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culture—a respected practitioner of a much-maligned profession,
who earned the reputation within a tough industry of being a
lawyer that solved problems, rather than making them.
“The Only Lawyer They Really Trusted”
Bill had received his Juris Doctorate degree in 1969 from The Ohio
State University College of Law. In 1976, he joined the NASA
Ames staff following an illustrious career as the Vice President of
Operations for the National Aviation Trades Association, and as
Director of Special Courses for the AOPA Air Safety Foundation in
Washington, D.C.
Bill’s first assignment at NASA was as Legal Counsel to the ASRS.
In these early, crucial years, he helped create the legal framework
for the program’s operation, and dealt successfully—which is to
say satisfactorily to all parties involved—with every one of the
many legal issues that arose. It was a complicated, difficult job
that he performed with great success. In 1980 he was appointed
NASA’s Director of the ASRS, a position that required him to set
policy for and oversee all of ASRS’s operations.
Several of Bill’s activities as an attorney, outside his work at the
ASRS, honed the professional set of ethical standards that he was
to adhere to, strictly, throughout his career. One of these was his
volunteer work as a legal arbitrator to help settle disputes outside
the costly court system. Bill became the most animated when he
could describe how he had helped relieve people’s distress by
creating decent settlements of their disputes with others. He
strongly believed that this was the essence of what lawyers are for.
Skillful and shrewd, but also considerate and meticulously fair, he
was increasingly in demand for his arbitration feats. The added
coincidences of his appearance and name—Bill was a red-haired
Reynard—cemented his reputation as a genial “fox,” and lifted his
lawyerly skills into the realm of fable.
Bill also had a brilliant, if brief, career in actual courtroom
litigation. An aficionado of RX-7 sports cars, he was once ticketed
for speeding, pled not guilty, and successfully represented himself
in traffic court—the only time in his life as a lawyer that he
appeared in the role of barrister. He was inordinately proud of
this 100 percent success record, which eclipses such
underachieving defenders as Horace Rumpole, Perry Mason, and
Clarence Darrow.
Let Dipsticks Beware
Bill was a commercial pilot who had earned instrument and multiengine
ratings before he arrived at NASA. His solid operational
background and abiding interest in everything that flew were no
doubt at the root of his polite intolerance of “dipsticks”—those who
took an overly academic view of aviation issues, or a joyless
approach to life and work.
No one ever beat Bill in spotting where the fun lay in any
situation. A characteristic incident occurred in 1981, when Bill
and the founding Editor of CALLBACK, Rex Hardy, were invited
to fly to Acapulco to receive an award made to the publication by
the Flight Safety Foundation. Rex, a decorated Naval aviator and
corporate test pilot, tells the rest of the story:
“On our first morning in Acapulco, I walked out onto the beach in
front of our hotel and was astonished to see Bill strapping on a
parachute. The chute was attached by a long rope to a jeep
stationed several hundred feet down the beach. Before I could
express my views on this behavior, the jeep was barreling along the
hard sand and Bill was high aloft over the water’s edge. After a
run of some distance, the jeep came to a gradual halt and Bill
slowly descended to the sand, exhilarated. I declined to undergo the
same experience.”
From his very first days at the ASRS, Bill recounted a lengthy
string of uproarious lawyer jokes. But his wit and humor were far
more than entertainment for others. Constantly present, they
powered the zest and optimism with which he lived his life and did
his work; they sharpened the points he made in argument; they
relieved tensions in the people around him; they leavened his
wisdom; and they made him memorable.
Crisis Equals Opportunity
When Bill called a meeting and opened it with the announcement,
“We have another golden opportunity,” his colleagues knew that
they faced a program crisis, that Bill would figure out a way to
solve it, and in solving it, convert it to an asset. In the best and
worst of times, Bill’s constructive rationale for action was the
same: “This gives us a great opportunity...”
　
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