CALIFORNIA OIL AND GAS, A Business of Sports and Economy

By Jimmy Hindle

An expert craftsmanship of sports journalism and a powerful statement about the business of sports and economy. Certain character depictions are fictitious to convey the utter seriousness of a sport's specification where the ownerships of Champcar waged a boycott against IndyCar and Indianapolis Motor Speedway (IMS). Otherwise, "oil and gas" is a tightening up of economic realities, the real people on the verge of a financial takeover and how such economies work in relation to Major Leagues Sports in historically speaking the most productive times in U.S. economy.

The Heists are back and Phil Elmach driving for James Sedgwick. Only in "oil and gas," Elmach joins Jake Coote and the experts in the Sunshine State. Turbochargers made the stealthiest cars, and successively IndyCar's resolution of a sport's escalation costs. To the supercops, the top outfits in the Champcar-IndyCar merger war pose a threat in a downturn economy and the owner-teams recognize that tires aren't the only switch-ups, but teams transferring into IndyCar. In the shuffle of cash, egos, and clashes, everyone gets caught to the comic drama of staying steps ahead of a supercop.

In the chase, the story distinguishes myth from the legendary figures. Miles Deere's epic battles fit the grand schemes. Ground effects sold on American March know-how was a version of Desert Storm on neighboring Area 51 and runs open wheel cars in excess of constructor rules. The Heists have nabbed the technology, or at least former American March Jake Coote as advisor-teammate to Elmach's own answers.

• Language: English
• Publisher: Xlibris US
• Release date: Apr 29, 2016
• ISBN: 9781514409497

Jimmy Hindle

Jimmy Hindle is the author of the self-proclaimed novel, California Oil and Gas: A Business of Sports and Economy. He is educated in Canada and has graduated from postsecondary studies in sports management and business studies.

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PROLOGUE

Yesterday’s comedic sked was side-splitting momentous just as today’s bit, shtick and hogtied droll dallied below deck with the show guests, climbed the hallway and shone the depth of darkness on the entertainment floor. A rather talk-flippant figure, oft with a 2-glass rouge gobbler, threw a tall anticipated walk where television cameras captured the sturdier character saying, If I lose this take-easy gig, the rebuttal tomorrow won’t be at the front doors to the Ed Sullivan, New York but more syndicated shows of me. I’ll be out golfing with the Hawk.

Weekdays, at exactly 11:35 p.m., America tuned into Hollywood, this side California, and the comedic host on Late Night with Arthur Carlson. Studio opacity lit a boundless backdrop of florescent streets. The ocean skyline was famous in another untold stretch of entertainments. Electrifying crowds in L.A. consumed Carlson ahead of New York’s CBS broadcast affiliations.

As always, Carlson delivered a tasty monologue out of Hollywood sobriety, pandemic humor and curt dry pretenses. The Late Late shows across the U.S. balked stereophonic hysterics more accustomed to the noisiest sports cars on TV. Rather, sports journalists proliferated Champcar-IndyCar as a sports merger war that was media-strewn a labor issue everywhere in a construction company. Team owners, and Arthur Carlson, organized franchised cars. Privatized engine-deals, they had cried out to the Board of Governors.

Everywhere in the U.S., federally regulated corporations were defaulting on the fiscal knock of Wall Street. Effectively the height of productive times and stock growth, a State of high oil prices alongside sector consolidations, and mergers, were mobilized to rescue the prevalence of stock crashes accustomed to the reservist-embargoes of oilmen.

Champcar-IndyCar’s incipience was twelve merger years, the former corporation a public IPO on Wall Street beside another championship series and likewise as well privatized open wheel racing teams. Major League Sports commercially sized up for huge TV markets, or strategically a smaller, equally comedic laugh worth one ratings point on late talk comedy TV. While motorsports 32-valve V8 era of turbochargers and naturally aspirated V8 engines accumulated spec cars, the host of Late Night comedy argued the side of California’s sports labor trusts to run Champcar-IndyCar racing teams. But, the labor department was laughably beside studio cameras. Joe-Schmoe was irrevocably organized as the stealthiest car in the world, and recognizably Late Night’s team comedy man.

For over fifteen years, Joe the host’s cue card man worked beside TV cameras on monologues and sketches. The longest of any studio employee and energetic when he must rewrite scripts and take a cold shower minutes before air-time. He wore quick feet near cameras, bad penmanship and a mischievous attitude to find out work accomplishments on stacks of cue cards. All said, Schmoe was a devotee to a first chapter dedicated to the strictest capital-insolvencies of federally regulated public (and private) corporations accumulating the U.S. antitrust, -- and Arthur Carlson’s Late Late comedy TV on CBS. Champcar-(IndyCar) in open wheel racing was a public corporation IPO on Wall Street, nearby the next door competitor IndyCar’s Indianapolis 500.

Carlson disapproved playfully off camera. Look at yourselves in your get-ups gone diddly. He laughed at the cheese stick in tall leg stockings and a Smart phone beside a tax filing clerk. Don’t you want to hear my side of the story? You have experienced a technology era and high stock valuations on Wall Street. I say to the corporate CEO, watch out. You have crashed Wall Street on technology impairments and the good skills of technologists. What’s tomorrow?

There was murmuring. Laughter consumed the studio.

You aren’t here anymore to making a deal or finding the right price. You will find that in the next studio down the hall. All around people wagged heads unaware of the level of consciousness. There was laughter as jokes flew off air; the joviality caught or missed the scornfulness and in most instances Carlson undoing an obvious faux pas.

Pesky tabloid starter, poked Carlson angrily.

The red light on the television camera lit up and Joe-Schmoe renounced four letter scrabble as a difficult chore. Instead, the queue cards got shot off one-after-another in mismatched order, the host eluding angry stage theatrics in front of the TV cameras. In a fit of arm waving, his organizing skills impressed the audience laughter some. Such improbable creatures in stage help cloths, he thought, belonged to the impossible characters in a loony tunes cartoon on Saturday mornings and that was all he had to say about that subject.

In this town, powerful affiliates partnered Arthur Carlson Entertainments the same as the strength of corporate America’s endangered cartels operating at near anti-competitive levels. Battlers in billion dollar public and private arenas, all in the name of public consumption, risked government warnings and especially the regulatory laws of kindred construction and industry associations creating a crushing oftentimes unnecessary compliance burden and further more costly delays. Yet how many times must a General Motors executive say the nature of the car or model, in this instance of driving, procures further observation and evidences of logistical compilations before any further oversight activity?

The breach of trust substantiated open wheel racing at over 210 mph, and NASCAR racing below such a confident level of average speeds on speedways. The rigorous miles gathered up the most valuable and confident logistical data to suit the requirements of Detroit’s passenger road-cars going to the marketplace. Though, Carlson himself sought his own protection in the overzealousness of insurance policies against their type of default risks and lack of performance in the economy of new cars. Oligarchic risk takers fought hard for rewards, economic profits and won, or continued similar terms of trade and financing imbalances as the dominant market forces in the U.S. regulatory.

