Force radar room, 1935 

The Cossor family, which had been in business 

since 1859, was developing vacuum 

tubes at the birth of the electronics era. 

Eldest son Alfred began his own company 

to manufacture equipment for wireless 

technology at a time when radios across 

Britain were about to become household 

necessities. By 1927, Cossor launched his 

famous “Melody Maker” radio set that 

would become ubiquitous in British homes. 

By 1936, Cossor became the first company 

to reach another historic British milestone, 

as the first company in the United Kingdom 

to sell a television set. 

Yet it was the global turbulence that 

emerged in the late 1930s that brought the

Cossor company together with fate. 

Experiments in 1935, which included A.C. 

Cossor personnel, proved that radio waves 

could be “bounced” off aircraft and the 

“echo” picked up and interpreted by a 

receiving station to determine the bearing 

and distance of the aircraft. The secret 

technology was the RAdio Detection And 

Ranging system, a device more commonly 

known today by its acronym … RADAR. 

A.C. Cossor was selected by the Air 

Ministry to build the critical receiving units 

and operator displays that made Britain’s 

“Chain Home” air defense radar network 

usable and the first operational radar system 

in the world. At the onset of the Battle 

of Britain, Chain Home included 19 transmitter 

and receiving stations, providing a 

protective umbrella from the Shetlands to 

Lands End. With Chain Home, the Royal Air 

Force had a precious 20-minutes warning 

to deny the German Luftwaffe the element 

of surprise and scramble fighter squadrons 

to form “welcoming committees” for their 

uninvited visitors. 

1940s: Mass-producing Magnetrons 

Born from necessity, the World War II years 

were a period of tremendous innovation, 

spawning technological changes that continue 

to reverberate into the 21st century. 

One of Raytheon’s first innovations of the 

1940s would significantly improve the capability 

of radar to detect enemy planes. 

Laminated magnetron anode with cooling 

fins, early WWII 

In 1940, British scientists brought their new 

magnetron tube — a device for producing 

high-power microwaves used in radar protecting 

their country’s coastline — to the 

United States. They hoped to draw on 

Americans’ manufacturing ingenuity and 

find a better process for producing these 

magnetrons. 

The visiting scientists had planned meetings 

with industry leaders in microwaves — 

General Electric, Westinghouse and Bell 

Labs; all were dabbling in lower power 

radar work. 

Dr. Edward L. Bowles of the Massachusetts 

Institute of Technology’s Radiation Lab recommended 

that the British bring their magnetron 

to Raytheon. “It is not good to give 

a large company an exclusive … It should 

always be pitted against a smaller one. 

Small firms are mobile, and can be quick in 

an emergency,” Bowles later wrote. 

The cavity fabrication was a complex 

machining operation from four-inch copper 

bar that required skilled labor and many 

hours to produce, with an output of only 

several magnetrons per week. Percy 

Spencer wrote of that Friday afternoon 

meeting, “The technique for making these 

tubes, as described to us, was awkward 

and impractical.” After asking, and then 

arguing, to take the highly secret device 

home for the weekend, Spencer began to 

ponder the problem. A man with no formal 

education, he had many past successes 

improving radio tubes. 

Monday morning Spencer came in with a 

simple solution: To make the cavity from 

multiple stamped 1/8-inch sheet metal copper 

plates, stack them in a fixture with silver 

solder layers in between, and finish the 

process in a hydrogen brazing oven. The 

thermal properties of the stacking fixture 

would expand faster than the copper and 

lock them into conformity. 

This was a tremendous breakthrough for 

British radar production. Because this technique 

employed two mass production 

processes, “Out were coming magnetrons 

Legacy of Innovation 

like sausage!” said Charles F. Adams, president 

of Raytheon from 1948 to 1950. 

Raytheon received the contract in 1941 and 

was soon producing an astonishing 2,600 

magnetrons per week. 

Before long, Raytheon would be producing 

80 percent of the U.S. and free world’s 

magnetrons. For his work, Spencer received 

the Distinguished Public Service Award, the 

U.S. Navy’s highest award for excellence. 

1940s: Developing Subminiature Tubes 

for the Proximity Fuse 

Raytheon did not invent the highly accurate 

fuse using radio waves to trigger a 

time at distance detonation. However, in 

1945 the company perfected the integral 

subminiature tubes to survive the harsh 

environment of acceleration force 20,000 

times stronger than Earth’s gravity and a 

centrifugal force set up by approximately 

500 rotations per second until the projectile 

reached its target. 

Subminiature tubes 

Many scientists did not want to use the fuse 

because if it was captured by the enemy, it 

could be used against the Allied Powers. It 

was so secret it was considered “fantastic 

secret” — higher than top secret during the 

war because of its scientific importance. 

Years before the fuse was put into use, 

Spencer had been working to add radio 

controls to an airplane model for his son. 

Using several types of receiving tubes and a 

heavy battery, it could not get off the 

ground. So he was already miniaturizing 

tubes that use lower power. 



Legacy of Innnovation 


Vannevar Bush sent a physicist to meet Percy, 

and that’s how he became one of the developers 

of the proximity fuse tube. Spencer 

and his team’s innovative engineering, along 

with trial and error, quickly solved the problems 

of breakage. Raytheon would manufacture 

more than 100 million subminiature 

tubes during WWII. These were used to 

shoot down buzz bombs over Britain, 

artillery in the Battle of the Bulge, and later 

by the Pacific fleet against Kamikaze fighters. 

Bush later credited three things for winning 

the war: the atomic bomb, radar and the 

proximity fuse. 

1940s: Changing the Way America Cooks 

Many engineers knew that radar radiated 

energy that generated heat in various substances, 

but it took the agile mind of Percy 

Spencer to make the connection between 

an incident involving a snack in his coat 

pocket and a technology that would 

change the way America cooks. 

Raytheon microwave oven, 1946 

One day in 1945, Percy Spencer was standing 

in front of an open magnetron tube 

when he noticed a chocolate bar had melted 

in his pocket, but was not warm to the 

touch. Spencer’s curiosity was piqued, and 

he wondered what else he could heat. The 

next day he brought in un-popped popcorn 

and held the bag in front of the magnetron 


probe, and “It popped as if it were in 

front of fire.” 

Spencer and co-worker Fritz Gross, the 

design engineer of Raytheon’s first SG 

radar, put together the first microwave 

oven. Using a standard metal garbage 

bucket, they cut a hole in the end and 

affixed a waveguide over the hole and 

began experimenting. 

They were cooking popcorn, exploding 

eggs, and burning cake mixes while trying 

different power levels. Marshall immediately 

saw the potential for this mass cooking and 

heating. First placed in a Boston restaurant 

for testing, the commercial microwave oven 

became a fixture on passenger trains and 

institutional vending machines and was 

used throughout the U.S. Navy. It wasn’t 

until after the war that Raytheon executives’ 

plan to bring the technology to the 

home would change the way America cooks. 

1950s: Defending the Skies 

Engineer Royden Sanders conceived 

continuous-wave radar as a homing seeker 

Lark missile intercepts drone, 1950 

and developed the first missile-guidance 

computer, which was installed on the 

Navy-designed LARK missile. On Dec. 18, 

1950, one of those missiles intercepted a 

target drone for the first time in history. As 

a result, Raytheon received the contract for 

the nation’s first supersonic air-to-air 

missile, the Sparrow. 

By 1952, Thomas L. Phillips had been 

named program manager of the Hawk surface-to-air 

and Sparrow III air-to-air guided 

missile systems. After the success with the 

Sparrow missile, Phillips and his team went 

to work on the Hawk system, using stateof-the-art 

homing guidance, servo mechanisms 

and feedback systems. “It was a very 

exciting place to work for a young engineer,” 

according to Phillips. 

On June 22, 1956, Raytheon’s Hawk air 

defense system underwent its first test 

launch and interception of a fast-moving 

airborne target. With the Hawk surface-toair 

missile system, Raytheon acquired and 

achieved the entire system: the acquisition 

radar, control center, communications, guided 

missiles and launcher — handling equipment 

and second- and third-echelon maintenance. 

“The whole thing, soup to nuts,” 

Phillips said. 

