Survive and Tell (cont.)

At the end of the three-year term at the school, Moti Hod, the Air Force Commander called me to attend a placement interview. I chose to continue to command the school above all the other job alternatives that were offered to me. The other offers included commanding a battalion in Sinai or a command position as Operations Branch Officer, which I had already done ten years earlier.

The other two jobs proposed to me did not seem to be suitable for me. I knew that this choice could hinder my future promotion or could even be used as a reason for not promoting me, but I did not take this into consideration. I knew that if they wanted me, there would be no obstacle in my way and, if they did not want me, there was no end to excuses they could use to reject me.

It was clear to me that I was a natural candidate to replace Moshe Tamir as the commander of the AA Forces. There were those who were afraid of this because they thought I might endanger their own career. There were those whose purpose it would serve to get rid of me, in order to better their chances of promotion.

At the end of the fifth year, I was called to the Commander of the Air Force, who informed me that I was contender for the job of Antiaircraft Commander and my rival was Meir Shariv, one of the younger officers who had served in my unit ten years earlier. I do not know what caused me to immediately tell the Commander of the Air Force, Mordechai Hod, that I was withdrawing my candidacy because I, finally, wanted to transfer to the technical engineering path for which I had been trained at the Technion and I refused to compete with one of my pupils.

Commander of the aviation squadron – at Palmachim

General Motti Hod who, it seemed, had already decided that I was not going to receive the Antiaircraft Command, did not even try to persuade me to change my mind. He immediately made efforts to find me a position as per my request and suggested that I meet with Colonel Uri Talmor, who was the Commander of the Air Force base in Palmachim.

Motti had intended that I be a contender for the job of the Commander of the Missile Testing Unit (MTU) and I rather liked this idea. I met with the Wing commander, Colonel Uri Talmor at the "Exodus" coffee bar and we agreed that I would replace Micha Ramti, who was due to return to the Air Force HQ in order to be in charge of the Communications Branch of the AF Logistics Group. I had met Micha at the home of Haim Niv, my friend from the Technion. Micha had studied at the Technion one year after Haim and myself. We were old acquaintances, almost friends. He organized a ten-day introduction to the methods and techniques used at the missiles and airplane test field. The introduction was structured like a course. It was condensed, thorough and very interesting. I was most impressed with the various advanced and sophisticated tools and equipment. I was excited about the opportunity that had come my way by chance. It was as if this new appointment had come from heaven. I was finally going to be able to realize what I had hoped for during my engineering studies.

I had not been aware of the existence of the base or its activities. I saw the job I had been offered as a great challenge in which I would be able to incorporate my operational experience with engineering knowledge. The activities of the experimental unit were close to my heart and I drew up plans for myself on how to fit in and how to operate this sophisticated array that included several types of RADAR, computers, Telemeter and Interferometer (measurement instruments), Cinetheodolites (a large focus, high resolution cinema camera) as well as other lock-on and data collection devices.

At the end of this exciting course I was full of anticipation, but I was confronted with the worst kind of scenario. Uri Talmor called me to his office and asked me to take upon myself the position of Flight Squadron Commander (FSC) instead of Commander of the Missile Testing Unit (MTU). His explanation was that there were a number of candidates for the position of Commander of the MTU but there were no serious candidates for FSC. He poured out explanations and excuses and said that now the base had to be become more operational, communications, standing orders for operations and procedures had to be introduced. Special operations for the operational equipment had to be determined, and my previous experience was exactly what was needed for the job at that time. He made it clear that he had cleared the issue with the Air Force Commander and that, in actual fact, I had no choice.

I felt cheated and my anger knew no bounds. At that very moment I decided that I had to leave the army or take a job abroad as soon as possible in order to forget the humiliation that I had faced time after time. First of all I had had to compete for the position of Chief of the antiaircraft array and now they had refused me something that I was really enthusiastic about, after I had become used to the idea of commanding a first rate technical unit in which I could give of myself 100 percent.

In spite of momentary impulse, I decided not to take actions that could hurt me. I had already hurt myself by my actions and behavior. Even though I had been very successful, by anyone's standards, when I was Commander of the school, I had established many adversaries along the way, either because they did not come up to the high standards I had set or because they were jealous of my success.