After a hallmark decade unsurpassed in U.S. productivity, Arthur Carlson defied the status quo prevalence of merger acquisitions in a long dragged out hostile takeover which reached twelve bitter years and more. In so-far, the skillful participants and Arthur Carlson became playful in yet super craftsmanship, greater risk taking on speedways and recapitalizing newer venture technologies in open wheel racing. Jetliners and screaming sports cars occupied private hangers and the biggest one was called Studio City near Hollywood Hills. Like many of them, the id-ego indulged playfully with expensive toys and exotic horsepower which, like anyone else, pushed the envelope of critical thinking and sound reasoning.

The associations grew more extensive in the sport and least confined to the studio top brass and television network powers. Just as before, Carlson took up arms-length talks, going forth and finding the fastest sports cars in the world. Several instances in team ownership adopted new leadership styles and business strategies, irrespective of the angry turf wars and the use of a sledge hammer one time on the golf links. Sometimes, the boss felt as lucky as a jack rabbit to survive the business of racing first, pleasurable past times winning races second and lifestyles third; never a thought of getting out of the sport after the good times and saving himself. As chaotic as open wheel cars and technical crews, the breakaway sport made enough money in the hard fought attractions of speedways and accordingly the sport was satisfied to playing second fiddle next to NASCAR and Major League Sports. Admittedly, a better sense for the world was late night comedy and in that way he held onto a slice of real life America and Hollywood itself.

Carlson disapproved comedy variety on the show and thought such escapades left to the zany personalities on, "Live from New York, its Saturday Night Live. Unlike them, he wasn’t a comedy junkie. In both theaters, the cancerous contagiousness manufactured jokes and spread itself in a maze work of slap stick themes in an ample amount of square footage for the mice in the place to run the mill. They wore tool belts over company issued uniforms and kept a list of physical abuses for their union representative to take issue in bargaining rights.

The band sidekick shouted KO, Arthur. Or instances in October sports, Going, going gone!

Carlson drew a loud breath in his dressing quarters. His fingers fashioned a tie and he fussed at the mirror. The clump twisted into a frustrated knot and he fought with a second one the same color. Still, he muttered uneasily. At least I am not the Columbian drug cartel boss.

On the stage, he glanced at the conductor and muttered to himself in dressing quarters before the show. I was going to play you my sax, but former President Bill Clinton beat me to it, he punched the joke while he mimicked a sax player.

Besides, smarter women in U.S. Congress know their place beside them fellers in Washington’s deliberate public life and private eyes working for them Feds.

A prompt drum beat.

The difference maker must be President Hugo Chavez (Venezuela), arguably stacking oil campaign profits on a coffee table instead of his prescription drug plan. Carlson laughed.

The two jokes will amuse the audience, why with the two vastly opposing leadership in charge of the two large continents. In the carnage of inflationary price-levels, the leadership propaganda argued the calls whereby Congress and industry figures find answers to capitalistic economies that contrast the outcomes of price wars. Lobbyists in distinct economies, broken factions and government regulators competed to take advantage and control of resourcefulness in otherwise a deregulated push to open up the markets. President Bill Clinton had vetoed the bill for some productive times ahead in the U.S. after George H. W. Bush’s campaign in the Gulf. Congress approved the bill because they liked Bill in public office and a political agenda separate to the Federal Reserve’s monetary, fiscal policy and targeting low interest rates and low oil prices to engineer the most productive times ahead. Call Bill a crazy idealist in the social reform of wild parties at celebrated auditoriums in New York and giving public speeches before the party began. Better yet, call Bill hip for the entertainments, enjoying a sax playing lifestyle and a selection of musical tastes worthy of artists in jazz festivals and rock and roll concerts and a sporting culture too.

Upon exorbitant capital-asset spending up to 2000, President George W. Bush, the other one, encouraged an era of (social) responsibility. At the Republican Convention, Bush was quoted as saying, To lead this nation in a responsibility era and that the president of the U.S. must be responsible. After government GDP spending, that idea was right too on the occasion and coincidentally a downturn economy never before felt in debt crisis. Because of his inherent beliefs, this Bush was put in charge of the Post-Gulf War, the people of that land, the invasion of U.S. troops in the Gulf, and doing everything in his power to make certain he does the right thing, not necessarily the most honest thing. The differences between the three leadership figures, and especially Clinton and Bush’s proximity to each other, set them apart in financial consolidations, and mergers and acquisitions (M&A) never before in U.S. globalization. High share-prices prevailed before and soon after the worst stock crashes in finally the recovery of the U.S.

The second Bush avoided the Cabinet advisory outside the Oval Office which originated the Gulf War and former presidents, -- George H.W. Bush and Bill Clinton. The implication to the second Bush wasn’t necessarily the flag post in petroleum oil, or an energy crisis, but the productive use of a technology era. Narrow, federally regulated pathways were forwarded to him by the White House Chief of Staff concerning the combative Post-Gulf weather charts that followed the energy department and other associated secretaries. The Chair Council Economic Advisors was enthusiastic and too the National Security Council in the globalization ahead. The nation’s state-of-readiness wasn’t anywhere near a declaration of war authorized by President George W. Bush but the White House Chief Usher’s steering the senior staff assembled in Operations Command. Was a DOJ government regulated briefing ahead of the Post-Gulf globalization events, mergers and acquisitions? The Trade representatives were fourth right in the efforts of public and private corporations and global capital-asset valuations that started to collapse the U.S. dollar upon the Wall Street technology crash.

In the plush Office, at the time, the Management Director – Environment shrugged. He encouraged agreeable discourse with the Chief of Staff that surrendered to petroleum oil fulfillments, and climate change reports, involving the U.S. Business Interior. The television debate was months forgotten where presidential candidate Ross Perot shrugged too. Perot, a successful businessman, was in front of America and lost for words defending the United States Business Interior against whom else but former Vice President Al Gore’s tactical command that arise a going-green environmental campaign. Gore knew the invitation.

Earlier, Al Gore was Bill Clinton’s running mate. Together, both men headed the most productive times in U.S. oil imports. They supported globalization, and complexities of low oil prices that effectively depleted oil reserves. The strategy mobilized more productive times and environmental debate. Ultimately, Bush inherited the more problematic vote of Wall Street’s debt crisis and answering to high oil priced reserves. Forthwith, CEO spending on the total asset and Post-Gulf’s socialization in oil left a troubled predisposition to the administrations ahead and a debt crisis on Wall Street.

