What is Rider Technical Services?
We were established as a company in September,
2001 and was incorporated as an "S" Corporation
in July, 2004. The company's President is Raymond Rider.
Rider Technical Services is a company
that is involved in many technical support functions.
We have a diverse customer base that ranges from the
broadcasting industry to small business.
We can install new equipment and support
existing on-air systems. We can help you with your FCC
compliance by establishing a routine schedule to self-check
We can recommend new systems based on
Your day to day operations can be periodically
inspected by us to verify your broadcast facility is
operating within FCC rules and regulations.
If you are a small business, we can install
and maintain your Information Systems infrastructure.
We can support your sever and workstation needs. We
can install, expand and verify that your Local Area
Network is operating at peak performance. If you have
a need for a secure connection between the corporate
office and remote facilities, we have the expertise
to install and configure a Virtual Private Network (VPN).
We install PBX telephone systems. RiderTEK
specializes in Nortel Systems. Call us for you business
The History of Rider Technical
Services and How We Got Our Start
This section contains the history of Raymond
Rider, including a short biography in his career that
led to the formation of Rider Technical Services.
Mr. Rider has an extensive background
in the electronics industry. He became fascinated with
a neighbor's ham radio station at the age of 13. The
idea of how someone could send Morse code across the
world with a bunch of tubes, parts and wires captured
The high school where he attended had
an extensive vocational area with an electronics shop.
One has to remember that the world of electronics was
not all that common in the late 1950's. Most electronic
training in those days was learned in the military or
in radio and TV repair shops. However, this progressive
school had acquired a large inventory of W.W.II surplus
control systems for radio controlled "drones".
Each student was given one of these controllers to disassemble
and convert to short-wave receivers and transmitters.
In 1957 there were no such things as PC
computers, iPods, etc. Not even the transistor was in
production in 1957; the transistor was only a laboratory
experiment, developed in 1947 by John Bardeen, Willian
Shockley and Walter Brattain of Bell Laboratories. These
three received the 1956 Physics Nobel Prize for their
joint invention. Mr. Rider tells a story where he saw
the transistor demonstrated at the Goodwin Institute
in Memphis, TN in 1957. In the demonstration, the tiny
transistor was only a small audio oscillator that had
the power of a "gnat" as it was described.
Over the next 15 years, this device was improved and
scaled down in size to what is now known as the Integrated
Upon finishing high school, Raymond Rider
realized attending college was not financially possibe.
The military electronics were growing at a very fast
pace. Rider joined the U.S. Navy under an electronics
program they offered. The Navy promised a "crack"
at the electronics field providing your battery of scores
indicated an aptitude for the field. Rider had a "head
start" from his experience in his high school electronic
classes". Rider attended the US Navy's Electronics
School at Treasure Island, California. He said it was
a very hard gig that lasted 42 weeks. From electronics
school Rider was assigned to the US Naval Communications
Station in Guantanamo Bay, Cuba. Since Castro had closed
down access to Cuba, there was not much to do except
work on the many high power transmitters at the facility
where he was assigned.
18 months later, Rider was assigned to
Tactical Air Control Squadron 22 at Little Creek, VA.
Because TACRON 22 was a mobile group, this assignment
resulted in two Mediterranean cruises on first, the
USS Monrovia, and then finishing his naval career on
the USS Francis Marion. Both of these assignments provided
him with plenty of opportunities to work on many types
of electronic equipment found on ships. That equipment
included RADAR and other navigation equipment.
A short time after leaving the military,
Rider received a call from RCA Service Co. It seems
RCA was looking for ex-military people to man the greatly
expanding US missile and satellite tracking facilities
known as the US Air Force Eastern Test Range. Rider
was assigned to the Ascension Island station. He worked
at the Transmitter Site. This site contained 100 KW
transmitters that were necessary at the time for communications
between the Cape Canaveral operations and all the "down
range" tracking stations. There were no communication
satellites during those days.
Rider tells a story about the Ascension
Island Transmitter Site. Part of this story has to do
with the differences between the Air Force and the Navy,
and how they each deal with the repairing of electronic
equipment. Ascension Island was an Air Force installation,
managed by ex-Air Force personnel. The Air Force maintenance
style is focused on a "black box" repair concept.
The technicians in the field remove the black box and
send it to the repair depot. The Air Force technicians
do not require the same level of training as those in
the Navy. A Navy technician in the middle of the ocean
does not have the luxury of black box exchanges; this
is why the Navy schools are twice as long as the Air
Force. So, as the story goes, one evening a major transmitter
system went down due to a faulty Exciter. The Master
Oscillator was bad. The oscillator contained a "tiny"
peanut tube buried deep within the Master Oscillator
unit. Normally, the Air Force technician would never
attempt to disassemble this unit. He would have ordered
a replacement from the depot. As Rider tells the story,
this was no big deal for him. He had replaced these
tubes several times before while serving aboard ship.
