April 7, 2025
The Fed Ex guy rang the doorbell then ran back to his truck. I opened the door and waved, then picked up the box. It was compact but heavy, maybe five pounds. I pulled the tape away. The box contained a beautiful crystal optical glass prism, a square about three inches deep and wide. I placed it on the mantle.
The prism is a gift from an old friend, a man named Tim for whom I had worked for nearly ten years, a dozen years ago. He retired, soon I followed. Our lives took similar paths, the baseline theme being annoying health problems. He and his wife Ann stayed in their longtime Fairfax County, Va., home. Sandy and I hung around northern Virginia until late 2020. We visit occasionally. Tim shares jokes, and a persistent faith in humanity.
“Happy Spring!” He wrote on the card with the gift.
Tim served in the Army’s enlisted ranks, graduated from Reed College, and completed M.S. and Ph.D. degrees at Yale. He served as an Air Force Biomedical Science Corps officer, then earned a Navy commission. He became a naval aviator and was selected as a candidate for the NASA astronaut program, before the shuttle program was halted after the Challenger disaster.

He served as a Navy flight accident investigator and later, during tours with the Naval Air Development Center and Naval Air Systems Command, spent years analyzing human systems and complex human-machine interfaces, leading teams of Navy aviators, scientists, and civilian officials. He lived the aviator’s code: Fly the aircraft, complete the mission.
Although his business was deadly serious, there was always humor. At Tim’s Navy retirement ceremony, when he finished his final tour at the Office of Naval Research as a captain, the tape recorder that was supposed to play the national anthem wouldn’t work. He led the crowd in humming the anthem: “da-da-da, da-da-DA, Da-DAH da-da …” We all laughed.
He returned to ONR as director of medical and biological research. In 2005, responding to incidents of abuses of human subjects in military research the Defense Department ordered the military services to reorganize their human research protection programs.
For the Navy the Surgeon General, a three-star admiral who commanded the Navy Bureau of Medicine, got the Navy assignment for both medical (hospitals) and non-medical research. The two-star Chief of Naval Research tapped Tim as director for the non-medical program.
The mission of the Navy’s Human Research Protection Program was ensuring Navy commands followed Defense and federal policy on protecting human beings—a no-brainer. The work was critical, but agonizingly arduous. Navy commanding officers have executive authority, which means they run the show at their outfits, including research activities. Complying with policy means paperwork. Commanders don’t like paperwork.
Sometimes, in research involving humans, bad things happen. New systems being tested, like Navy diving gear, malfunction or fail. People are injured, or worse.
Tim was a Navy line commander. He understood the culture. He didn’t like paperwork, either. He recruited a team, we worked out of ONR. Month by month, we created policy, writing new stuff, rewriting old stuff, selling the work to commanders, bringing them around. Tim defined the program, that is, the responsibility for caring for research subjects. The work generated paper: instructions, reports, PowerPoint slides. It was policy to protect human beings.
The HRPP work met resistance. Navy leaders want the payoffs of research, not regulations. We visited Navy commands, teaching, persuading, helping. In time they learned the lesson Tim taught, a simple lesson of fundamental decency: research subjects must be protected and defended.
We had our wins, but the work was a slog, dotting Is and crossing Ts. We wrestled with indifference from senior officials. We listened to mind-numbing briefings. A year after we started, the Secretary of the Navy signed a new instruction. The program officially was born.
Tim stayed steady. “Fly the aircraft,” he reminded us. He scrutinized our work with a commander’s experienced eye. He understood the bureaucratic grind; we were bureaucrats, after all. He saw through the excuses of officials who tried to circumvent the urgency. He defended the program when leadership opposed or ignored it.

He understood Navy research better than anyone. The Ph.D.-level managers who evaluate technical proposals from Navy and university researchers stopped by his office to pick his brain. The Senior Executive Service department head knew Tim was the guy with the knowledge.
Through it all we had the humor. We drank coffee, told stories, and joked. Others recognized our staff meetings by the sound of laughter. Tim was all business, but he dressed up for Halloween. When the bureaucracy lurched into chaos, when computers wouldn’t work, when senior officials looked for excuses, Tim told a funny story.
The team worked with purpose and with pride. The man who had completed a distinguished active-duty career then stayed to do more, cared deeply for the people on the team, the civil servants and contractors. He respected and supported them.
He retired suddenly for health reasons. A new guy, a classic bureaucrat, took the job. The work plodded on but something was missing: the joy, the sense of pursuing a mission. A year later I also left.
A while back Tim had sent me a model of an N2S “Yellow Peril,” a Navy biplane trainer aircraft. The aircraft gets its name from its bright yellow paint job, which warns anyone nearby that a novice pilot is flying. The prism will sit next to the N2S.
We talk, trade books, share stories. Tim’s longtime friends, colleagues, Navy people, write, call, stop by. Tim’s jokes come readily, with smiles, and with faith, which endures.