Just behind, Clinton exerted big meetings about the U.S. business interior. The outspoken craftsman knew enough of corporate America on Wall Street and lent good impressions on any subject. Inside the oil efforts, Bush’s weapons inspectors later reported that Clinton’s Post-Gulf bombing strikes targeted key capacities behind enemy lines. Those constructions were knocked out, although the enemy was said to be left at large in such a criticism against the bombing. Struck in the middle of a Bush-Bush political impasse, Clinton’s straight up U.S. foreign policy hadn’t been about the complete invasion of the Gulf as were the undersold inefficiencies, cash equivalent asset mismanagement and overall irrational irresponsibility caused by the Post-Gulf chaos.

The television host, Arthur Carlson knew these differences in open wheel racing too. The powerful years as a result of U.S. productivity, low interest rates and low fuel prices drove the economy forward while followed by some trying times in the economy. The hostile takeovers, altogether was an executive board trying to monopolize open wheel racing and generally speaking concluded a diminished level of resourcefulness to finish the merger years. The media described spec cars as accomplishing nothing distinctive about winged cars where as in themselves the owner entitlements proved separations out of IndyCar’s Indianapolis Motor Speedway (IMS), -- as much car-deals, and a chapter-by-chapter capital expansion of more GDP spending in globalization. This means merger war, cried out the private owners in Champcar. IndyCar’s Indy Racing League (IRL) and Indianapolis Motor Speedway (IMS) were as much about engine-deals as the Indy 500 the Greatest Spectacle in Racing.

Arthur Carlson amused his self. The show biz writers sulked in the board room. Rodeo, I want you to say something smart. You are beginning to look like a Las Vegas bouncer again.

The idea was to put an expert frame of mind in the way of complete strangers, and the President of the United States, like a bodyguard’s sometimes least threatening figure and silent gentilities. In that alone, the choice of an oversized bouncer was right for Rodeo and an entertainment host. Rodeo was a type-A authority and served with straight talking humility a studio audience. The weight gym was downstairs where both men made a ritual of workouts, high energy drinks and a nutrition bar. They arrived at the studio in a company stretch, unavoidably together.

Snap to it, cried out Carlson. I want fifteen one-liners polished for the next show...

Writers, he scoffed.

One of Rodeo’s best impressions was a palm tree on holiday, and an attitude to anything that gets a laugh on a Las Vegas stage. Enough hash smoking to skip good eating habits and the next thought. Summer shades. Party shirts, he said, that don’t need ironing. We can’t forget a green baseball cap for luck, he struck out.

I got kicked out of L.A. and into this scrap of a fight. Vegas stand-up. He said and shook-off three puffs.

Get off the power Antarctica, he shouted. "Are we cold enough for you? Back in the other century, you shopped local Mini-marts using President Jimmy Carter and Ronald Regan masks. That’s right Mini-marts, get it?

Hold on a second. Folks, we’ve got AMX to go where no-man has gone. The rest of the misappropriations and debt crisis we’ll blame Mr. Top Businessman, said Rodeo to the expert light switch in the front row. You’ve put a dent in a failing economy. Do we or don’t we need the fix it skills of a CEO?

The corporate executive was typically overpaid in a downturn leadership and drew potently defensive. The high wire profit of CEO’s faltered at near anticompetitive levels. The regulatory endangerment stood out beside the US government’s FTC and FCC solutions to business monopolies whereby deregulated oligarchic sectors withstood sometimes more centralized authority in complementary places. Whereby also, all types of CEO salaries became suspect in self-interests, unjustified stock run ups on Wall Street, the peculiarities of stock redemptions, buybacks and again overvaluations of capital stock. According to the newspapers, even stand-up comedians knew that and blamed the CEOs and CFOs of convenience and discount store chains too. As anything true to life, an era of cynicism in the U.S. distrusted CEOs, CFOs and corporations as unjustified.

The green hat isn’t supposed to make me feel lucky, you fools? Look what I bumped into outside a corner gas bar. That’s right, a baseball cap, two State lottery tickets and a dented Marble Rye cake as I ran down the street. Figure that one out for yourselves, boys.

The comedic writers wore fresh faces after plenty of rest. Carlson picked up the weekly television guide. A picture of Mick Jagger on the cover insinuated a social disease. Neither Jagger nor Carlson, anyone in Hollywood, found that very funny.

The writers knew the agenda. Carlson scanned the TV listings.

An old Brando movie popped out of the page.

Today, Marlon Brando chose a motorcycle gang for company instead of his 120 foot yacht. That’s right, a wife on a smart phone. That’s right, all day with her Reality Show TV girlfriends.

Mick Jagger snapped suddenly into place. "Jagger may be the one that gets the sure vote into a business office. His skillfulness in entertainment, stage-management during a concert and level of energy surpasses many a business strategy, and CEO. What producers for Jagger?

"National Geographic is going Inside on Jagger and the Stones. I wouldn’t call that inside or outside. I’d call them a lucky Outbreak. I just want the right people in business and social masterpieces thinking about this one bloke Jagger, Richards and Wood.

A James Dean report is supposed to bring a four generation meaning of Shopaholic gangs in town. I’ve often thought Jerry Springer has done that to television audiences using his guests on the stage. I’m confused, are his guests on the show addicted to compulsive shoppers or not?

What’s the matter with you? Carlson was furious. I bet I can come up with some bad material in no-time. With some re-work, I bet I can get a laugh on TMZ. Go to it, or I will hire a team of them and their lawyer to produce my show.

Rodeo ignored. According to a rate of burnout, his journey ended in Las Vegas, and Arthur Carlson footing the medical bills. I’ll call you all an iPhone group of cleaned up hippies on Red Bull steroids, said Carlson.

What am I, post-strike baseball on trial when I wasn’t the one who put the players on steroids and condemned the technologists? Champcar is a turbocharged technology-attrition sport under technology impairment charges. I own a California open wheel racing team. IndyCar has an eye on us. Rather, you are all a line-up for jokes on TV. Lucky you! The starting line-up for laughs, I say about Hollywood nightly. Carlson laughed. We don’t want them car makers in Detroit thinking too much late nights. We want them in bed after the show. Got that?

A look in the mirror gave indication of a recent recovery of a vodka hang-up and a gone lady. Strangely, the same worn crease told him to back off. His hair stood on end, much like his Navy reserve cut years back. Perfect, he thought of himself for the show.

Once again, as if the last chore on earth, he found himself pressing his cuffs. And a second time, he pressed his pants, and repeated the first and second joke on the monologue, just to be certain a first good thirty seconds. Advertising, he told himself and beat the poles. On the whole, the show better be damned good.

Ten minutes, shouted the stage assistant in a bright candy stripe fitness suit and jogging cap. He smelled like scum, a twenty minute workout for working class women in tights. Ten to air, he said and shot down a hallway as tall as himself.