There were probably many who gloated. I tried to fulfill the position of FSC without showing how miserable I was. I tried to console myself that I was the only FSC who was not from the Air Force, but this did not really console me. I found myself various tasks but spent most of my time at the MTU facilities. There was nothing really for me to do there apart from the days when experiments were executed. The technicians and the maintenance squadron of the base that I had befriended taught me lots of details that triggered my imagination and gave me satisfaction. I learnt from books and thought that perhaps it was not so bad after all and that it was worthwhile to begin studying for a second academic degree. Apparently my desire to study was not strong enough, because otherwise this would have been the ideal place and time for studies. I was not in charge of many soldiers: in total Communications Officer, Dudik, Operations Officer, Sharon, a very conscientious pilot with the rank of Major and a Security Officer who was also in charge of the kennels, etc. The atmosphere was ripe for studies. There were those at the base who had already completed a second academic degree and encouraged me to do so.

The Research and Development Unit

During one of the important experiments held at the MTU, I accompanied Motti Hod from the gate of the base to the area in which the experiments were held. During the walk he asked how I was and informed him of my disappointment with the last minute change in appointment, that the decision had been made without consulting me and in contrast to his promise. He remained silent and knew that he had been a party to something that was not appropriate for a commander. He was in a situation in which he would have accepted any of my requests. I asked him to send me to the USA as part of the purchasing delegation or to one of the embassies as military attaché.

He liked the idea and told me to approach the Chief Scientist, Brigadier General Itzhak Yaacov, Yatsa, and to inform him that I am the Air Force's candidate to replace Lieutenant Colonel Shenhar at the IDF Defence Attaché mission in Washington. I asked him what my chances were and he answered that this was an Air Force position and, therefore, he was obliged to man it with a candidate from the Air Force.

The next day I reported to Yatsa's office. I saluted and informed him of what Motti Hod had requested. Yatsa, sitting in his chair, enjoying his cigar, looked at me and in the quietest voice told me that the position had already been filled. He had appointed, Lieutenant Colonel Yaacov Granot, Deputy Chief of Armament, for the position. I saluted and with a movement I had learned at the Officer's Course I did the most perfect "about turn". Yatsa stopped me in my tracks and asked me to sit down and present myself. I introduced myself in a cold and clinical manner. I again felt that I had been deceived and this chain of deception was becoming too long to have been caused by chance. Yatsa spoke to me very nicely.

He told me of his intention of establishing a research and development unit which would incorporate the Chief Scientist's unit and the Armament of the General Staff. He, Yatsa, was supposed to head the new organization, which would include military, civil and mixed departments. He showed me the organization paper and asked which of the departments I would like to receive.

There was a department for special means, a department for planning and analysis, department for missile and rockets, department of electronics and electronic warfare, research and infrastructure, means of ground warfare and a department of administration, budgeting and control.

I pointed to the department of administration, budgeting and control and explained why I think that this was the most appropriate department for me. He asked why I had not asked for the electronics department. I explained that, in my opinion, the person who heads this department should be someone who has dealt for many years in research and development of electronics or, at least, someone who had developed and established systems. Yatsa did not agree with me and said that, in his opinion, the person heading the department should be well acquainted with the IDF and to have enough knowledge of electronics in order to be able to bridge between the army and industry. In his opinion, it could even be detrimental if the head of the department would try to solve problems by himself. "He has to manage the research and development, not take it upon himself", he said.

When I left the office, we had agreed that I would be a candidate for one of the two departments and that what Yatsa wanted – would be. I stipulated that I would be more comfortable in the budgeting and control department. I returned to the base at Palmachim in order to wait for the realization of Yatsa's plan.

During our conversation, Yatsa had expressed himself very carefully. He did not say in all certainty that the unit would be established and told me about the struggle that existed between the civilian and army personnel with regards to who would man which position. The labor union of the Ministry of Defence was stirring things up and one could never know how this would end.