Phillips was elected Raytheon chairman in 

May 1975, having previously served as 

President since 1964 and chief executive 

officer in 1968. During the 1960s and 

1970s, he was the architect behind 

Raytheon’s diversification into commercial 

businesses. Phillips retired as chairman 

and CEO in March 1991 and retired as a 

director of the company in April 2000. 

1960s: First Working Laser 

In May 1960, the world's first laser was 

operated successfully at the Hughes 

Research Laboratories in Malibu, Calif. 

Hughes physicist Theodore Maiman is credited 

with its invention — a major breakthrough 

in the field of applied physics. 

The development of the laser can be traced 

to Albert Einstein’s concept of “stimulated 

emission of radiation,” which he outlined in 

a paper delivered in 1916. However, it was 

a 1958 paper on laser theory by two physicists, 

Charles Townes and Arthur L. 

Schawlow, that started the race to make 

Ted Maiman and the ruby laser, 1960

the theory a reality: the first working laser. 

Huge amounts of research funding and 

government grants were poured into laboratories 

large and small across the United 

States in a race to be first. 

But it was a lone physicist, Dr. Maiman, 

who created the first working laser. When 

he passed away in 2007, The New York 

Times described his approach of using artificial 

rubies as the active medium: 

“Others had judged that rubies did not 

work and were trying various gases. Dr. 

Maiman found errors in their calculations. 

He also used pulses of light to excite atoms 

in the ruby. The laser thus produced only a 

short flash of light, rather than a continuous 

wave. But because so much energy 

was released so fast, it provided considerably 

more power than in past experiments. 

This first laser, tiny in power compared with 

later versions, shone with the brilliance of a 

million suns. Its beam spread less in one 

mile than a flashlight beam spreads when 

directed across the room.” 

Today, lasers are nearly ubiquitous — reading 

grocery barcodes, repairing damaged 

retinas, recording and playing CDs and 

DVDs, and performing countless other 

tasks that make our lives better and safer. 

Future Issues: The Legacy Continues 

As a recurring Technology Today feature, 

future “Legacy of Innovation” articles will 

examine additional breakthroughs that 

have made Raytheon a technology leader. 

Firsts such as the first gyro compass for use 

on a ship, and the first single-chip digital 

signal processor. Raytheon and its 72,000 

employees are proud of its past, which has 

positioned the company well for an even 

more successful future 

Chet Michalak 

chet_a_michalak@raytheon.com 

Sources and recommended reading: 

“As we may Think” Atlantic Journal essay, Bush, 1945 

Modern Arms and Free Men, Bush, 1949 

Creative Ordeal – History of Raytheon, Scott, 1974 

Pieces of the Action, Bush, 1970 

Spirit of Raytheon documentary DVD, Krim, 1985 

Endless Frontiers, Zachary, 1997 

SubSig−Odyssey of an Organization, Rainout, 2002 

From Submarine Bells to SONAR, Merrill, 2003 

Raytheon Co. The First Sixty Years, Edwards, 2005 

onTechnology 

On the Ground and in the Air, 

RF Panels are the Future of AESAs 

There are many challenges driving the 

development of the next generation of 

radar, communications and electronic warfare 

active electronically scanned arrays 

(AESAs). The ground- and surface-based 

applications must meet a broad range of 

requirements, from simple low-power 

radars for weather, surveillance and communications, 

to high-power radars for 

ship and missile defense. The airborne 

applications are additionally challenged by 

weight and volume constraints of the 

platform and, increasingly, by radar signature. 

Affordability, however, is a common 

challenge across all of the applications. 

AESAs applications have traditionally been 

limited to systems and platforms where 

the benefits could justify their higher price 

tag. The maturation of RF panel AESA 

technology is now beginning to change 

the cost–benefit paradigm. 

Large liquid cooled assemblies 

Discrete PWBs and beamformers 

Significant touch labor assembly 

MESFET and P/HEMT module technology 

Raytheon began investing in architectures 

and technologies several years ago to 

improve and streamline the affordability 

and integration of AESAs for a variety of 

platforms. Unfortunately, many times the 

desired capabilities are compromised 

because of cost and integration constraints. 

The challenge has been to 

develop affordable architectures and 

technologies that may overcome these 

constraints. The major challenge AESAs 

face is providing the required level of 

RF SYSTEMS 

performance within available cost, size, 

weight and power constraints. 

AESAs have been a key subsystem in 

many production radars for nearly two 

decades (see Fig 1). The cost of AESAs is 

driven primarily by the high number of 

packaged components and interconnects 

associated with the several hundred to 

tens of thousands of transmit/receive (T/R) 

channels. The supporting structure/platform 

integration, thermal, power conditioning 

and control subsystems can also 

drive cost. Reducing the cost of an AESA 

requires a decrease in the number of 

devices, greater power efficiencies and 

advanced packaging. This decrease must 

be achieved within a modular structure 

that scales uniformly with size of the array. 

Thinner modular/scalable assemblies 

Low power to high power applications 

Significant cost savings, 

surface-mount RF electronics 

Integrated cooling, power electronics 

GaN, RF CMOS, SiGe, RF MEMS technologies 

Digital beamforming 

Figure 1. AESA Evolution and Revolution: more affordable, efficient and functional 

Looking at the evolution of X-band AESAs 

from the early 1990s to today, we see a 

dramatic increase in capability enabled by 

key technology developments in 

microwave monolithic integrated circuits 

(MMICs), packaging and interconnects. 

These technology developments enable 

architectures that are focused on cost, 

scalability and modularity and more easily 

integrated into a wider variety of platforms 

and applications. 



RF SYSTEMS 


The production of AESAs for many military 

applications began in earnest in the early 

1990s. Packaging the microwave electronic 

circuitry in most cases required hermetic 

environmental protection, and along with 

the corresponding interconnects, thermal 

control, etc., dictated the weight and volume 

of the AESAs. Today’s AESAs have 

evolved to lighter, denser packages — 

some with hermetic packages and some 

exploiting alternative environmental protection 

technologies. This evolution, along 

with technology improvements in MMICs, 

interconnects, thermal control, etc., have 

realized a 50 percent savings in both 

weight and cost (see Fig 2). 

Raytheon’s next generation of affordable 

AESAs are enabled by emerging MMIC 

High 

Unit Weight 

(lbs/sq ft) 

Low 

1995 Demo Brick Array 

technologies capable of supporting higher 

RF power per unit area (e.g., gallium 

nitride) and those providing more functionality 

per unit area (e.g., RF CMOS and silicon 

germanium). Higher levels of circuit 

board integration/manufacturing; surface 

mount assembly (eliminating expensive 

interconnects); and environmental protection 

technologies (eliminating the need for 

hermetic packages) are enabling more 

affordable and lightweight panels as the 

major building block of the AESA. These 

architectural leaps are realizing significant 

savings in both cost and weight and 


enabling solutions and capabilities that 

aren’t available today. 

Raytheon is leveraging maturing RF MEMS 

technology in order to realize low loss, low 

cost phase shifters in Active Electronically 

Scanned Lens Array (AESLA) architectures 

for some applications. The AESLA 

architecture allows us to reduce the number 

of T/R modules compared with a traditional 

AESA by using a single higher power 

module. Each module drives a constrained 

lens of low loss phase shifters, thereby 

achieving the desired electronic scan and 

power aperture requirements more affordably. 

Panel-based AESAs will not replace all radar 

arrays in the future. There will always be a 

need for brick architecture’s replaceable 

assemblies for certain applications requiring 

mission-specific access for repairs. Also, 

1998–99 Airborne Brick Array 

Present Airborne Array Tile 

2006 Panel Array 

2009 Panel Array 

High Relative Production Cost (%) 

Low 

Figure 2. AESA panels arrays provide dramatic weight and cost improvements. 

Conformal 

2012 

panel architectures will not be used where 

the antenna’s element spacing is limited 

due to power or frequency. 

Summary 

Raytheon’s panel AESAs will revolutionize 

the way RF sensors are packaged and integrated, 

enabling new capabilities affordably 

across many applications from lowpower 

ground-based, to high-performance 

low-observable airborne, to very large missile 

defense and surveillance sensors. 

Mike Sarcione 

michael_g_sarcione@raytheon.com 

AESLA is a trademark of Raytheon Company. 


