LITMIR.BIZ

      To attract a team, Red Whittaker put up posters all around the Carnegie Mellon campus advertising an unconventional, graduate-level seminar class, Mobile Robot Development. It was pass or fail, and it featured only one assignment: to build a robot that would win the first DARPA Grand Challenge. He also sent out email blasts to potential sponsors and volunteers, which featured his trademark bravado: “The race defies prevailing technology, and many hold that the challenge prize is unwinnable in our time.”

      Whittaker staged the first meeting of the team in a Carnegie Mellon seminar room on April 30, 2003, according to Wayt Gibbs, a reporter the magazine Scientific American embedded in Pittsburgh. “Welcome to the first meeting of the Red Team,” Whittaker began. “I am committed to leading this team to victory in Las Vegas next year.”

      The men and women in the room were about as motley a crew as it was possible to put together in Pittsburgh tech circles. Bob Bittner was a former combat engineer who’d spent six years in a submarine. Spencer Spiker was a retired helicopter test pilot, a West Point–educated mechanical engineer who led two hundred people as a company commander in the U.S. Army, and who had left the service to spend more time with his family—then found himself jobless in a severe recession. He joined Red’s team because he had nothing better to do, then worked himself into a full-time staff position. Michael Clark was a NASA engineer who used a wheelchair to get around; having fallen on hard times, he lived for a spell out of his van. Lots of people had seen Red’s poster, apparently, and lots of people were inspired to work on the project it advertised. “I don’t know anything about computers—but I’d like to volunteer,” said Mickey Struthers, a postman who showed up to the first class because he wanted to participate in a historic science project.

      “You’ve got a warm body”—Whittaker grinned, shaking Mickey’s hand—“and we need warm bodies.”

      They began their efforts brainstorming what sort of a vehicle they would use. DARPA had announced the course would be designed by Sal Fish, the operator of such tough off-road races as the Baja 1000. Red Team figured it would have to be prepared for a course that would wind through dry river gulches, box canyons, mountain ridges, rocks, sagebrush and cliffs. So the robot they designed had to be able to either get around such land features or drive over them.

      No idea was too outrageous to be considered. One of the first suggestions was a giant tricycle that had wheels seven feet in diameter. The team discussed using a Chenoweth combat dune buggy, a low-slung contraption on four fat tires favored by mercenaries and warlords. Other brainstorming options included construction equipment, an all-terrain vehicle and a tank. But the team ultimately opted for pragmatism. After all, Whittaker figured the budget to develop the robot would be around $3.5 million. Labor aside, $725,000 of that entailed the cost of the products required to build the vehicle. Whittaker was crisscrossing the country to find sponsors. Intel, Boeing and Caterpillar all kicked in some money. Google, which everyone thought of as a search engine company at this point, sponsored Red Team to the tune of $100,000 after Whittaker visited its headquarters in Mountain View, California, and met both Larry Page and Sergey Brin. But such funds wouldn’t go far when you were trying to build the fastest-ever robot car. Red had bought a cattle ranch a couple of hours east of Pittsburgh in the early nineties because he felt his academic life was too sedentary and sought physical activity that worked his muscles, not his mind. In September 2003, with the March 2004 race date fast approaching, Whittaker finally bought the vehicle that would become their robot from another farmer in the area.

      Some in the class were astonished when they saw it. Shouldn’t a self-driving car look cool, and polished and, um, high-tech? The vehicle Red had procured was the opposite of high-tech. It was a High Mobility Multipurpose Wheeled Vehicle M998: a Humvee, battered by time. It was seventeen years old. No one had any idea how many miles it had, because the vehicle didn’t have an odometer. Nevertheless, the price was right: $18,000. The key thing was, it worked.