Word: tew
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Dates: during 1930-1939
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...Believe me when I tell you that an executive of a big corporation burns up about two years of his life every twelve months," said black-browed President James Dinsmore Tew of B. F. Goodrich Co. Mr. Tew was speaking in Akron at a meeting of the Twenty Year Service Club of Goodrich employes. Because Mr. Tew has long been known as one of the hardest-working executives in Akron, he was readily believed, readily understood when he announced that he was retiring as active head of the great rubber company...
...Tew went to work for Goodrich in 1906 without taking the trouble to remind his employers that he was a nephew of the founder and that B. F. Goodrich Co. had once been known as Goodrich, Tew & Co. His first job was to clean and roll liners at 15? an hour, ten and a half hours a day. When his boss told him two years later that $75 a month was his limit, young Tew walked over to Diamond Rubber Co. and got a better job. The first successful cord tire made in the U. S., Silvertown, was produced...
...Elected Tew's successor at Goodrich's annual meeting in Manhattan last week was Samuel Brown Robertson, 59, who went to Goodrich in 1919 after 20 years as a supervising engineer for Pennsylvania Railroad. As director of engineering for the rubber company, big, husky Sam Robertson built the $4,000,000 Goodrich plant at Los Angeles, which is considered a model in the industry...
Last year after Depression deficits of $21,000,000 had frayed the fiscal treads of B. F. Goodrich Co., its president, James Dinsmore Tew, decided it was time for the rubber firm to get a new set of financial tires. He asked his stockholders to approve a new $45,000,000 first mortgage of which $28,000,000 was to be raised immediately. Of this sum $6,000,000 was for working capital to finance increasing business and $22,000,000 was to reduce interest charges by retiring 5 ½%, 6 ½% and 7% obligations of Goodrich and its subsidiary...
...Goodrich has paid no dividends for a number of years, although it is currently operating in the black, Otis & Co. was confident of securing the proxies of enough disgruntled shareholders to block the plan. After two recesses had been called, the results of the vote were announced by President Tew: Goodrich had received 74% of the proxies- 1% short of the necessary number. President Tew was not the least disheartened. Repeating that the "Otis opposition arose only after the Otis corporation had first sought and been denied a position as underwriter," he urged stockholders who had not voted to send...