Sky Masters

Masters’ customer this day was, as it usually was, the Department of Defense, which was why all the military observers were on hand. Masters was to place four NIRTSats in a four-hundred-mile-high polar orbit over the western Pacific to provide the Navy and Air Force with specialized, dedicated voice, data, air-traffic control, and video communications between ships, aircraft, and land-based controllers. With the NIRTSat constellation in place, the Navy’s Seventh Fleet headquarters and the Air Force’s Pacific Air Force headquarters could instantly talk with and find the precise locations of every ship and aircraft on the network. Coupled with the military’s Global Positioning System satellite navigation system, NIRTSats would continually transmit flight or sailing data on each aircraft or vessel to their respective headquarters, although the vessels might be far outside radio range. The second ALARM booster carried another four NIRTSat satellites and was aboard as a backup if the first launch failed.

Jon Masters’ cocky attitude toward this important launch made Colonel Foch very uncomfortable. But, he thought, the little snot had every reason to feel cocky — in two years of testing and over two dozen launches, not one ALARM booster had ever failed to do its thing, and not one NIRTSat had ever failed to function. It was, Foch had to admit, quite a testament to the genius of Jonathan Colin Masters. Worse, the bastard was so young. Boy genius was an understatement.

When Jon Masters was barely in grade school in Manchester, New Hampshire, his first-grade teachers showed Jon’s parents a one-hundred-page treatise on the feasibility of a manned lunar landing, written by a youngster who had only learned to write a few months earlier. When asked about the essay, Jon sat his parents down and explained all the problems inherent in launching a rocket to the moon and returning it safely back to Earth — and the Apollo space program had just gotten under way, with the first lunar landing still three years away.

It didn’t take Jon’s parents a blink of an eye to figure out what to do next: he was enrolled in a private high school, which he completed three years later at age ten. He enrolled at Dartmouth College and received a bachelor of science degree in aeronautical engineering at age thirteen. After receiving a master’s degree in mathematics from Dartmouth, he enrolled at the Massachusetts Institute of Technology and after a tumultuous five years finally earned a doctorate in engineering at the age of twenty.

The first love of Masters’ life was and always had been NASA, the National Aeronautics and Space Administration, and in 1981 he went to work for the space agency immediately after leaving MIT. The Shuttle Transportation System, or STS, program was just heating up by then, and Jon Masters was an integral part of the development of special applications that could take advantage of this new flying workhorse. Almost every satellite and delivery subsystem developed for the shuttle between 1982 and 1985 was at least partially designed by Jonathan Masters.

But, even as the shuttle transportation system was gearing up for more launches per year and more ambitious projects, including the space station, Jon Masters saw a weakness. It was an obvious problem that was creeping into the successful STS program — the spacecraft were accumulating a lot of miles, with even more miles slated for them each year, and no more orbiters were being built. When the success of the shuttle program became obvious, Masters thought, NASA should have had one new orbiter per year rolling off the assembly lines, plus upgraded solid-rocket boosters and avionics. But they had none.

Jon Masters took an active interest in the numerous small companies that built small space boosters for private and commercial applications. In 1984, at age twenty-four, he resigned from NASA and accepted a seat on the board of directors of Sky Sciences, Inc., a small Tennessee-based commercial space booster company that sometimes subcontracted work for the fledgling Strategic Defense Intiative Organization, the federal research and development team tasked with devising an intercontinental ballistic missile defense system. Soon afterward he became vice president in charge of research for the small company. Masters’ presence on the board gave the company a shot of optimism — and a new line of credit — that allowed it to stay fiscally afloat.