Raytheon Mission 

Architecture 

Program (RayMAP) 

Provides a Foundation 

for System Success 

More than ever, today's rapidly changing 

and increasingly complex systems 

demand quality architecture development. 

This benefits customers and developers by 

helping to define the problem space, validating 

needs and requirements, and providing 

a platform for sharing ideas. 

Architecture also aids in system development 

by concisely and comprehensively 

describing the system’s structure to the 

developers and maintenance engineers, 

and it facilitates technology transfer by fostering 

reuse of domain architectural styles 

and patterns. Careful architecture development 

helps ensure that detailed design and 

implementation maximize requirements 

compliance, but minimize cost and schedule. 

Inadequate attention to architecture, 

however, can harm system performance 

and inhibit reusability, interoperability and 

other areas of customer concern. It makes 

sense, then, to maximize the effectiveness 

of a system’s architectural foundation. 

While Raytheon has embraced the architecture 

discipline for some time, Raytheon 

leadership also recognizes the need for a 

unified, cross-business approach to capture 

and leverage best architecture practices. A 

corporate-funded enterprise initiative that 

began in 2006 formally started the process 

of unifying architecture across Raytheon. 

The Raytheon Mission Architecture Program 

(RayMAP) is Raytheon’s response to customer 

needs for architected solutions. 

Corporate Engineering will take over the 

sustainment of RayMAP starting in 2009. 

RayMAP includes the following six key elements, 

which collectively lay the foundation 

for solid, disciplined architecture capabilities 

across Raytheon.

RayMAP Elements 

Raytheon Enterprise Architecture Process 

(REAP): REAP is the companywide, standards-based 

architecting process that 

includes the technical and non-technical 

aspects of addressing a customer’s needs. 

The first stages of REAP are focused on context, 

need, mission, operations, and other 

fundamental elements impacting architecture 

choice. The entire REAP capability has 

been available internally to Raytheon via the 

Integrated Product Development System 

since 2002. This “road map” includes 60 

subprocesses to guide our architects from 

“enterprise understanding” through “architecture 

validation.” 

Raytheon Certified Architect Program 

(RCAP): RCAP is a companywide certification 

program to grow a renewable supply of 

outstanding systems and enterprise architects. 

Many senior engineers are currently 

enrolled in this rigorous program, which 

began in January 2004 and is 

sponsored by Engineering, Technology and 

Mission Assurance. RCAP has been compared 

to seeking an advanced academic 

degree, and completing the program 

bestows prestige and other rewards. 

Reference Architectures (RAs): These partially 

populated architecture “templates” have 

been developed across Raytheon during the 

past several years. The RAs are tailorable 

ARCHITECTURE & SYSTEMS INTEGRATION 

and provide basic but important information 

to help users create consistent, 

domain-specific architectures more quickly. 

Several RAs — such as Command and 

Control and Hard Real Time Sensing and 

Effecting — exist at both the business 

and corporate levels. 

Architecture Review Board (ARB): The corporate 

ARB was established in 2003 and is 

Raytheon's cross-business governing body 

responsible for architecture initiatives. This 

group of senior architects from across the 

company conducts independent architecture 

reviews for critical pursuits. 

Architecture Collaboration Tool: On July 22, 

2008, the RayMAP team set up an internal 

Raytheon collaboration environment that 

includes a repository of architectures, a 

national architecture tool server and an 

architecture social-networking capability. 

This portal gives architects, systems engineers 

and other users access to a common 

framework of information for developing 

architectures, new capabilities and systems. 

Architecture Standards Collaboration: 

Raytheon is actively engaged with government 

and industry architecture standards 

bodies. As a contributing participant and, in 

some cases, as a leader within these various 

groups, Raytheon provides state-of-the-art 

architectural guidance and direction. We 

fold any improvements from these groups 

back into our REAP architecting process. 

These groups include: 

Department of Defense Architecture 

Framework (DoDAF) 2.0 Working Group 

Zachman Institute for Framework 

Advancement 

The Open Group Architecture Forum 

Carnegie Mellon University Software 

Engineering Institute 

Object Management Group 

International Council on Systems 

Engineering 

Stevens Institute and Embedded Systems 

Institute: System Architecture Forum 

RayMAP is an integrated One Company 

approach to architecting. Our processes, 

training, certification, reference repository, 

review boards and corporate governance 

provide methods that contribute to the 

NoDoubt assurance we provide to every 

customer and user of our systems. 

Raytheon personnel wanting more 

information on RayMAP can visit 

http://home.ray.com/rayeng/architecture. 

Bert Schneider 

hgschneider@raytheon.com 



Nanocomposites 

Enhance Window Durability and Transparency 

To improve the strength and transparency 

of windows used in our products, Raytheon 

is spearheading an organizationally diverse 

project to develop a revolutionary new class 

of highly durable infrared materials. These 

new materials, called nanocomposite optical 

ceramics (NCOCs), contain two or more distinct 

phases that have been combined at the 

nano scale. 1 This project, which is funded by 

DARPA and monitored by the Office of Naval 

Research, has a practical goal of replacing 

sapphire as the material of choice for windows 

in systems operating in the tactically 

important mid-wave infrared wavelength 

range of three to fiive micrometers. 

Currently, the transparency of single-phase 

window materials in the MWIR must be 

traded against their mechanical durability. 

The stronger atomic bonds needed for 

improved strength and hardness also absorb 

at these wavelengths and limit transparency. 

Sapphire (single-crystal aluminum oxide 

[Al 2 O 3 ]) is the most durable MWIR missile 

dome material, but it also has the most limited 

in-band transmittance. Fully transmitting 

materials such as yttrium oxide (Y 2 O 3 ) 

and magnesium oxide (MgO) have much 

lower strengths, while aluminum oxynitride 

(Al 23 O 27 N 5 ) and magnesium aluminate 

spinel (MgAl 2 O 4 ) exhibit intermediate durability 

and transmittance. 

Raytheon is breaking this performance stalemate 

by creating multiphase, polycrystalline 

ceramic materials having grain sizes in the 

nanometer range. By mixing two or more 

dissimilar compounds to make a multiphase 

material, we prevent the grain growth that 

normally occurs during the high-temperature 

heat treatment needed to eliminate all porosity. 

Reducing the size of the grains in the 

material increases its strength and hardness 

by reducing flaw sizes. Figure 1 shows an 

electron microscope image of a Y 2 O 3 -MgO 

optical nanocomposite. Note the small size 

and uniform distribution of the two phases. 

Normally, multiphase composites appear 

opaque because differences in the refractive 

index between grains scatter the electromagnetic 

radiation. However, when the size 

of the phase domains is kept substantially 


MATERIALS & STRUCTURES 

Figure 1. Scanning electron microscope 

image of Raytheon’s recently developed 

Y 2 O 3 -MgO optical nanocomposite. In this 

back-scatter image, the light- and dark-colored 

grains are Y 2 O 3 and MgO, respectively. 

With an average grain size of approximately 

100 nanometers, this new MWIR 

optical material is highly transparent to 

radiation with wavelengths of 2-6 micrometers 

and is more than twice as strong as 

either single-phase Y 2 O 3 or MgO. 

smaller than the wavelength (less than 

about λ/20), light-scattering is eliminated 

and transparency is restored. In Figure 2, 

note that the nanocomposite becomes 

transparent at the specified wavelength. 

Raytheon’s approach to fabricating optical 

nanocomposite MWIR window materials 

combines newly available nanopowders 

with aspects of traditional ceramic processing, 

supplemented by state-of-the-art densification 

techniques. Nanopowders are produced 

from carefully controlled reactions of 

chemical precursors in a flame, plasma torch 

or liquid bath. Ideal nanoparticles are spherical 

in shape, less than 50 nanometers in 

diameter, loosely agglomerated and very 

pure. The nanopowders are then pressed 

together in a die or are cast in a mold to 

form a “green” (un-fired) part of the 

desired shape, such as a circular disk or a 

hemispherical dome. The green part — 

which may contain as much as 50 volume 

percent void space (porosity) — is then sintered 

(made dense) by firing at an elevated 

temperature, which causes individual atoms 

to diffuse to pores and fill them. In some 

cases, high pressures and/or electric fields 

are employed to enhance densification and 

eliminate porosity. During densification, the 

part maintains its original shape but shrinks 

in size by as much as 20 percent. With optimum 

processing, all porosity is removed, 

the final grain size is kept under 100 

Figure 2. Raytheon’s optical nanocomposites 

appear white and opaque in the visible 

spectrum (top), but are transparent in the 

mid-wave infrared band (bottom) where 

the wavelength is more than 20X larger 

than the 100 nanometer grain size. 

nanometers, and MWIR scattering in the 

NCOC is eliminated. 

