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Meet: Joe Lander
Pre-World War II: From 1936 to 1943, I worked at the Fokker Airplane
Factory in Amsterdam, the Netherlands (Holland).
In Germany, Hitler was threatening war, and I enlisted in the Dutch
Army for one year. I was discharged as an infantry sergeant. Upon my discharge,
I returned to Fokker, and continued working on plane fabrications. After
Germany attacked and then occupied Holland in May 1940, I kept working
at Fokker, under German management. I kept working on T8WC planes, and
later worked on the repair of flight control components such as elevators,
rudders and stabilizers for JU52 German Transport Planes.
During this time, HitlerÕs henchmen were rounding up Jews and sending
them to camps in the East. In February 1943, I was no longer able to obtain
an exemption from Fokker, as I was Jewish. My wife Betty and I were captured
by Germans, but we managed to escape and immediately went underground.
We remained in hiding until the end of the war was near. Then, I was again
captured and sent to a transport camp in East Holland. Just before Holland
was liberated, I escaped from the camp and made my way back to my wife.
After the war, we found out that most of our family members were killed
in concentration camps.
From 1945 to 1953, I worked for KLM Royal Dutch Airlines, Schiphol Airport,
Amsterdam. The hangars had been destroyed during the war by the Germans,
and all maintenance was performed outside, on the aprons. For engine maintenance,
rollaway covers were used. I was in charge of the production control department.
The work consisted mostly of keeping the fleet of surplus C47 and C54
airplanes flying. Later on, we received the new model 049 Lockheed Constellation
Airplanes. I was sent to the Dunlop factory in Burmingham, England, to
learn all about the tires, brakes and their maintenance. After four years
on the job, I was asked to take charge of major repair and modification
jobs for KLM. I worked on remodeling three model 626 Constellations. We
stripped the complete interior from the rear bulkhead to the cockpit.
The "sleeper" configuration was replaced by the airplane interior complete
with hat racks. We also had a new galley designed and built.
We also remodeled C54 interiors. The C54 airplanes were having a problem
with leaking fuel tanks due to aging. The sealant in the tanks was deteriorating,
causing gasoline to leak. Douglas Aircraft knew about this problem and
made a kit to replace the tank access doors with high strength aluminum
alloy doors and doublers.
When my projects were nearing completion,
I gave notice to the director of KLM that I was quitting. He was quite
shook up and offered me a job that would transfer me along with my family
(Betty and I had three children by then) to Indonesia for a five-year
contract. I regretfully declined the offer, knowing that I could never
replace that wonderful offer for any job I would obtain in the USA. However,
my family and I had waited over two years for a visa to the USA, which
we finally obtained. I left Holland with my family on a ferry flight in
the last Capitol Airplane being delivered to the USA. We departed on December
10, 1953, my 36th birthday!
Life in the USA
It was 1954. My sponsor thought that I could easily find a job with
the Boeing Corporation in Seattle, Washington, but that was not so simple,
as I was not a US citizen. I found work a few weeks after our arrival
at Washington Iron Works as a helper boilermaker. The pay was low, but
finding work in winter in Seattle was difficult for a newcomer. I had
filed my first papers with a government office indicating my intention
of becoming a US citizen, for I was told that it would help when I applied
for a security clearance at a later date. The hard work and low pay finally
became too much, and so I left for Los Angeles to find a job more to my
liking. I landed work with the Fluor Corporation, a world concern in the
field of oil refinery design and construction. This company had profit
sharing and good medical insurance, but the pay was much too low.
My next job was with a job shop office at double the pay IÕd had before.
The work was tool designing, which I enjoyed, and I learned a lot about
this field. After about five months, I saw an ad in my local paper from
Aerojet General Corporation for design engineers. I was hired, and began
working outside the plant in a former high school near my home. No more
driving on surface streets to West L.A., as freeways were still under
construction at that time. I worked on reinforced concrete design for
rocket test stands. After one month there, I learned of a need for a design
engineer in an off-site location, working on thrust reversal systems for
a jet engine contract for Boeing. By the time the hardware was about to
be delivered, my security clearance finally came through and I could finally
work inside the plant at Aerojet.