Open wheel racing’s surveillance threat on compliance issues was as good as a Hollywood lie or best kept secret in tightening up the financial resourcefulness of a near perfect antitrust war that organizes public corporations on Wall Street. Unlike the rest of the antitrust lawyers, we never enjoyed a substantial TV broadcasting deal to begin, but selective television ratings at one-percent to our TV ad sponsored and TV ad endorsed commitments. We occupied spec cars and the stealthiest car in closed circuit racing. In what was haphazard to everyone in sports, the ownerships of engine-deals deferred exception to another macro size of open wheel racing, -- in other words the exception being Indianapolis Motor Speedway’s (IMS) claim to IndyCar IRL’s Indianapolis 500 and nothing else proprietary, but belonging to the former team owners of IndyCar.

The media caught onto to the expansive Champcar-IndyCar merger war. News reporters grappled the unfolding drama of organizing twelve merger years in open wheel racing. Leveraging the costly spec cars agreements in IndyCar, Champcar owners separated a rights monopoly in the direction of Major League Sports franchising a world championship, and an order of existing event dates on a schedule belonging out right to Champcar owners. The public policy statement of a sports stadium, attributable to the economics of baseball, was left out and unsolvable next to IndyCar’s IMS claims which ran without the powerful turbochargers. A newly Indy Racing League (IRL) sprung the potential for entry-exits in the eightieth running of IndyCar’s Indy 500 beside a competitor championship series in open wheel racing. In some incredible although suspenseful switch ups with engine builders, technology teams and especially famous subbed-in drivers, the overused metaphor in open wheel racing became, --- the show must go-on.

First the subtle concealment issues that gave teams a competitive edge required repair and valuing while assessing the manufacturer rules that price fixed the two competitor economies in a state of antitrust war. Upon the separation of IndyCar, Champcar-IndyCar ran 12-merger years.

Team manager James Sedgwick was derided by associate members as an Upstate New Yorker, and he knew the risks ahead were not going to be easy to turning out a franchised winner and running the business in a sensible manner with plenty of money to burn. The ownership and he never worked side-by-side for many reasons --- only because, he had said dumbly to the press. The next season, he said about foreseeing his incredible journey and the achievement of the current season numbers. The accomplishment proved he knew general management, at least with the type of surer deal granted him in California.

The California safety net harnessed three top-level performance racing teams in the technology attrition rate of spec cars. All along the merger years, supplier-linchpins stepped to the frontlines, proving Honda, Infinity, Toyota, Mercedes, Chevrolet and Ford Cosworth engines, ---- and the Lola, Reynard, Swift, Penske and March Eagle chassis builders. The corporate gig became a tall one, soaring far higher than most namesake technologies widespread and wearing the ferocious hawk-type. Team boss, James Sedgwick discovered them.

Aquiline traction codes, thought Sedgwick in the commotion of cars. Built out of the broader size of ECU electronics, the intake ports and the traction tire patch was the start-finish to a technology revolution ahead. Everything was riding on good tires. The battle of tire companies, one of which the Eagle brand, the other the famous Hawk brand, had disallowed US GEAR’s battle of two championships in open wheel racing. The people refused to call out a winner and the two to resolve differences in the championships.

Even still, sophisticated hawkers of all kinds pressed the sell campaign on Eagle airliners, US military stripes, birds of prey pro-sports teams and supersonic jets. The flag wore the red, blue and white colors of a nation, --- if only the sports racing league, --- but time after time the call to patriotism underwent excruciating circumstances, disliked when things undergo terrible failure, whereby the purchase of capital assets under financial difficulties withstood the demands of a new series logo and a series championship holdings company. Only one word described such an impressive ordeal in a merger ahead.

Eagle products, he told himself. The high technology was out of sight in technology driven attrition and living adjustments. Sedgwick knew the supply corporations, a piece of puzzle in the hands of crew engineers on the cars and engines. March Eagle open wheel cars in California; they are hardly on the endangered species list but hawker-types in a Detroit based series.

Unlike wing symbolism, three California racing teams became the obvious targets in the sport. There was no choice. Boris Madencola watched the free birds avoiding detection and demanded satisfaction amidst the latest deconstruction economy in open wheel racing. Experts in March-Eagle know how leading top notched US GEAR race cars in a quarrel over the interpretation of spec cars.

Through a terrifying ordeal, earlier in his campaign, Madencola had caused harm and no more regarded as hero of the sport’s surveillance. Otherwise, the careful maneuvering by the Technical Constructors Group (TCG) cultivated key power brokers on compliance and maximizing mobility to marshal groups put on the chase and evidently solving the crisis in the sport. The idea agreed with Champcar CEO Elliot Briggs championship holding company. Together, the team owners maneuvered a lack of cash equivalents of lately convincing investment banks. With the team owners on a competitive edge, Madencola had formed a balance between his own quest for authority and Briggs instincts about public interests in sports entertainment, TV rights and running a sports monopoly.

In productive times, the open wheel racing economy ran strongly but since calling out a financial debt crisis, the indecisions of entry-exits suffered withdrawal transfers into IndyCar. At first resort, Madencola turned a blind eye in the face of economy and creating newer, higher speeds of economic growth, --- here the attrition technology finding out the 9-teams remaining in Champcar’s end-of-year otherwise poofs and successes in the year-over-year. Where-in, the actual rate of efficient entry-exits in IndyCar was picked up as the cure to spec cars and the Indianapolis 500. Or, since the ordeal and wrong, Madencola was hiding something and taking things on a personal level of cash equivalent deal-making of his own.

Let me say again, he said. We are placing you on notice for the second time that your actions are unbecoming. If you continue to act in this manner we will deem your conduct detrimental to Champcar and will subject you to fines, penalties and disqualification hearings. Boris Madencola wanted to collect sufficient proof. His role was the taskforce leader when the two sides find disagreement in the compliance prerogative of team engineers and spec cars.

We have been very clear with what we want in the Manufacturers Agreements and I hope you will change your impression of the business of racing the stealthiest car in the world. I advise you to take my words seriously.

As for Sedgwick’s entry into the sport, timeliness into the action, --- and Phil Elmach screaming out a crevice on California Speedway --- became everything in a relentless chase taking place in the past few seasons. With his new team in Champcar, the league choice for a two-team expansion seemed the right kind of distraction to catching the technology conversion to superspeedways. The time was right in everyone’s tweaking the engines. Not only was the month of October at stake, --- but the economists elsewhere were putting the entire sport at risk in a pullback to closer downforce racing.

What will it be, thought Sedgwick about the weekend in California. Everyone in Champcar was hushed in the interpretation of the power-downforce that criticized the purity of a drafting sport and NASCAR profits. Instead, Champcar teams were targeting the pressure release valves in everyone’s instances of turbocharged boost --- and try as one might, excitable passing opportunities given to IndyCar’s side-by-side, full throttle racing.

