To: Jim Heller
From: Michael Dettmers
Date: April 2, 2000
At your suggestion, I am writing to address many
of the comments that have called my integrity into
question in the Forum section of your website and
on some of the links associated with it. I trust
that what I have to say will answer many of the
questions that have been raised and set the record
straight on the misrepresentations that have been
asserted. I expect that there are a few people who
will disagree with me no matter what I say. I also
believe that most readers, including many who know
me to be a person of integrity, are simply seeking
a clarification to some of the issues that have
been raised in your forum.
First, I have not spoken to Maharaji, nor
participated in his work either actively or
passively, nor attended any of his programs or
events for many, many years. Nevertheless, I have
no intention of engaging in rumor and gossip nor
doing or saying anything that disparages him or my
past involvement with him. In my years of working
with him, I acted, at all times, to the best of my
ability, and with honesty and integrity. Although
my life has long since moved on in a new and
different direction, I honor and take full
responsibility for my past. The time I spent with
Maharaji were important years in my life, and I
continue to derive great benefit from the knowledge
he taught me.
Second, the Swiss Foundation to which I refer in
my bio is called the Élan Vital Foundation.
In the late 70's, one of my responsibilities was to
re-organize Divine Light Mission, in part because
there was considerable litigation over the name in
India and elsewhere caused by the dispute between
Maharaji and his mother. The Swiss Foundation
became a hub (not the legal owner) for the overall
coordination of most of the independent,
not-for-profit Élan Vital organizations
around the world. This structure simplified the
organization and financing of worldwide programs,
festivals, tours, and all of their related support
activities.
It is my estimate that these Élan Vital
related activities generated about 100M worldwide
especially when you include the revenues derived
from product sales, food services, and the airline
tickets, car rentals, and hotel accommodations for
attendees at the numerous events organized all over
the world. Of course, all of these entities were
not owned or consolidated under one company or
organization. They were spread out over several
businesses and organizations in many countries. I
had little or nothing to do with the day-to-day
running of most of them. Nevertheless, from an
overall executive management perspective, I had
ultimate responsibility for organizing these
worldwide events and thats what is reflected
in my bio.
In my opinion, there is nothing mysterious about
this information. During the years I managed these
activities, Maharaji and Élan Vital in the
USA and elsewhere were audited by various
government taxing authorities including the IRS on
several occasions. In every instance, he and
Élan Vital were found to be in complete
compliance. I take pride and satisfaction in the
quality and standard of service that my team,
consisting of premies and several non-premie
professional advisors, provided in this regard.
Some have suggested that, because I dont
mention him in my bio, I am covering-up my past
relationship with Maharaji. This is not the case.
In my personal life, all of my close friends, many
of whom had never heard of Maharaji or who had
heard of him but were not premies, are aware of my
past involvement with him. In my professional life,
some of my clients know that I worked with
Maharaji; most of them do not, nor do I feel
compelled to raise the subject. For the most part,
it is not relevant to the task at hand, nor is
there usually a context in which it would arise.
This is not to suggest that I am ashamed about my
past relationship with him, nor would I ever deny
it should the question be asked. To mention him on
my bio, however, simply for the sake of including
him (as some of you seem to be suggesting) would
serve no purpose. In my opinion, a bio should
include only those references, skills,
accomplishments, and/or activities that relate to,
and are consistent with, ones current offers
in the marketplace. The Élan Vital
activities I managed are relevant, so I include
them in my bio.
Third, there is great misunderstanding and
misrepresentation about Dettmers Industries Inc., a
company I co-founded with my brother in 1987. It is
implied that this company is nothing more than DECA
with a new name, and that I somehow made a personal
fortune by taking over a company that was created
for Maharaji with the slave labor of premies.
Nothing could be further from the truth. Here are
the facts.
I, and others, created DECA in the late 70s to
refurbish a used Boeing 707 to provide
transportation for Maharaji and Élan Vital
personnel. It is true that many premies from around
the world gave of their time and skills on this
project for very little money and/or modest
support. However, nobody was a slave laborer.
Slaves do not have the power to choose their
situation. When the project was completed in 1980,
DECA evolved into an aircraft completion center,
fabricating and installing interiors for corporate
jets. This endeavor proved to be commercially
unviable and, within a year or so, the company was
sold to an independent (i.e. non-premie) buyer who
was primarily interested in the aircraft seating
products DECA had designed and certified. Shortly
thereafter, the company was re-named Aircraft
Modular Products (AMP) and some of the premies that
worked at DECA, including my brother, chose to
remain as paid employees of AMP. I am not
qualified, nor is it my business, to comment on
what became of AMP after the sale.
In 1984, my brother left AMP to start Dettmers
Precision Crafting, a sole proprietorship where he,
with the help of his wife and one or two others,
designed and manufactured hi-lo tables for
corporate aircraft. In 1987, my brother and I
joined forces to grow this business and, as
partners, we incorporated the company as Dettmers
Industries Inc. In the beginning there were only
five employees. We began with three FAA certified
table designs, a used drill press and lathe, some
miscellaneous tools and equipment, a few thousand
dollars of capital and the slave labor of nobody
but ourselves. The company never had any
association with Maharaji, Élan Vital, DECA
or AMP.
Six years later, in 1993, our company was
selected by Inc. magazine as one of the Best
Small Companies To Work For In America. We
received this recognition not just because we
dramatically shortened manufacturing cycle times,
accelerated innovation, and improved quality and
profitability but, more importantly, because we
simultaneously improved the standard of living for
all of our employees by incorporating values-based
practices that promoted self-esteem, dignity,
ambition, prosperity and pride of ownership
throughout the workforce. In this way we
transformed our company into a world-class
organization that benefited all of its
stakeholders.
In 1995, having achieved what I set out to
accomplish at Dettmers Industries Inc., and finding
myself in demand as a speaker and consultant in the
design and development of partnership-centered,
values-based, learning organizations, I co-founded
Gylanix Solutions, a management consulting firm.
What we do and how we do it is well documented on
our website at www.gylanix.com.
You have asked why Maharaji and I chose to part
company. Based on years of experience in managing
and promoting his worldwide activities, I had come
to the conclusion that a different approach to
spreading his message was needed, including a
re-examination of his role in the process, if he
were to better address and connect with the
concerns and challenges people are facing in our
post-modern world. To that end, I made several
recommendations. When Maharaji decided not to adopt
my suggestions, we mutually agreed that it would be
best if I resigned.
I must add, however, that although we differed
on how best to proceed with his work in the future,
Maharaji always treated me with great respect,
dignity and love, not just while I worked with him,
but also at the time of my departure. Even though
we disagreed, I respect his right to make whatever
interpretation he chooses. I am clear, after all,
that it is his work.
I was also aware that it is sometimes much
easier to give someone else advice about what to do
than it is to put your own advice into practice. It
was with that awareness in mind that I was
motivated to make Dettmers Industries Inc. into the
kind of company it became. That same motivation
continues to inspire the evolution and development
of my work through Gylanix Solutions.
I trust that what I have said here sets the
record straight about me and where I stand on the
issues that have been raised in your forum.
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