The NCOC development team is led by 

Raytheon Integrated Defense Systems (IDS) 

and Missile Systems (RMS), and includes 

leading researchers from Rutgers University, 

the University of California at Davis, the 

University of Connecticut and three small 

companies with unique ceramics capabilities. 

IDS provides overall project leadership 

and years of experience in materials development 

and processing. RMS represents 

customer needs and also models and characterizes 

the optical and thermal performance 

of NCOCs. 

By covering the development cycle from 

need, through innovation, to production, 

the Raytheon NCOC program is poised to 

advance the technology and manufacturing 

readiness levels of this new class of materials 

and will produce hemispherical domes 

within a few years. The development of 

NCOCs will, for the first time in several 

decades, dramatically expand the collection 

of materials available for use and may well 

end the need to trade off optical performance 

for mechanical durability in MWIR 

windows applications. 

Rick Gentilman 

richard_gentilman@raytheon.com 

Contributors: Scott Nordahl, Brian Zelinski 

1Phases defined as a discrete part of a material that has a 

specific composition and crystalline structure.


INFORMATION SYSTEMS 

Using System Dynamics for Advanced Whole-Life Forecasting 

and Opportunity Identification 

In today’s do-more-with-less environment, 

customers and contractors must consider 

not only a product’s development cost, but 

its whole-life cost as well. This is because in 

most cases the operations and sustainment 

costs are greater than the procurement cost. 

Forecasting whole-life cost also helps identify 

opportunities to reduce cost and/or improve 

mission success that may be addressed during 

development. Forecasting whole-life 

cost and identifying these opportunities is 

often challenging. System dynamics is a 

new approach being successfully employed 

by Raytheon Integrated Defense Systems 

Engineering’s Whole Life Engineering 

Directorate (WLED) for forecasting costs/ 

performance and quantifying opportunities. 

What is System Dynamics? 

System dynamics is is a structured process 

methodology for modeling complex systems 

over time. First developed in the 1950s to 

model industrial systems, system dynamics 

is a proven, powerful approach that can be 

used to model system interdependencies to 

enable identification of the variables driving 

complex system behaviors such as reliability, 

availability, mission effectiveness and ultimately 

cost of ownership. 

John P. Bergeron, director of WLED, summarizes 

system dynamics capabilities: “System 

dynamics is a powerful tool we use in 

assisting our customers in making strategic 

decisions on how best to deploy performance-based 

logistics programs and assure 

mission success. System dynamics allows us 

to accurately analyze the entire life cycle of 

a system with quantitative predictions of 

system performance and cost. This will 

enable us to grow our business by identifying 

and prioritizing process improvements 

to deliver ‘no doubt’ mission assurance, 

while limiting our risk and establishing and 

maintaining a competitive advantage.” 

Various commercially available tool suites 

implement the system dynamics modeling 

methodology. The modeler focuses on 

understanding and correcting the root causes 

of a problem through modeling the 

endogenous interactions within systems. 

These tools implement a wide range of 

mathematical techniques to enable systems 

to be analyzed dynamically across multiple 

levels of aggregation and unit type. This 

ability to take complex concurrent processes 

and simplify the specific behavior drivers for 

quantitative analysis and optimization 

makes system dynamics ideal for the modeling 

and simulation of complex, system-ofsystems 

problems. These analyses can then 

be used to support fact-based decisions to 

reduce overall lifecycle costs. 

Meeting Raytheon and Customer 

Sustainment Support Challenges 

Increasingly complex sustainment support 

challenges caused Raytheon and its customers 

to migrate to a modeling methodology 

with system dynamics capabilities. 

Some examples of where systems dynamics 

has proven valuable are: 

Optimizing the repair-and-return 

process to shorten the repair turnaround 

time, thereby decreasing the cost 

per transaction 

Optimizing the deployment schedule 

for software updates to balance 

anticipated downtime with the upgrades’ 

performance improvements 

Quantifying the increase in production 

line capacity needed to handle varying 

order increases to ensure that delivery 

commitments are met while minimizing 

excess capacity 

System Dynamics Modeling Benefits 

The systems dynamic model can be used to 

explore numerous less-tangible aspects of a 

system. For example, by utilizing a “whatif” 

scenario capability, we can determine 

how policy changes impact the system. In 

addition to producing the executable 

model, the model-building process gives the 

program team a greater understanding of 

how its individual tasks impact the system 

as a whole. Finally, the model allows the 

problem to be visualized. This has proven to 

be a powerful tool, promoting managerial 

and customer understanding and decreasing 

the risks associated with making key 

decisions on systems where there may be 

complex, dynamic interdependencies that 

need to be understood to ensure the right 

sets of decisions are made. 

Future Use of System Dynamics 

As systems grow in complexity, the use of 

system dynamics modeling will continue to 

increase. These tools have proven themselves 

in applications such as performancebased 

logistics and enhancement of agile 

value streams. This technique can also be 

applied to other program and businessfocused 

problems. 

Andrew Gallerani 

andrew_gallerani@raytheon.com 

Contributor: John M. Costello 



Using Liquid Crystals 

for Laser-Beam Steering 

By far the most common use of liquid 

crystals is in visual displays, from cell 

phones to televisions. You may therefore be 

surprised to learn that since the late 1980s, 

Raytheon’s Optical Phased Array group — 

now part of Network Centric Systems (NCS) 

— has been using liquid crystals to perform 

electronically controlled laser-beam steering 

with micro-radian angular accuracy1 . 

The liquid crystals used for laser-beam 

steering have significantly different material 

constraints than those designed for visual 

displays. From the need to understand, 

synthesize and improve liquid crystal (LC) 

material for beam-steering, a symbiotic 

relationship has grown between Raytheon 

and the University of Central Florida’s (UCF) 

Center for Research and Education in 

Optics and Lasers Liquid Crystals Research 

Lab. The principal goal of the lab’s research 

for Raytheon is to create liquid crystal 

mixtures having increased optical birefringence 

that will improve laser-beam switching 

speed and steering efficiency. This 

article describes how LC material is used 

in this application. 


OPA Structure 

As shown in Figure 1, the basic structure of 

an optical phased array consists of two 

transparent substrates: one with individually 

controlled striped electrodes, and the other 

with a common-ground electrode. LC material 

fills the gap between these substrates 

and is oriented in its unpowered (no-voltage-applied) 

state with the material’s long 

molecular axis parallel to the substrates. 

This state lets a laser beam simply pass 

through the device. 

When, however, a voltage profile is applied, 

the LC molecules — represented by green 

cylinders in Figure 1 — reorient. The higher 

the applied voltage, the greater the reorientation, 

causing an optical density gradient 

that affects the incident laser beam. The 

beam is then steered by applying a modulo 

2*π sawtooth voltage pattern to the electrodes, 

as is also done in microwave phased 

arrays. Range-limiting optical aberrations 

are removed from the laser beam by a 

pixilated version of the OPA device 

(called an adaptive optic, or AO). 

Minimum 

Voltage 

Incident 

Laser 

Beam 

Maximum 

Voltage 

LC Material 

Striped 

Electrodes 

Transparent 

Substrates 

Steered 

Laser Beam 

Common 

Electrodes 

Figure 1. The optical beam encounters 

the electrically reoriented liquid crystal 

material, which steers the beam in a 

predictable way. 

Liquid crystals are cylindrical organic molecules 

that exist in an intermediate material 

phase between an ordered solid crystal and 

a randomly oriented liquid. Therefore, the 

first defining characteristic of an LC molecule 

is the temperature range over which it 

exists in a liquid crystal phase. 

This range is bounded by the LC melting 

temperature (when it transitions from a 

solid to a viscous ordered liquid) and the 

clearing temperature (when it changes from 

an ordered liquid to a clear, randomly oriented 

liquid). The research challenge is to 

design LC molecules and mixtures of molecules 

that have relatively wide LC ranges, 

usually ~100 degrees celsius, and are also 

LC at room temperature.

