Teledyne. Singleton, now assisted by Roberts, continued with major activities in acquiring new companies. In 1967, one of the largest of these was Brown Engineering, a firm headquartered in Huntsville, Alabama. With NASA and DoD contracts for engineering services and research near $40 million, Brown Engineering added a new line of business for Teledyne. Singleton had been particularly impressed with their Research Laboratories, and personally conducted a scientific colloquium in Huntsville for the research staff. Ryan Aeronautical in San Diego, was also acquired by Singleton in 1967. Earlier noted for building Charles Lindberg's Spirit of St. Louis in the 1920s, Ryan was now the largest producer of unmanned drones for the military. Continental Motors was primarily owned by Ryan, and this acquisition brought Teledyne into the piston-powered engine business with both commercial and military customers. In the remainder of the 1960s, Singleton led Teledyne in acquiring 90 more companies. A number of these were in consumer products, such as AquaTek with Water Pik and Shower Massage, Acoustic Research with revolutionary new types of speakers, and Olson Electronics that operated retail stores across America. Packard Bell had both consumer and government sales in computers and television receivers. Singleton established an International Marketing Office that handled sales in Europe, South America, and Asia, with annual sales near $800 million. Singleton also added a diverse group of financial institutions, giving Teledyne contact and intimacy with the capital world. Thrift and loan banks were added by acquisition to units dealing with property, workers compensation, casualty and life insurance. Most of the insurance investments were later consolidated into the Argonaut and Unitrin subsidiaries, and were ultimately spun off as independent companies. Singleton divided Teledyne into Groups, and by the end of the 1960s, there were 16 Groups with 94 profit centers in 120 locations. Company presidents were given considerable freedom in their operations, but corporate maintained very close financial control and capital management. Teledyne sales in 1969 were $1.3 billion and net income was $60 million. The stock had a 2-for-1 split during 1967 and the same split in 1969. As Teledyne moved into its second decade, some 150 firms had been acquired. Singleton then essentially stopped direct acquisition of companies and began investments in stock of technical firms. By the end of the second decade, Teledyne owned 31% of Curtiss-Wright, 24% of Litton, as well as significant portions of a number of other well-known