The newest entry knew the plan where his leading experts solved for racing in the U.S. Leonard Remquest long approved the risks entering the US GEAR battle as the second expansion bid. It was the right kind of risk taking that was led by his developer of the R-40 program. A formulae that set Jack Pertz apart and winning races must be credited to the stability of the car, advertised British Football for TV audiences in the U.S. Team owner Remquest’s truths arrived micro-computerized at a high level of ECU processing and for the most part protected by the stiff carbon-fiber spelling the intermittent football game for U.S. tastes. Soccer for Americans was scheduled to be TV broadcast on play-by-play commentary in supposedly perfect BBC English sounding. The world saw Leonard Remquest matched against American March know-how and Jack Pertz fourth win.

The discovery will intrigue New York. Swift decisiveness will discredit Westridge Engine Management Company (W-EMC) and Sedgwick’s representing owners of circuit-teams in the future. The way Westridge engineers stumbled into excuses in the worst way of catching the noncompliance. In reprimand, one of them will argue a greater reconfiguration of technology-attrition cars. Sedgwick tolerated both sides of the blunder. Likely, his present operation as general manager was in dire jeopardy.

With pit-lane clear of all the Fords, James Sedgwick withstood amazement at the break of disaster. A getaway car and stolen money, he told himself in the noise and Heists racing cars. Cars, one after another, unwound a high pitch incapable of rates piercing a mindless sport. Racing drivers, according to an innate substantiation however the contradictions, take effectively right-of-way regardless of the word caution on the speedway but also yielding to blue flags in the more precise overtaking risks where subordinate to the science of monopolized authority. Remquest has worked out better money for the R-40 car. California Speedway might have gone to Jack Pertz on the white flag. The radio headset was tuned full blast, --- Sedgwick’s race engineer talks with two drivers on the frequency dial. Worse, Phil Elmach gave an average 226 mph white flag report saying on the position log, no-help (in picking out the lead draft-effect out turn four onto the final stretch).

In the changes introducing the bulkier Champcar MkII rear wing, dependence on clean airflow still prevented quick cars from following behind the turbulence off other cars in open wheel racing. NASCAR elsewhere was drafting cars on speedways at reduced speeds. Rather, IndyCar was close-by and trying to find out closer downforce racing beside NASCAR profits. The checkered might have gone to the painted Eagle. It was the American March showing its ruffled feathers, scowling angry gray and pointing its yellow beak nose section at the target in front. Miles Deere was climbing all over the fox-like Jack Pertz while the two in back emitted a solid red and yellow flash of high speeds. Up ahead, Pertz on subpar air-fuel compressions, rather R-40 traction grip, made the sport’s power-downforce advantages unbearable on the superspeedway.

People go separate ways figured Phil Elmach in disgust. He waited patiently for a break in slipstream mechanics. Loss of slipstream will slow someone down and help close gaps. Using the cutting edge Mk II rear wing, a questionable draft-effect whatsoever wears down after noticeable breaks in a sting of cars, and picks up again, up down on most laps, --- all dissimilar to the upcoming push-to-pass turbocharged boost in closer downforce racing. Champcar’s extra wing theories gave way to more passing opportunities and excitable racing in also IndyCar’s full length bulkier class of car and closer downforce racing.

At California Speedway, Elmach was too late waiting and running out of real estate quicker than Donald Trump buying up broken pieces of foreclosures in New York. Trump, the price fixer out of the double interest rate stock crash on Wall Street (1987), redeemed his self as the go-to champion after his defunct USFL. Lately, the former owner of the New Jersey Generals, and the accomplished Trump Tower, was respected by many as the comeback champion in commercial realty and the property development of big cities, the most talked about TV host in New York for his hit series The Apprentice. With the checkered flag ahead, the formation changed too late and the cars were all apart at the finish line. Shortly let-go, the two time championship winner and twice Indy 500 winner Al Unser Jr. was replaced by Phil Elmach celebrating a team’s long derivation of the turbocharged Galmer Chevrolet V8 in earlier IndyCar. In an awkward turn of events, another oil and gas sponsored-deal showed fifth in today’s finish and an important decision to switch to Champcar’s stealthiest car in closed-circuit racing, wherein a Ford Cosworth.

CHAPTER 1

The first explosion of fuel ripped ears and altogether drew anarchic reactions inside the great hall. In a rash, but unmitigated idea, the surveillance threat fell upon the drive-technology and arrival James Sedgwick on the management harness. Before the upper hand, marshals averted California crowds who along with the media knew something was up. They gestured encroachment, pointing out five yards, yet shouted a stoppage without allowing the game to officially finish on paper.

Minutes ago, the high horse turbochargers broke edge in the modern ring and now rattled a string of rigs ready to roll out. The hard felt roar cut itself in the noise of marshals, owners and cars. All around, team personnel, --- and bespoken mechanics, --- converged and threw insult at the closest pile up of badges. An upheaval obstructed the cars and eighteen wheel tonnages painted wild, wilder checker. At wits end, they were all done with the ferocity; angrier and fed up on the series tour. The monstrosity, eight months long, raked havoc in the world famous open wheel racing circuit. Or, what everyone called spec cars must be shut down for another two weeks less the full extent of drive-technology flood the common streets and join the media frenzy.

This is outrageous. They are closing garages, he gasped in perplexity. Everything machinery and our tools are frozen for inventory. League marshals are impounding cars one-by-one, burst Leonard Remquest in a crowd. There was commotion. There was violence in people’s voices. Shouts rose. People began gathering and removing themselves around the driver Jack Pertz. They are handing out citations, James. Remquest indulges. Citations to owners and general managers like you. What violations? I say utter nonsense. Any objection on our part will be overstepping the championship authority. Do something for us, will you James?

James Sedgwick drew a hesitant frown. He followed the owner’s voice, noticeably a sharp acclivity that was confident about Pertz win. In the arrival two full seasons ago, Remquest knew his insufficiencies as a new owner. A stockpile of financing wasn’t the guarantee, and the famous owner played down his excitement after drawing open ears. Sedgwick knew enough and the obvious inspections that lay ahead, but untimely freeze-ups left disbeliefs. Usually, the shutdown kept his people on their toes, supervising a two-car ordeal. That was enough. Other owners kept a wary eye out on their speed-units and unable to substantiate the strict authority abroad Technical Construction Group.

Any other time, the marshals cleared United States Ground-Effects Automobile Racing’s (US GEAR) breakage-solutions, or uncommonly the advancing successor series, --- Championship Automobile Racing Teams (CART) acronym of open wheel racing’s multi-complex branding logos, trademarks, name changes --- and spec cars. But impounds, thought Sedgwick and citations. This was news. Even his mechanic gave into the order and abandoned the last chore of bleeding out the fuel containment. With minutes left in a 200 gallon race, the team engineer calculated the last splash and dash of fuel and let Elmach torch the cylinders. The smart car, as they say, rode on fumes by the end of a five planned pit-stop oval race in California.