E 

Electric Field Oscillation 

of Incident Laser Beam 

Liquid crystals are useful in laser-beam 

steering because they can produce an electronically 

controlled optical phase change of 

up to 2 π. This change is caused solely by 

the action of the LC material rather than by 

differing lens thicknesses. Figure 2 shows 

the extreme orientations of the molecules: 

with maximum voltage applied across the 

device (red) and with no voltage (blue). 

An incident laser beam impinging upon the 

front surface of a powered OPA device 

(Figure 1) encounters spatially distributed LC 

molecules in various degrees of rotation. 

The laser beam’s electric field oscillates 

along the long axis of the molecules having 

no voltage, but along the short axis of the 

fully rotated molecules (seen in Figure 2). 

This difference results in essentially two different 

materials having different refractive 

indices: the extraordinary (nE ) and ordinary 

(nO ) indices, respectively. The difference 

between these refractive indices is defined 

as birefringence — a temperature-dependent 

property existing only in the liquid crys- 

k 

ne 

Striped 

Electrodes 

Transparent 

Substrates 

no 

Common 

Electrode 

Figure 2. An electric field incident upon the relaxed LC (blue) passes through a material with 

the extraordinary refractive index, but an electric field incident upon the reoriented LC (red) 

passes through a material with the ordinary refractive index. 

tal phase — and this is the second defining 

molecular characteristic of LC. Increasing 

birefringence improves beam steering by 

allowing the necessary phase change to 

be accumulated over a shorter propagation 

distance through the cell, thereby allowing 

the device’s thickness to be reduced. In the 

UCF research, birefringence is improved by 

elongating the π-electron conjugation of 

the molecule. 

The last defining characteristic of LC 

material is its molecular-restoring forces. 

Applying voltage potential causes LC molecules 

to rotate, but, just as importantly, 

removing the voltage allows the molecular 

restoring-forces to return LC molecules to 

their resting orientation. For the operational 

mode used by OPAs, the elastic splay constant 

and rotational viscosity are the primary 

determining forces to be considered. The 

elastic splay constant is a measure of the 

ease with which a material can be made to 

move (as the LC molecule rotates and reorients). 

The rotational viscosity value is a 

EO/LASERS 

measure of the material’s resistance to 

movement. These can be grouped into the 

temperature-dependent visco-elastic coefficient. 

The lower the coefficient, the more 

easily the LC material can move, which 

increases switching speed. 

The materials designed by the UCF team 

minimize the visco-elastic coefficient by limiting 

the molecular weight and cross-sectional 

area of the LC molecules. Combining 

the three defining characteristics, LC molecules 

for beam steering and adaptive optics 

can be compared by using a figure of merit 

(FoM), which is defined as birefringence 

squared divided by the visco-elastic coefficient 

and plotted against temperature over 

the range in which the molecule exists as a 

liquid crystal. The FoM is proportional to the 

switching speed of a device that is onewavelength 

thick. 

The liquid crystal material produced by the 

UCF research has an optimal FoM of 45, 

versus a 3.9 FoM for the commercial liquid 

crystal mixture E7. The improved material 

has enabled Raytheon’s OPA group to 

steadily reduce the switching time and 

improve steering efficiency over the 

past six years, and to capture new business 

in high-energy-directed weapons and 

laser communications. 

Amanda Parish 

amanda_j_parish@raytheon.com 

1 A radian is a measure of angular orientation. 

Two π radians = 360 degrees. 



Sharing Critical 

Information 

to Fight Crime and 

Terrorism on a 

National Scale 

Raytheon is helping the Federal Bureau of Investigation’s Criminal Justice 

Information Services Division to put powerful, yet simple-to-use, information 

sharing capabilities in the hands of law enforcement agencies nationwide. 

The National Data Exchange (N-DEx) 

system will dramatically enhance 

public safety by enabling federal, 

state, local and tribal agencies across the 

country to effectively work together with 

actionable information to help fight crime 

and prevent terrorism. From incident reports 

to incarceration data, N-DEx gives users an 

easy way to search, link, analyze and share 

criminal justice data on a national basis in 

ways never before possible. 

As the prime contractor and systems integrator, 

Raytheon’s support for N-DEx includes 

the design, development, engineering and 

implementation of the N-DEx system, as well 

as user support, operations and maintenance. 

When complete, the system will enable up 

to 200,000 investigators in 18,000 federal, 

state, local and tribal enforcement agencies 

to collect and share incident and investigative 

information. Users are estimated to 

make about 6 million queries a day through 

the system — moving key investigative 

information across disparate systems and 

jurisdiction boundaries, and into the hands 

of those who need to know. 

Raytheon and FBI N-DEx: 

Enhancing the Nation’s Ability to 

Fight Crime and Terrorism 

Working together with the FBI and the enduser 

community, Raytheon is developing 

and deploying N-DEx to provide a nationwide 

capability to share critical criminal 


data, and provide new investigative tools 

that enhance the nation’s ability to fight 

crime and terrorism. Our architecture solution 

will provide the law enforcement community 

with intuitive ways to rapidly search 

and visualize data, new insights into the 

data’s non-obvious relationships, and easy 

ways to collaborate as virtual investigative 

teams. While supporting the information 

sharing needs of all levels of law enforcement, 

N-DEx will ensure security and protect 

privacy in the handling, storing and sharing 

of sensitive incident-based information. 

The N-DEx system is being developed and 

deployed incrementally, consistent with 

functional, operational and technical priorities. 

Each phase results in a unique, discernable 

service or capability. Our approach is 

driven by the desire to offer as much 

capability as possible without added risk, 

and to engage the law enforcement user 

“ N-DEx highlights 

the ability of the FBI, 

Raytheon and the law 

enforcement community to 

work together to improve 

criminal investigations 

nationwide.” 

Kevin Reid 

FBI N-DEx Program Manager 

community throughout the development 

process to ensure N-DEx meets its information-sharing 

needs. 

Increment 1 

Raytheon successfully completed and 

deployed Increment 1 in March 2008, 

establishing a single point of integration 

and discovery for national criminal justice 

information. Up to 50,000 users will be 

able to capture case data and conduct entity 

resolution on incidents and arrest data, 

correlating the data to result in the identification 

of candidates for consideration. 

Thirteen organizations from around the 

United States are in the process of providing 

their data for inclusion within N-DEx. 

Increment 2 

This increment will provide subscription and 

notification, geovisualization and collabora- 

Raytheon has developed cutting-edge solutions that combine biometrics and RFID technologies 

to give customers the ability to verify individual identities remotely, quickly, and in large 

numbers. Whether it’s federal credentialing, border entry or exit, military base access, or law 

enforcement applications, Raytheon’s RFID-enhanced biometric solutions provide secure and 

mobile processing in mission-critical situations.

tion capabilities and will include 

additional data sources. Increment 2 

increases users of the system to 

100,000, by integrating nine more 

law enforcement agencies, including 

additional federal agencies. 

Increment 3 

The final increment is set to launch in 

2010 and will provide a completed system 

for 200,000 users and an additional 

nine law enforcement agencies, with a 

comprehensive set of Web services to 

facilitate navigation and usability. 

Enhancements to the correlation and 

visualization tools will help users detect 

crime networks, patterns and trends. 

This phase completes the N-DEx vision by 

giving ubiquitous and seamless access to 

the entire law enforcement community. 

A Nationwide Partnership 

to Fight Crime 

The September 11 attacks drove home 

the importance of information sharing in 

law enforcement and national security. 

The deployment of N-DEx marks the first 

time in U.S. history that federal, state, 

local and tribal criminal data has been 

openly shared. 

Although law enforcement is the initial 

focus, N-DEx future iterations will incorporate 

the larger criminal justice community 

such as courts, probation agencies, 

parole boards and prisons. The FBI’s ultimate 

goal is to transform all available 

criminal justice data into knowledge for 

the entire justice community. The foundation 

of the N-DEx solution supports 

the long-term vision of information sharing 

across a wider set of agencies and 

boundaries. This vision will evolve as 

N-DEx is implemented, but it establishes 

a larger framework within which to 

explore a broader law enforcement 

information sharing strategy. Our open, 

scalable, standards-based architecture 

provides a flexible and expandable N-DEx 

system that meets the long-term requirements 

necessary for FBI to provide 

efficient, cost-effective support for the 

law enforcement community now and 

in the future. 