It was a fairly complicated job he tells. When his Ascension
Island boss came to the site and saw that he had disassembled
this unit into hundreds of parts, the boss was skeptical
that it could be put back together. Such little faith
these Air Force guys have. Before the end of the day,
Rider had this system repaired and back on-the-air.
In 1966, Raymond Rider left Ascension
Island to work as a Field Engineer for Picker Nuclear
Corporation. Picker was a manufacturer of nuclear materials
measuring and diagnostic equipment for both the commercial
nuclear industry and nuclear medical systems. Picker
also distributed Electron Microscopes in the US from
one of its England subsidiaries. X-ray diffractometery
was another product line used in the identification
of unknown crystalline materials. Rider traveled an
eight state region as a company representative, installing,
repairing and consulting with customers.
Raymond Rider left Picker Nuclear in 1969 and became
employed by the Federal Aviation Administration as a
RADAR technician at the Memphis Air Route Traffic Control
Center. During this 16 year tenure many changes took
place at the Memphis Center. All of the analog RADAR
equipment was replaced with digital processing systems.
Rider had to shift gears once again and commence a 6
year training program in order to become qualified on
the new system.
After a 3 year tour of duty with the FAA
at the Washington, DC and Atlantic City, NJ development
center. Rider left the employment of the Federal Government
and began working as a Technical Advisor at Federal
Express Corporation in Memphis, TN. Rider began at FedEx
as the System Administrator for a large Tandem Computers
based network used for the development of their ZAPMAIL
After leaving FedEx's ZAPMAIL project,
Rider was assigned to a newly formed Quality Assurance
Group. The Quality Assurance Group was formed as a direct
result of FedEx loosing 10 Million dollars due to the
failure of one of their billing systems not collecting
a Saturday Delivery surcharge for 6 months. As Rider
tells about this fiasco, no one was interested in developing
software by using any accepted methodology. The management
was more interested in getting the software loaded into
the production machines under an "overnight"
mentality. After all, that was how they delivered packages.
Nor, was anyone willing to take the time to create documentation
so both the programmer and the end user would understand
what the system should be doing. According to Rider,
the FedEx development process would not accept the basic
Quality Assurance principles of Dr. W. Edwards Deming,
the world's noted quality guru, who turned Japan from
a reputation of creating shoddy products, into a nation
that now makes the best quality products in the world.
Some of these Quality Assurance principles are so simple
and common sense, you stand back and wonder why would
they consider creating software without doing these
simple things. First of all, every software development
group should have a stable, production look-alike test
system that is managed under strict Software Control
System procedures. No person outside a qualified test
group should be given access. Every software module
revision loaded into the test system should call for
a regression test to make sure the system is not polluted
with bad code. As Rider recalls, he found it impossible
to keep the programmers out of the test systems as they
were given carte blanche to revise program modules as
they saw fit.
Raymond Rider discovered unexpectantly
a cruel management process at Federal Express. For some
unknown reason he had exceeded his welcome to be employed
at FedEx. Rider has always said he was in a "no
win" position at FedEx. The senior management at
FedEx had been replaced prior to his departure to accomplish
one primary objective. This objective was to create
a stable testing platform in order to prevent company
embarrassment in releasing buggy software to both external
and internal customers. Rider tells how he had the solutions
to their problems. After all, he was doing the job he
was directed to do. However, the senior management could
not accept the embarrassments of him finding the problems
he was asked to do. By bringing up these problems, his
senior management looked bad before their peers. As
Rider put it another way, what was the new management
doing in this department? They would not follow his
recommendations. At the same time they did not like
the visibility created by their failure to listen to
his solutions. Rider describes his experience at FedEx
as a horrible episode in his work career. He is a person
of high dedication who always wanted to do the job right.
Rider said that he did not have that many jobs over
his career; he did not bounce from job to job. That
must say something about his work ethic with prior employers.
He was a "company" man who believed in CEO
Fred Smith's promise of fair treatment. Rider said,
"Where was Fred Smith that day when I was rudely
thrown out without any explanation?"
Every person has a dark moment in their
life. Rider tells the story of how he sat on the sofa
and stared at the wall for days on end, asking the same
question over, and over, "What did I do?"
One day he got up and realized he had done nothing wrong.
He internally told himself to get up off his ass and
forget these people. Someday they will be victims of
their own devices.
Now, you know the story how Rider Technical
Services was started. Rider did not need FedEx to continue
living. He tells how each job was a learning experience.
He said nobody could rob him of his mind. What he learned
over the years is what Rider Technical Services is built
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