Sedgwick watched his team engineer refute the ticketed car in disgust. A battalion of marshals elsewhere in garages took criticism and stood by uneasily. In retrospect, TCG marshals cited ticketed fines only a wallet size which made some owners grin and pay the unlucky fees. An entire freeze up was a different story that determines a guilty plea. The motive seemed too ambiguous, far reaching into the owner’s pockets with the intentions of hurting reputations, financial well-being and causing third mortgages.

Funny people, thought Sedgwick about the reorganization of mortgages. The corporation CEO, he thought, was overtaking big owners, a place reeking of havoc, a merger war and the purchases of assets under financial difficulties. Only one word described such a sour ordeal in recapitalized asset talks and the culminating reconstruction of Champcar associates under new title changes, all the while fighting off the interleague rival, the IndyCar IRL series. Only one word described such a lifesaver in Champcar’s drop to 9-survival teams.

Weaker owners drove competitive cars because they were handcuffed to far stronger advertisers like many teams in NASCAR. A strong accusation, no. The strategic style of management lay on two sides of business risks and safety compliance in the sports authority and accountability of team owners. Together, they avoided crashes, but some teams lacked sure fire breakthroughs in drive-technology to winning races. For the most part, after the supply-linchpins and engines, Champcar-IndyCar open wheel racing teams thrived in high technology, petroleum oil, telecommunications and beer product to find a competitive edge to winning.

US GEAR partnered advertisement decals beside the series logo and the most distinguishable characteristics of the car’s wings and outer roll bar. Such distinctive edges and protrusions were impressionable to the costly advertisement campaign. Over the years, the technology driven state-of-the-art proved itself in the innate chip circuitry built into the car’s on-board harness and sources of data acquisition unlike any sport in the world, or category of sports car racing. Other product markets in sports car racing pitched sales ads on the car’s billboard size hood, roof and doors in comparison to ad campaigns on box-like pods, shark- like carbon-fiber engine covers and the stealthier wings. In open wheel racing, only a sadomasochist will slap a public notice campaign on the full length underbody should these types of cars starve for insurance ads, frightful TV ratings and hair rising f lips. By the second, modern ground-effects in the fastest oval sport in the world didn’t make a public spectacle of itself in such a way and altogether, the sport moved forward on some basis of merits.

The recent Telecommunications Reform Act opened several doors of marketing distribution and invited the surge of phone companies, image phone devices, useful phone items, phone plans and the Internet. Phone providers advanced into smart phones in an expansive wireless economy and supported the commercial rights of open wheel racing. Corporate investment had thrived in an economy driven by low oil prices never before in the history of the U.S., and too the strength of advertising in US GEAR sponsor money.

In the utter deregulation of telecommunications economies, the phone companies across the U.S. borrowed $1.6 trillion from commercial banks and investment banking. Telecom’s road to expansion laid down a strategic infrastructure and a wireless economy that everyone enjoyed and appeared infinite on the landscape. Any thought of centralize planning of large economies, as before, was left to the larger telecom carriers to employ the U.S. regulatory environment in the usefulness of market share. Spending on the capital-asset afforded deregulation, and ultimately consolidated M&A, in other words simultaneous economic expansion-contractions of a high speed technology craze. Giant telecommunications companies, Verizon, AT&T, T-Mobile USA, Nextel, Sprint and U.S. Cellular, raised an additional $600 billion by selling corporate bonds through Wall Street, where ever realizing the far reaching limitations of the industry nevertheless implications in new growth products like smart phones within the expanse of the wireless economy. Billions more in cash raised telecom stocks sold at competitive prices and risky ventures that knocked down barriers in communications.

Together with economy, the sport may be thought to enter a sadistic kopeck dementia full of drill sergeants, hack supervisory skills, the fox holes of production workers in automobile plants, attrition diets given to fitness programs and task masters over a crazed logistical war in the supply management of technical equipment, assembly projects and larger parts inventories. The operating system was precise, altogether targeted, but caused extensive hardship and personality differences in getting the utmost out of racing teams, engineers and drivers. Just as California, people across the U.S. braved a difficult pace to the changes of the 2000 economy.

Or, was the sport in a phase commonplace to NASCAR racing and multifaceted corporations taking the upper hand and crashing company ads? There too, the people braved the difficult pace of a sport’s cultivation and civilization. There was a lot to learn about corporate advertisers and corporate gigs in sports entertainment and the management council’s technical mandate in drive-technology of a turbocharged spec car series. With new and ever changing technology innovation, a new corporate culture was emerging much like the old Detroit era where factories dominated sports car racing and set the bar high for organizing privateers. Open wheel racing teams secured the sponsorship interests in draft beer companies, retail chains, phone plans, batteries for hand held computer devices, computer games and unnecessarily a spoonful of Jeff Gordon breakfast cereal in NASCAR. Besides, the fans following open wheel racing were intelligent as the people running the sport. Just like the mechanics and team engineers, they knew how to make their own beds and take care of their pets; and their children already knew how to get ready for school and decide things for themselves. Everybody blamed the housing market and the busy lifestyles in California.

The marshals were just as violent to obtain answers and the truth in eight hundred horsepower cars. A dismantlement of the sports monopoly might turn out to be a ten, better yet twenty year surveillance war after the impound of the fastest US GEAR spec in the history of equivalency models. The thought pleased Sedgwick.

The whole place will be shut down. All marked for impound and special case officers too, objected Remquest.

Eight Frozen! And actually impounding the cars? questioned Sedgwick in utter disbelief.

Keebler, he whispered to his self. Why didn’t Keebler tell him?

Knowing the R-40 program, Sedgwick was alerted to Remquest’s predicament. He watched his own step, and realized Remquest had TCG -New York beat on every level of the playing field, including Westridge surveillance logistics. Nevertheless, the circumstance was a cause for both of them, since Sebring was the next race. He stood in dismay and knew they were far away resolving the disruption. Remquest was worked-up and concealed that bit of daring with a mind to spoil impounds. A group effort will work his disguise. Somebody must take the leadership role in a strong bid to organize US GEAR ownership solutions. But who will that be?

They have worked their way to you, James, barked Remquest. That’s who, --- you. I wouldn’t count your cars out. You have worked the surveillance side of the sport and tackled the compliance issues.

Sedgwick nodded.

Three more days, they say. Here at California Speedway, said the car’s engineer.

I must get my cars into the air by six this evening, shouted Remquest. "I must be at MidLakes Detroit no later than tomorrow.

Our logistical must be turned over from speedways onto the Sebring road-track equation."

I am quite aware of the chores ahead of us, said Sedgwick about the meeting in Sebring.