Rita Bergman 

rita_f_bergman@raytheon.com 

Contributor: Melanie Plunkett 

“Science of Sports,” launched in 

November 2008, is an outreach and mentoring 

program that will use sports to teach 

the principles of math and science to 

Boston-area Boys & Girls Club students. 

Forty students were joined by Pro Football 

Hall of Famer John Hannah to kick off the 

program at The Hall at Patriot Place presented 

by Raytheon. 

Students witnessed a science demonstration 

by “Gravity Gus” of Mad Scientists, while 

learning about the program. 

“The Hall at Patriot Place is the perfect setting 

to kick off this program and host the 

Science of Sports Science Fair,” said Bryan 

Morry, executive director of The Hall at 

Patriot Place presented by Raytheon. “Our 

education program is centered on using 

football to educate, and Raytheon is a perfect 

partner. Their employees offer worldclass 

expertise in math and science.” 

Throughout the school year, Raytheon 

employees will volunteer at the Boys & Girls 

Clubs of Lawrence, Woburn, Waltham, 

Roxbury and Dorchester-Blue Hill Avenue to 

create and implement “science projects” 

that use math and science in sports. 

Teams will compete against one another in 

the Science of Sports Science Fair, and the 

members of the winning team will each 

receive a $1,000 scholarship. 


Exciting Children About Math and Science 

Using a New Educational Tool: Sports 

“Our Boys & Girls Clubs are much more 

than ‘gym, swim and games’ and the 

Science of Sports program will give our kids 

an amazing opportunity to explore math 

and science in a very unique and creative 

way,” said Rick Metters, executive director 

of the Boys & Girls Club of Woburn. “With 

first-class, caring partners like Raytheon and 

the New England Patriots, this program has 

a great foundation for success and our kids 

are excited to get started.” 

The program expands the partnership 

between Raytheon and The New England 

Patriots, who opened The Hall at Patriot 

Place presented by Raytheon in September. 

Raytheon supports The Hall’s education program, 

which benefits visiting school groups, 

and sponsors an “In the Numbers” exhibit 

— an interactive trivia game using math 

and science questions related to football. 

“Raytheon is committed to instilling in students 

a lifelong passion for math, science 

and technology and our proud support of 

the Science of Sports program is just one of 

the myriad ways in which we are doing 

this,” said Kristin Hilf, vice president of 

Public Affairs for Raytheon Company. “It is 

critical to engage young minds now, during 

their formative years, to build within them 

the skills that will help them achieve greater 

success in school, their careers, and 

throughout their lives.” 


Events 

2008 Summer Symposia 

Raytheon’s Technology Networks transition to align with 

Raytheon’s key strategic markets and mission-focused 

technology in 2009 

2008 Systems Engineering Symposium 

The Systems Engineering Symposium, titled 

“Achieving World-Class Program Capture 

and Performance through Systems 

Engineering,” was attended by more than 

360 systems engineers on Aug. 4–8 in 

Richardson, Texas. 

The event was sponsored by the Systems 

Engineering Technology Network; hosted by 

Raytheon Intelligence and Information 

Systems (IIS); and co-chaired by Paul 

Benton, Frank Miville and Tom Jones. It 

boasted representatives from each U.S.based 

Raytheon facility and attendees from 

12 states. The symposium featured presentations 

on technology developments and 

applications with a technical program consisting 

of five super-tracks: Architecture, 

Mission Systems Integration, Best Practices, 

Modeling and Simulation, and 

Specialty Engineering. 

In his opening statements, co-chair Paul 

Benton referred to the event as a “knowledge 

buffet” and encouraged each participant 

to go back to the serving line again 

and again. “With 115 presentations, 

there’s certainly a rich variety of knowledge 

foods for your benefit, and I’d like to see 

everyone leave here with a few extra 

pounds of intellectual knowledge.” 

The keynote speaker, IIS Vice President of 

Engineering Sylvia Courtney, discussed the 

theme selected for the symposium as well 

as systems engineering’s relevance in driving 

Raytheon’s business plan. She 

presented four adjacent markets that will 

be the cornerstone of our growth strategy 

during the next five years and what 

strengths we bring forward as we try to 

move, grow and continue to evolve 

the company. 

“There are opportunities, but I’d say that 

there are some real challenges,” she said. 


According to Courtney, we have new missions 

that we need to learn and we have 

new customers. Ultimately, the final determinant 

of whether we will succeed as a 

company will be the relationships we build 

with those customers. Do we deliver for 

them? Do we understand their mission? 

Do they trust us? We will have to become 

world class in our ability to manage local 

distributed teams. Gone is the day when 

we as Raytheon would take on the entire 

program and reach deep within our organization 

and deliver the system. More and 

more, the systems we deliver are dependant 

on the supply chain of development 

companies and academia, often from 

around the world. As a systems engineering 

team, we’re going to have to understand 

that the timelines in our world have 

changed. We’re working to counter an 

adversary that moves in cyber speed, and 

we have to be ready to move in cyber 

speed as well. 

“I believe Raytheon is responding 

remarkably well to these challenges,” 

Courtney said. “We are reinventing 

ourselves. When I look at programs like 

the Raytheon Certified Architect Program, 

it’s one-of-a-kind in industry and it recognizes 

that architecture is fundamental 

and foundational to these large-scale 

distributed systems.” 

Courtney believes that one of Raytheon’s 

greatest riches and strengths is the fact 

that we build relationships. “As we move 

forward as an engineering team, and try to 

live to the challenge of this symposium, of 

achieving world-class capture and performance 

with system engineering, it’s critical 

that we truly value the importance of the 

relationships we build across the company. 

And we take advantage of this opportunity 

to network. Because our ability to excel in 

the coming years, in the adjacent markets 

and within our core markets, is dependent 

on how rapidly we can synthesize new 

knowledge and integrate that knowledge 

into how we build and deliver systems.” 

IIS Chief Technology Director Dr. J Smart 

said, “We really do need that diverse integrated 

team of vision, and we need some 

robust solid engineers to bring it together. 

It’s so important that we reach across the 

company and get the best and brightest, 

and actually, reach all across the industry, 

all across academia, and all across the 

world with our customers.” 

The content was informative and the list 

was rich with qualified, technical and 

dynamic speakers such as Heidi Shyu, 

Raytheon vice president of Technology & 

Research; Terry Jaggers, deputy assistant 

secretary of the Air Force for Science,

Raytheon’s Technology Network symposia are recognized as leading sources of knowledge exchange 

and employee networking for Raytheon engineers. 

Technology and Engineering; Kelly Miller, 

chief systems engineer and cryptologic 

community architect for the National 

Security Agency Central Security Service; 

Darlene Mosser-Kerner, part of the 

Developmental Test and Evaluation for the 

Dept. of Defense; Carl Siel, Jr., chief systems 

engineer for the Office of the 

Assistant Secretary of the Navy for 

Research, Development and Acquisition; 

and Brian Wells, senior principal engineering 

fellow and chief systems engineer with 

Raytheon’s Engineering, Technology and 

Mission Assurance organizations. 

This SE symposium also served as the 

beginning of the SETN transition into the 

newly formed Mission Systems Integration 

Technology Network (MSITN). Co-chair 

Frank Miville hosted the MSITN war room, 

which was open to all attendees and 

facilitated discussion and suggestions 

on the focus of the MSITN as it moves 

into the future. 

2008 MMTN Symposium – Catalyst for 

a Changing Technology Network 

This past September marked the fifth and 

final Raytheon Technology Network (TN) 

symposium for 2008, with the Mechanical 

and Materials Technology Network 

(MMTN) symposium held in Dallas, Texas. 

2008 was a year of transition for the TNs, 

each renewing the focus to align better 

with the company’s key strategic markets. 

MMTN was no exception. 

Now called the Mechanical, Materials and 

Structures Technology Network (MMSTN), 

this new network looks forward to 

expanding beyond some of the traditional 

commodity-type roles it’s had in the past 

and toward leadership in some new, 

important areas like disruptive technology, 

IED and ballistic armor, and green technology. 