Yatsa suggested that I use my time to become acquainted with RAFAEL, the Armament Development Authority, and perhaps even find myself a job there. He phoned, in my presence, the Deputy General Manager of Manpower, David Harel, and suggested that he meet with me in order to find me a job in the authority. I met with David Harel who introduced me to a number of heads of department. Most of them checked the possibility of placing me in the position of "Deputy of Control". I was not very enthusiastic about the jobs as they were described to me. I did not see them as a challenge and definitely did not like the idea of working far from home.

Benny Peled was the head of the Deputy Air Force Chief and natural contender to replace Motti Hod. He met me at HQ and asked why I was wasting my time with an unimportant position in an unimportant unit such as Research and Development Unit (RDU).

I told him that I was interested in receiving a position abroad and the story of what had happened to me at Palmachim. I was surprised to learn how much he knew about me - he even admitted that he had played a part in the decision being that he was the Commander of the base and was well acquainted with the persons involved and that he had made the suggestion to Motti and Uri Talmor for my appointment.

Col. Uri Talmor visiting our table
at the "Sedder" in Palmachim

The Science Liaison Office (SLO)

Benny suggested that I approach the SLO, talk to Benjamin Blumberg and request, in his name, a position abroad for myself. I did not know about this institution and had no idea what they did, but this was secondary for me. I wanted to "run away" from Israel because of my humiliation and frustration.

Benjamin greeted me warmly, asked me about my experience and what I wanted. He gave me a vague and rough description about the function of the office and it was agreed that I would join the office for a year or two, on loan. The aim was to work in Israel in order to acquaint myself with the work, the methods and the material and, at the end of the year, but no more than two years, I would travel to one of the countries in which the SLO operated. He told me that he was about to visit the offices abroad and, upon his return, would know who would be replaced within one or two years so that we could agree which country I would go to so that I could learn about it beforehand.

He sent me to the Administrations Officer of the office finalize the conditions. He was a very pleasant man who gave the impression of being a very decent person who cared about others. After a conversation that lasted two hours I had completely changed my mind. I do not know to this day if it was my benefit he was working towards or Benjamin's, so that I would reconsider working at the office. I assumed that Benjamin could not refuse Benny Peled, so he handed the task to the Administrations Officer to pleasantly advise me not to join the office.

I cannot tell, even today – 25 years later, the specific reason he gave me that made me change my mind about working there. It could be that I did not understand him well enough or, perhaps, it was a test of which I failed. For years afterwards I asked myself whether or not I should regret this decision.

When I told Benny Peled that I had decided to reject Benjamin's proposal he said angrily "You are killing the goose which lays golden eggs". Benny Peled saw me as unserious if I could refuse an offer to work in such an important place and which, in his eyes, brought more benefit than the new development and research unit. Possibly he was right.

I was left bare on all sides. No antiaircraft promotion, no position as Commander of the MTU no research and development and no data liaison office. At best, my mood was "awful". I was determined to conclude my army service by the end of the year and begin a new life outside of the defense system, in spite of the fact that, in my heart, I saw myself as wanting and capable of continuing to contribute towards the defense of the State of Israel, as I had avowed at the age of eleven.


At the Artik (ice cream) Company

I was in this grave mood when the phone at my home rang. It was Baruch Broida, a friend from the time when I had served in Herzlia, a renowned accountant, who asked me if I would be interested in becoming a General Manager. I accepted immediately and without hesitation, even though I did not know where I was to become General Manager or when or according to which conditions. He invited me to come straight away to his office in Tel Aviv. At his office, in one of the corners, a young bearded man, wearing a black "kipa" (yarmulke) sat quietly.

My friend told me that the "Artik" Company was in the hands of the liquidators (following bankruptcy) and a certain person was interesting in buying the company if he found, quickly, someone to manage it. I answered some elementary questions. The man sitting in the corner hinted to his friend that I seemed suitable and, that very same evening, I was appointed General Manager of the "Artik" Company. I had been acquainted with "Artik" from the maneuver in 1952, but only as an ice-lolly which had, in the meantime, lost its quality. They determined a salary for me, three times larger than the salary of a Lieutenant Colonel in the army, the car I would receive and an open expense account. The only condition was that I begin working the "next morning". I explained to them that I was still a soldier and that I would need the authorization of my commanders for taking this step.