I’d call it a darn convention full of unnecessary meetings. You must have known something about this, James. This is more than regular protocol we owners are up against.

You are right, said Sedgwick. You might take that up with Westridge pit-lane engineers and Briggs-TCG, New York. They can make such a call arbitrarily. They have taken similar approaches in the past, but never this extensive with this kind of stoppage. I don’t remember such an event in the history of open wheel racing.

James. James, cracked a voice. People made an effort to move out of the way and they recognized the entertainment powerhouse Arthur Carlson of the Buzzing Hornets open wheel racing team. Carlson waved frantically. He wore sleeveless knit, golf shirt and tweed putting duds.

Everyone knew he hosted nightly talk. He owned late comedy. His spare time played up car-deals on all sides of open wheel racing. Most of the crew lived off the L.A. turnpikes where they neighbored Arthur Carlson’s Buzzing Hornets and Miles Deere’s American March Eagles, three California teams in the US GEAR branding acronym of a CART Champcar open wheel racing championship series.

What in name sake are we doing, James, laughed Carlson. Are your people here too? he said. Your work at Westridge is holding us up, James.

Sedgwick shrugged awkwardly. He was no-more Westridge Technologies as any single owner about league affairs, voting issues and making a decision by his self. As general manager, Sedgwick was quiet accustomed to the routine of getting a pair of cars onto the speedway or any circuit, yet he took a subversive view of the rest of them because the place involved such management strategies. US GEAR was a Detroit- based series which moved around the U.S. and took on a different character in the State of California.

Months ago, Sedgwick sought the customary approval from the board of directors. Carlson knew enough of the director at Westridge, who authorized the fate of technology and the emerging surveillance on pit-lane.

Hasn’t my driver done enough, said Carlson. Remquest nodded approval. Both smiled and admired themselves, watchful of the subordinate general manager Sedgwick.

Thank-you, Arthur, nodded Remquest. I couldn’t say better.

Sedgwick pained.

James, my Jimmy is a super guy, and since his wins you all have been tormenting my engineers too. Carlson said. Your people are trying to rob Jimmy, aren’t you?

Remquest drew a wild smirk. He thanked his stars. Carlson was perfect timing.

By now, the great hall looked like a crime scene with yellow tape and closed off areas. Nobody was allowed inside with the cars. Caught in a merger war, team ownerships substantiated an investment holdings company full of high power fabrications, and Sedgwick a brilliant idea. The economy of cars did experience a financial failure. Even still the craftsmanship of the American March Eagles, in California, did gain an upper hand over Detroit teams.

The California mechanics took courage in the untold story neither participating heavily beside their own homegrown engineers, but the bolt down drive technology which came with the engine-deals.

In the overhang, Carlson extended an honest invitation. With a slap on the shoulder, he told a number of owners to join him in the upstairs hospitality suite at a nearby hotel. He told Sedgwick to make the appointment, or else. But for Sedgwick, he was caught in between and must extend first alliances in favor of the owners. He made certain he looked his best and play the crowd as the only general manager in a group of owners.

The facts are obvious, James, said Carlson. You people do this to us. Westridge has been downright impertinent, purposely holding us up after the race and downright interrogative.

Remquest nodded.

Sedgwick shrugged. Okay, he agreed. But, what are you doing here, Arthur?

My people and I are everywhere in this sport, cried out Carlson.

We are neither here nor there until we can resolve our differences and settle this labor dispute.

Those years at W-EMC made Sedgwick overzealous. It was a prerequisite when one finds his self an insider on issues concerning computers on-board the cars, acquisition data, compliance issues, --- and still more inside affairs.

Unbeknown, the quantum leap in Remquest R-40 proved itself. The third party Sedgwick, in management testing approach, was perturbed by the bit, or binary, undetectable evidence, otherwise representative of W-EMC engine management but discrediting Remquest in the surveillance module.

Owners like Carlson may see Sedgwick with a competitive edge in the underlying truths of drive-technology and a turbocharged horsepower. But, the act of complaining threw the first stone. Either Remquest had lost his faculties, or like many owners he had exceptional racing engineers.

Remquest demanded the best programming and the owner had gotten away with an approvable drive-technology under US GEAR authority. The case of Remquest had the expertise transplanted to the U.S. Remquest was confident and complaining like the rest of the owners.

The three men stood about idly, and unfulfilled in the commotion.

British Football is giving you a smart ride, with your own television network deal stepping up to the R-40, agreed Carlson. You have the proven success.

Sedgwick’s funding sources consisted of a deal with motor oil and a brand of lite beer. With soccer, he kept the hidden fact that during the Cup finals, the intermittent soccer peers bigger than life itself.

Let’s visit with Arthur tonight, offered Sedgwick. The intention was to shift focus and move the topic elsewhere. Like IndyCar, New York’s CEO Elliot Briggs tried to publicize Champcar’s differences in the power downforce as excitable in closer downforce racing, but it never worked for such overpowered cars and the usefulness of a turbocharged sport.

The entire group of owners and managers were subdued by the strength of the surveillance order. TCG assembled against them and as much, the teams retreated into closed areas.

A simple solution, desired Remquest. We must find the answer or raise utter protest.

Another owner joined them in the same fuss. It was just too painful to look at him. The man was as dry as the Nevada desert and speechless in his troubles.

Say, here’s an idea folks, claimed Carlson. Why don’t we make James our spokespersons? Here lies a perfect opportunity for such a background as James. Wouldn’t you say? Come on everyone.

Sedgwick froze.

Why James old boy, he could voice our objections to Elliot Briggs, said Remquest admirably. The camel is on the stretcher and not thirsty for water. What does that mean to entertainment managers like us?

I want restitution, barked Carlson. You can’t do this to me, James.

What are you talking about? Remquest inquired. He didn’t know.

"Am I being clear to you, James? Carlson shouted over everyone.

Sedgwick nodded.

Are we making progress, James, Carlson barked. Or, are we creating antagonists and opposition players? We have time on our hands. I won’t have the drive-technology working any other way, James. Look at me mister. Hammer down; you know I had made that clear to your people on the golf links. I won’t allow such a display on any speedway, okay.

Sedgwick soured.

Remquest denoted the remark charmingly, unknowing the two men’s turbulent history. He blinked admiration. Yes, too bad for you, James. You must find the solution.

With the wisdom in front, Sedgwick drew a careful breath and said nothing about his recent acquaintanceship with Arthur Carlson, whether entertainment or not, and with no-choice but spokesperson troubling the call. There wasn’t a membership drive on this one or a deliberate vote into public office. Just as before, yet this time with the ownerships, he hated the predicament. A call to become spokesperson in light of the ownerships will threaten him the rest of the way.