The network will continue to support 

technologies that contribute to Raytheon’s 

success in its core markets — such as thermal 

management, nanotechnology and 

electromagnetic materials — as well as 

provide insight into which emerging technologies 

might lead to success in adjacent 

markets. Because it is a key part of the 

TNs, the MMSTN has the distinct advantage 

of potentially contributing to many 

other critical technologies, programs and 

development for all the networks. 

Through events like its annual symposium 

and workshops, and key projects developed 

through its Technology Interest 

Groups (TIGs), the MMSTN hopes to take 

advantage of the existing TN interdependence 

by breaking down the silos between 

the networks and even within MMSTN 

itself. MMSTN members also look forward 

to the opportunity for the MMSTN to be 

integrated into the core teams of the other 

TNs by showing value and applying its 

technology, capabilities and subject matter 

experts into critical parts of the program. 

The Nanotechnology TIG expects to have a 

stronger presence, becoming a reliable 

resource of nanotechnology for the company. 

The constant introduction of new 

threats into the battlespace forces requirements 

changes and demands innovative 

solutions. By working closely with the 

leaders in corporate technology who have 

the knowledge of technical challenges 

in various programs across Raytheon, 

the TIG will ensure effective flow of 

information and provide technical expertise, 

delivering the best possible solutions 

to our warfighter. 

The Blast Mitigation and Ballistic Protection 

TIG also has an aggressive agenda for the 

next five years: To develop a strategy for 

changing specification requirements for 

blast and ballistics for improved protection; 

promoting technology sharing for novel 

lightweight armor solutions including bioinspired 

ideas like the bombardier beetle; 

developing collaboration opportunities for 

inclusion of new armor systems; identifying 

Department of Homeland Security borders 

and maritime security contacts for 

border officer safety; and looking for 

opportunities in vulnerability engineering 

for public buildings. 

Upcoming Engineering and 

Technology External Event 

21st Annual Systems and 

Software Technology 

Conference (SSTC) 

Technology: Advancing 

Precision 

April 20–23, 2009 

Salt Lake City, Utah 

www.sstc-online.org 

Events 


PEOPLE: RAYTHEON CERTIFIED ARCHITECTS 

Steven P. Davies 

Engineering Fellow 

Network Centric Systems 

Steven Davies is a Raytheon certified architect 

working in the Advanced Engineering 

Solutions department at Raytheon Network 

Centric Systems (NCS) in Fullerton, Calif., 

supporting a number of programs and pursuits. 

Recent endeavors include a Houston 

Metro highways proposal, support for the 

GPS Operational Control Segment program/pursuit 

and the pursuit and recent 

contract award for the Joint Precision and 

Approach Landing System. 

A 28-year veteran of Raytheon and Hughes, Davies’ professional 

experience spans digital hardware design in the area of programmable 

digital signal processing, real-time embedded software development for 

sonar systems, and systems engineering and architecture development 

across distributed sensor systems, ship computing infrastructure, and 

navigation and landing systems. 

While designing a next-generation digital signal processor, Davies 

developed logic synthesis and simulation technology that enabled 

implementation of four of the most complex Configurable Gate Arrays 

that Hughes Ground Systems Group had developed up to that time. 

He leveraged that computer-aided engineering software experience and 

moved to developing embedded real-time software to support the digital 

signal processor. Following that experience, he developed networking 

and application software for one of the first U.S. Navy real-time 

systems implemented on a Unix operating system using commercial 

computer networking technology. He followed that system into testing 

and deployment, which included going to sea in order to test and 

demonstrate the system. All of this experience, he said, “Gave me a 

breadth of technical experience and a full lifecycle perspective to be an 

effective systems engineer.” 

For Davies, the appeal of his work is simple: “I enjoy tackling 

engineering challenges. To me, finding a solution to a difficult problem 

is reward in itself.” 

With four patents in the area of programmable digital signal processing 

architectures — one for a high-assurance computing architecture — 

and an invention disclosure pending for a dynamic toll road pricing 

algorithm, Davies attributes much of his success to the encouragement 

of his managers. “I was fortunate to have managers who made sure I 

got opportunities and exposure I needed to grow and advance.” 

Beyond his program and pursuit responsibilities, Davies is a member of 

the NCS Architecture Review Board. Active in technical instruction 

within Raytheon, he was the developer and primary instructor for the 

Reference Architecture module of the Raytheon System Engineering 

Technical Development Program and recently developed a SEtdp module 

on System of Systems architecture. He also teaches Raytheon 

Enterprise Architecture Process, Principles of Systems Engineering, and 

Architecture Methods. 

Teaching and mentoring play a prominent role in Davies’ career, and 

they reflect his lifelong philosophy of learning and adding value. “I 

advise everyone to never stop learning, always be aware of how your 

work adds value, and seek out opportunities to help others. I believe 

that we all benefit when we make an effort to help each other.” 


John McDonald 

Chief Engineer/Chief Architect 

Intelligence and Information Systems 

Raytheon Six Sigma Expert 

In nearly 25 years working at Raytheon or 

one of its legacy companies, Raytheon 

Intelligence and Information Systems (IIS) 

Chief Engineer and Chief Architect John 

McDonald has worked in a variety of areas. 

“My focus will be quite different at any one 

time depending on the current focus at IIS,” 

he said. He is currently working on the 

acquisition phases of the global positioning 

system control segment (GPS/OCX); Geostationary Operational 

Environmental Satellite System (GOES-R); and Global Broadcast 

Service (GBS) III, as well as the execution phase of Seahorse. 

“I was always looking for a position in the organization where I could 

make a difference in the company’s success,” McDonald said. “I’ve done 

that, plus I enjoy the diversity of the job.” 

In addition to directly working on two major program acquisitions in 

the last several years, McDonald played a significant role in the MIND 

proposal, which became a program. 

In 1999, McDonald and his team launched what eventually became 

the Raytheon Enterprise Architecture Process (REAP). “A lot of great 

people got involved in this effort and saw it through,” McDonald 

recalled. “I am sure that I will always remember this as one of the 

more satisfying accomplishments for me at Raytheon.” 

McDonald’s daily tasks involve a variety of activities at the corporate 

and IIS level. He manages both the Systems Engineering Technical 

Development Program and the Raytheon Certified Architect Program 

for IIS. He is a charter member of the Raytheon Architecture Review 

Board and a member of the IIS Technology Council and Garland, 

Texas, Site Council. 

A common theme throughout McDonald’s work is a “focus on the 

fundamentals.” He also emphasizes the role of building relationships 

as key to business success. “It’s important to exercise the diplomacy it 

takes to get the many varied factions and functions to work together,” 

he explained. 

McDonald offered advice to others on how to succeed at Raytheon, 

and in life. “First, be considerate and respectful of people in general. 

Be sincere, because they will know if you are not. Second, try to get 

through your own bias to see the other person’s perspective. This can 

often help reconcile difficult situations. Third, take ownership of 

maintaining your professional skills.” 

The Raytheon Certified Architect Program (RCAP) 

is the culmination of Raytheon’s systems architecting 

learning curriculum. RCAP focuses on providing our 

customers with the expertise needed to support their 

long-term transformational goals. In recognition of their 

certification, we continue to highlight our Raytheon 

certified architects.

U.S. Patents 

Issued to Raytheon 

At Raytheon, we encourage people to work on 

technological challenges that keep America 

strong and develop innovative commercial 

products. Part of that process is identifying and 

protecting our intellectual property. Once again, 

the U.S. Patent Office has recognized our 

engineers and technologists for their contributions 

in their fields of interest. We compliment 

our inventors who were awarded patents 

from August through mid-November 2008. 