I told them that I was a candidate for a specific position in the army and if this position were offered to me, I would prefer to take the job in the army. The new owner of the "Artik" Company liked this answer because he said to me that, in any case, he wanted me to be General Manager for a trial period of 3 to 6 months, during which each side could withdraw. I phoned the Commander of the Air Force, told him the whole story, from Yatsa to Benjamin Blumberg to the end, and asked for a non-paid leave of absence for a period of 3 to 6 months. I told him that if Yatsa would still want me after three months, I would return to the army but, in the meantime, this was what was best for me. Motti Hod authorized the leave for me and wished me luck.

I only informed Uri Talmor after I had received Motti Hod's authorization because I had already informed Uri that I wished to leave the base.

I reported at "Artik" and was horrified. The factory was full of people, amongst whom, so I was told, were 65 Arabs (from the Gaza Strip). There were three shifts. The merchandise was taken out every night so that the ice cream would not spoil on the way to the distribution centers. There was not one vehicle with air-conditioning, just an insulation box. One week after I had arrived at "Artik", working from 16 to 18 hours a day, I learnt more than it had, in other places, taken me months to learn. I learned about the relationship with the Workers Union, the relationship with the inspectors from the Ministry of Health, the suppliers, advertising, regional centers, I learnt about "spoilt ice cream" about the Shekem (military canteen) and about power groups within the company. The machinery at "Artik" was very old and had not been upgraded since the company had been established in 1952.

Everything was up to one man, the head mechanic, and his good will. He held the factory by the throat and he knew how to hold onto this situation, which gave him power. The financial analysis that I drew up showed that the factory was very lucrative. The cost of material and operations was only 30% of the sale price of the finished product. It was possible to sell a larger quantity than was being produced and the reason that the factory went bankrupt three times was due to the fact that they "took" more than they earned.

Who took? Everyone! The workers, the distributors, kiosk owners even more than the rest – management and partners. With prudent management the company could have prospered. "Artik" owned a great number of properties all over the country. Refrigeration facilities and land in Jerusalem, Safed, Tiberias, Haifa, Petach Tikva, Bat Yam and Nes-Ziona. They had 5,000 refrigerators at the kiosks, vehicles and, primarily, a phenomenal reputation that had been built over a period of 30 years and even the managerial failures could not damage the name of "Artik" which had become the customary name for every ice-lolly.

Most of the competitors were smaller or less popular, such as "Witman", "Strauss". I made great efforts to locate the "pilferers" and remove them. I fired most of the Arab workers who lived at the factory throughout the week and polluted it. I instigated the repair of the broken machines and increased production by 30%.

I sent the mechanic to an exhibition in Italy to find modern, automated machinery but, for this purpose, had to train a replacement for him, someone who had worked close to him for five years but did not have confidence in his capabilities. I wanted to establish a replacement for the mechanic so as not to be so dependent on him.

Shimon Erblich, the new owner of "Artik", instructed me to increase production without buying raw materials and to use material already in stock until it was depleted. It was only later on that I understood his strategy.

In December of 1972, about three months after I had begun to work at "Artik", I received a phone call from Captain Nitza Zamir, Yatsa's Office Manager, who asked if I was still interested in the job because the project had been approved. I answered that I was interested and she invited me to a meeting with Yatsa.

I informed Shimon Erblich that I was leaving my job and it was then that he informed me that, in actual fact, he had only wanted to hire a manager until the stock in the supply rooms had been depleted, without having to invest any funds, in order to sell or lease a factory that was operational and thriving. He achieved his goal.

When I left, he leased the "Artik" company to "Witman". Shimon Erblich was a diamond merchant that had come to Israel from Belgium where he had worked as a diamond cutter. After a while he himself became a merchant and was very successful, became very rich and, since then, has reveled in money. He had bought "Artik" for one million dollars but had not paid a penny from his own pocket. He only showed the court that he had money. He received his first payment after a relatively short time from "Artik" sales, according to the existing stock and, later, leased the Company to "Witman" who paid the surplus debts to the courts as leasing fees, while the entire property remained in Erblich's hands without it costing him a penny.

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