CHAPTER 2

A staple gun and DeWalt Industrial Tool Company maybe the choice TV ad substitutes benefiting NASCAR’s popularized 1.5 mile superspeedways where lately the same advice held true to open wheel racing in the U.S. A technology era led differences in more V8 engines in equally FIA-Formula One to favor a similar cubic eight and drop the V10. Engineers who have the V8 working right don’t like to talk electronics and Board changes to regulations when the cubic size must power optimize the downforce of the car precisely on straights and every corner. Four championship motorsports advantaged a harden V8 on the most distinguished closed circuits worldwide, -- road, streets and speedways.

But particularly, Champcar-IndyCar sanctions disrupted 12-merger years in open wheel racing across the U.S. and cross borders. In the year-over-year strategic plans, Champcar’s temporary street circuits were fighting back as a public attraction in the downtown landscape of big cities nearby the superspeedways arising also NASCAR while fulfilling IndyCar’s Indianapolis 500.

Rather, a switch to the operating expenses of National Guard, Cheerios, Lowe’s and MetLife involved dollar-for-dollar valuing NASCAR profits that arises monstrous TV ratings in sponsor-endorsements and a luxury box full of chicken wings. NASCAR enjoyed the corporate profits, the drawl of company orders that organized supply agreements with Detroit labels and a 36-event schedule. NASCAR’s two valve stock-block V8 supplied low cost and no-nonsense four-barrel carburetors otherwise choked down by restrictor racing on high speed superspeedways that contrasted the power downforce elsewhere in similar engines. Both motorsports produced 800, or more, horsepower in differences of draft-effect and exacting the stealthiest car in the world, -- a 2.65L 161 cubic inch turbocharged Champcar V8.

In Champcar-IndyCar, team engineers had complained about the sensory responsive drive-technology shutting down the turbochargers in earlier IndyCar on road-circuits and especially high speed speedways. In the modern age of more V8s, the electronic fuel injection (EFI) and sources of ignition timing fell into the debate of explosive fuel delivery and whether or not to replace NASCAR’s more reliable carburetion on speedways. Haas was a pivotal name in open wheel racing that debated entering stock car racing and a populous sold on market electronics.

EFI was a sensible choice for production cars which played up to NASCAR markets, but several years ahead in the drop of carburation. Ad profits were readily predisposed to the 2.5 mile high banked Daytona 500, known as the Great American Race. Daytona holds the face of Detroit’s production cars for ransom. Resulting successes opened up more 1.5 mile speedways as a middle line of electronics that were upheld by the 2.5 mile Indianapolis 500, famed as the Greatest Spectacle in Racing. The argument sufficed a change to EFI engines in NASCAR, but little else to alter the explosively charged firing and ignition timing known to Champcar-IndyCar in the much higher turbulence speeds in open wheel racing.

Champcar-IndyCar’s 12-merger years broke open and separated the power-downforce of V8 engines. Arguments distrusted each other, but also diverted to the electronics war in open wheel racing, --- Champcar’s turbochargers over some will say IndyCar’s normally aspirated engines that sought out closer downforce racing as NASCAR’s drafting cars on speedways. Champcar-IndyCar’s power was immense however finding out a draft-effect was questionable practice in the face of closer downforce racing and turbulence speeds. In other words, NASCAR upheld more restrictions in drafting cars to hold down higher speeds. IndyCar faced up to a technology war while trying to hold down horsepower and higher speeds in the Indianapolis 500.

After the noisy radio chatter, all manner of scenario replaced the management strategy and a weekend full of risk gone sour. Forecasting a single outcome meant losing an open wheel racing event on the computer maps connected to the car. Talks blamed the technology attrition rate of the sport, actually belittling the scarcity of supplier-linchpins like Ford Cosworth, Chevrolet, Toyota and Honda. A team owner’s dire need for speed gave into unsteady profit earnings on the ECU map electronics war. Through better TV-deals, NASCAR possessed more cash outlay in as well Ford engines, but in this alone Chevrolet’s far superior cash-and-carry commitments to winning more stock car races than any manufacturer. Chevrolet was the success story in NASCAR.

Wary owners imposed an iron will over the state-of-the-art specification of Champcar and the Ford Cosworth. Here, the car impound by marshals was absolute, full of unilateral decisions owners feared in a surveillance war of compliance. The ordeal overshadowed post mortem deconstructions in an equivocal rendition full of complaints, warning signs and ill stories. James Sedgwick relied on his California technical crew, but also a history of questionable trade terms to winning over the manufacturer rules. In the end, the general manager anticipated the means to dealing with league affairs on the short and long end of becoming his worst nightmare since joining the racing circuit. For the next two weeks, everything and anything surrounding the freeze up of cars pointed elsewhere for answers.

The corporate insider Eddie Keebler hid himself. At MidLakes, near Detroit, Westridge compliance committed the trespass on the mapping properties belonging to the client-owner Leonard Remquest. The pressure to solve for MidLakes grows as much as Sedgwick’s desire to leave the evidence as past activity and embark his journey in California garages. A collection of unauthorized logging will uncover a crisis dilemma and will break open the sport, --- certainly two weeks ending in Sebring. At any rate, the error could f law the reputation of the W-EMC engine management company and Sedgwick could lose his California racing team.

Arriving out of the far reaches of the superstadium, Eddie Keebler rode the back of the horse on the surveillance side of tightening up the resourcefulness of a sports racing circuit. Inevitably, high gas prices in the U.S. will kill the work horse in a downturn and pace of economy. Westridge demanded a meeting at the hotel and together, the horse and Sedgwick must find the necessary steps to saving themselves. The latest Board put a gun to Keebler and threatened the next update. Supervision played into the hands of statisticians and logistical experts, but the revision was insufficient for updating pit-lane surveillance of teams with the know-how and expert engineers finding them a paper chase. Right or wrong, a MidLakes log of a Detroit- based series became a cover-up story to catching teams already goofing the circuit marshals and winning with the drive-technology.

All eyes followed them everywhere in garages, some knowing the disputes between the two men and with Sedgwick the lone general manager. Nobody raised a protest in the media’s eye. The main traffic routes served wonders in the split up, follow-up, whichever or whatever to the hotel. Their knowledge of a shadowy Mustang in hot pursuit found liberty of own but their watchfulness in the getaway stopover at a famous coffee house. Historically, in the avoidance games, they attended Dodgers games in the socialization of running a sports monopoly. Even large billion dollar oligopolies teeter on the verge of near anti-competitive levels, both predatory and collusive natures. Overzealous U.S. watchdogs threaten racketeering charges, in the end overly enthusiastic yet financially adjusted to the regulatory process of GDP producing and technology winning results in the economy.

The Mustang kept a watchful eye, equally surveying reckless tailgate parties in sports stadium parking lots and the strange brew by the mug full. This ship can never sink, said Eddie Keebler. They’ve hid themselves in less likely places, elevators to the rooftop of high-rises and empty cars in