MORRIS E FINNEBURGH 

WILLIAM G WYATT 

7415830 Method and system for cryogenic cooling 

RICHARD M LLOYD 

7415917 Fixed deployed net for hit-to-kill vehicle 

JIM L HAWS 

BYRON E SHORT JR 

7416017 Method and apparatus for cooling with a phase 

change material and heat pipes 

ERIC L HANSEN 

7417538 Dynamically tasking one or more surveillance resources 

ROBERT S AGER 

RICHARD B FLEURY 

GREGORY D HEUER 

THOMAS E WOOD 

7417583 Methods and apparatus for providing target altitude 

estimation in a two dimensional radar system 

THOMAS H BOOTES 

JESSE T WADDELL 

7418905 Multi-mission missile payload system 

SHARON A ELSWORTH 

WILLIAM H FOSSEY JR 

MARVIN I FREDBERG 

THAD FREDERICKSON 

STUART PRESS 

7419719 High strength, long durability structural 

fabric/seam system 


7420476 Programmable cockpit upgrade system 

WILLIAM H FOSSEY JR 

7421212 Detecting and locating pulses using a bragg cell 


7423498 Compact multilayer circuit 

THAD FREDERICKSON 

7423582 Determining a predicted performance of a navigation 

system 

STUART PRESS 

7423601 Reflect array antennas having monolithic sub-arrays 

with improved DC bias current paths 

GEORGE P BORTNYK 

DAVID J LUPIA 

Combining signals exhibiting multiple types of diversity 

MICHAEL K HOLZ 

IRL W SMITH 

7427948 Wide-angle beam steering system 

BRIEN ROSS 

CONRAD STENTON 

7428796 Method and apparatus for using a lens to 

enhance illumination of a reticle 

MARK L BOUCHARD 

MATTHEW B CASTOR 

AARON C HEIDEL 

KEVIN J HIGGINS 

CHARLES D LYMAN 

7429017 Ejectable aerodynamic stability and control 

ROY E KECHELY 

7429018 Methods and apparatus for a fluid inlet 

JONATHAN J LYNCH 

7429962 Millimeter-wave transreflector and system 

for generating a collimated coherent wavefront 

STEVEN G BUCZEK 

STUART B COPPEDGE 

ALEC EKMEKJI 

Shahrokh Hashemi-Yeganeh 

WILLIAM W MILROY 

7432871 True-time-delay feed network for CTS array 

LACY G COOK 

7433120 Multi-telescope imaging system utilizing a single 

common image sensor 

ANTHONY N RICHOUX 

7433931 Scheduling in a high-performance computing system 

PETER C LUKENS 

7434471 Pressure measurement transducer with protective device 

WILLIAM M HATALSKY 

GREGORY A MITCHELL 

7434762 Retractable thrust vector control vane system and method 

BRIAN T HARDMAN 

DENNIS K MCLEAN 

WILLIAM T STIFFLER 

7437221 Interactive device for legacy cockpit environments 

STEPHEN C JACOBSEN 

MICHAEL G MORRISON 

SHANE OLSEN 

7438277 Flow force compensated sleeve valve 

HOSSEIN AHMAD 

DAVID F CIAMBRONE 

KIRK E JOHNSON 

7438781 System and method for vacuum bag fabrication 

ROBERT W BYREN 

7439482 Automatic avalanche photodiode bias setting system 

based on unity-gain noise measurement 

HANSFORD H CUTLIP 

7439486 Inflatable spherical integrating source for spaceflight 

applications 

LEONARD P CHEN 

DAVID R RHIGER 

7439518 Multi-layer pixellated gamma-ray detector 

VICTOR JARINOV 

MICHAEL D THORPE 

7440185 Method and apparatus for internally zeroing a sight 

PAUL H GROBERT 

7440988 System and method for dynamic weight processing 

KENNETH W BROWN 

7443573 Spatially-fed high-power amplifier with shaped reflectors 

NIKKI J LAWRENCE 

THOMAS K LO 

HAGOS TEKU 

7444002 Vehicular target acquisition and tracking using a 

generalized Hough transform for missile guidance 

International 

Patents Issued to Raytheon 

Titles are those on the U.S.-filed patents; actual titles on 

foreign counterparts are sometimes modified and not 

recorded. While we strive to list current international 

patents, many foreign patents issue much later than 

corresponding U.S. patents and may not yet be reflected. 

AUSTRALIA 

JACQUELINE M BOURGEOIS 

BORIS S JACOBSON 

2003280008 Intelligent power system 

DAVID A CORDER 

JEFFREY H KOESSLER 

GEORGE R WEBB 

2005290315 Air-launchable aircraft and method of use 

BORIS S JACOBSON 

2004322719 Method and apparatus for converting power 

BELGIUM, FRANCE, GERMANY, GREAT BRITAIN, 

SPAIN, SWEDEN 

KAPRIEL V KRIKORIAN 

ROBERT A ROSEN 

1886163 Technique for compensation of transmit leakage in radar 

receiver 

CANADA 

JAMES G SMALL 

2443779 Sparse-frequency waveform radar system and method 


2496546 Tandem warhead 

ALBERT E COSAND 

2459180 Multi-bit delta-sigma analog-to-digital converter with 

error shaping 

RONALD T AZUMA 

2419818 System and method for automatic placement of labels 

for interactive graphics applications 

YUEH-CHI CHANG 

COURT E ROSSMAN 

2460200 Low radar cross section radome 

CHINA 

MARWAN KRUNZ 

PHILLIP I ROSENGARD 

03816536.8 Method and system for encapsulating cells 

FRANCE, GREAT BRITAIN 



1883995 Variable inclination array antenna 

FRANCE, GERMANY, GREAT BRITAIN 

EDWARD N KITCHEN 

DARIN S WILLIAMS 

1803291 FLIR-to-missile boresight correlation and non-uniformity 

compensation of the missile seeker 

JAMES G CHOW 



1505408 Method for SAR processing without INS data 

FRANK N CHEUNG 

1639479 Efficient memory controller 

GEORGE AVERKIOU 

GABRIEL BAKHIT 

VINCENT A PILLAI 

PHILLIP A TRASK 

0801423 HDMI decal and fine line flexible interconnect forming 

methods 

MICHAEL B MCFARLAND 

ARTHUR J SCHNEIDER 

WAYNE V SPATE 

1597533 Missile system with multiple submunitions 

JOHN S ANDERSON 

CHUNGTE W CHEN 

1915781 Two F-number, two-color sensor system 

LACY G COOK 

BRYCE A WHEELER 

1416312 Wide field of view, four-telescope, radial scanning search 

and acquisition sensor 

DAVID A ANSLEY 

ROBERT B HERRICK 

1705469 Polarimeter to simultaneously measure the stokes vector 

components of light 

GERMANY, SWEDEN 

MEL V HUYNH 

PHILIP G MAGALLANES 

CARL W TOWNSEND 

01597792 Corrosion resistant waveguide systems and method 

JAPAN 

PYONG K PARK 

4163108 Conformal two dimensional electronic scan antenna 

with butler matrix and lens ESA 

TAHIR HUSSAIN 

MARY C MONTES 

4170228 Ion-implantation and shallow etching to produce effective 

edge termination in high-voltage heterojunction biploar transistors 

MICHAEL J DELCHECCOLO 

DELBERT E LIPPERT 

MARK E RUSSELL 

HBARTELD B VANREES 

L K WANSLEY 

WALTER G WOODINGTON 

4194493 Auto-docking system 

ERNEST C FACCINI 


4199118 Warhead with aligned projectiles 

NORWAY 

JOSEPH M BRACELAND 

JEFFREY W DIEHL 

MARY L GLAZE 

325919 Mobile biometric identification system 

SINGAPORE 

KEH-CHUNG WANG 

LOUIS LUH 

132875 Comparator with resonant tunneling diodes 

SOUTH KOREA 

GEORGE A BLAHA 

RICHARD DRYER 

CHRIS E GESWENDER 

ANDREW J HINSDAL 

851442 2-D projectile trajectory correction system and method 

KAICHIANG CHANG 



PETER H SHEAHAN 

860888 Radome with polyester-polyarylate fibers and a method of 

making same 

Raytheon’s Intellectual Property is valuable. If you become 

aware of any entity that may be using any of Raytheon’s 

patented inventions or would like to license our patented 

inventions, please contact your Raytheon IP counsel: Leonard 

A. Alkov (SAS), Horace St. Julian (MS & RTSC), Robin R. 

Loporchio (NCS), Edward S. Roman (IDS), John J. Snyder (IIS). 


Copyright © 2009 Raytheon Company. All rights reserved. 

Approved for public release. Printed in the USA. 

Customer Success Is Our Mission is a registered trademark of Raytheon Company. 

Raytheon Six Sigma, MathMovesU and NoDoubt are trademarks of Raytheon Company.

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