I was assigned to work in the infrared department, a new technology
developed during the war. The group was designing an infrared fire control
system for the F103 aircraft. I was amazed to learn that I was in charge
of the group and accepted the challenge. It was fascinating work, and
our team had to go into production design for the first of the fighter
plans. I completed that job, and had a manufacturing engineer from Aerojet
working with me.
My next project was the production design for a fire control system
for the F81 Navy planes. Then I worked on a stabilizing fire control system
for the UH-1B helicopters. I made several trips to a firm in Dallas to
agree on the seeker and cooler tank mounting. I thought that the seeker
was my masterpiece, as the housing was six inches in diameter and the
gimbal could scan plus or minus 60 degrees. We lost the "fly-off" to Hughes,
as their acquisition distance was farther due to a new concept of detector
design. Our VP refused to buy a similar detector for $20,000 from the
Santa Barbara Research Center, and that put Hughes in the driver seat
of infrared systems.
Meanwhile, I was put in charge of the opto/mechanical design department,
and worked on many different proposals. A proposal request came in from
TRW for an infrared sensor, which could be attached to a satellite that
would go into a fixed orbit. The size of the sensor was huge, as the interface
with the satellite would be six feet in diameter. The purpose of this
system was to view Russia and China for rocket firing activity. I was
released from my department job to work full time on this proposal, and
spent many weekends and most evenings completing this work. Aerojet beat
the two other competitors, Lockheed and Hughes, and we got the contract!
The first check from TRW was for $87 million dollars as a start-up payment.
My division manager called me into his office and told me that management
had asked him to see if I would like to take charge of the design of the
satellite. A new division was being created, and I would be in on the
ground floor. I didnÕt care for big projects with a lot of politics involved,
so I declined the offer. (Moving a small screw hole would have taken a
review board!) I preferred to work on proposals and building smaller systems.
However, I ended up working on another big project Ð this one for the
US Army.
This next job was designing and building an infrared sensor which would
be attached to the nose of a UH Helicopter in stabilized gimbals. The
telescope would have two fields of view and provide the pilots with night
vision of the ground on their TV monitors. Rocket pods and machine guns
would be slaved to the gimbals. This happened during the VietNam War,
and would help our troops on the ground. The detector array had 350 elements
and the signal was processed through multiplexers that we built in-house.
One challenge was using a miniature crygenic pump to cool the detectors
to the liquid nitrogen temperature.
I worked on this project for a solid year, working almost every night
until midnight, and every weekend and holiday. I was not paid overtime,
but I felt that I had to do my share to help our troops in the field.
I was working with a room full of draftsmen during the day, and worked
on coordinating the project at night. We built four systems that we shipped
to VietNam. We had done our job for the war effort.
After 14 years with Aerojet, I went to work for Xerox. I was attracted
to the job by my former manager, who had left Aerojet for Xerox and took
some key people with him. I was interested in designing in the commercial
field, and found out there wasnÕt much different between government and
commercial projects. The job was an infrared fire control system, something
that I was familiar with! I completed an ongoing job through flight testing.
Next I worked on laser printing systems for a new technology. I built
and installed the first unit into an existing copy machine. The next unit
was more refined, and we ended up making a pilot production run of 36
units.
I retired from Xerox at the age of 61, after my first heart bypass surgery.
I had put in 40 years in many different aspects of aviation. It was time
to move on to the next chapter in my life. I began working full time in
a security business, Lander Security, with my son, Ron, and my daughter,
Mary. My wife Betty did the bookkeeping. The company had been started
a few years earlier, to install security systems for homes and businesses.
We sold Lander Security after 10 years. It was finally time for my real
retirement.
This is Joe Lander (center) helping to move the airplane
out of the Able Corporation in Yorba Linda and load on the truck to ready
for the trip to NASA.
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