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down the garden path. Andy walked fast. He was quick, forceful and terse. He did not inspire loving affection from anyone that I'm aware of. I've heard him practically crucify poor Maurice Guynes and not give a damn who heard him do it. He didn't like to waste time and didn't use the phone unless he had to. It was common to hear Andy's booming voice yelling harshly from his office or the hall, "[[underline]] Maurice! [[/underline]]" or "[[underline]] Miss Germond!  [[/underline]]" I've always suspected that Andy was responsible for having Charlie Reed canned from the Motor Section about this time; Charlie probably said something to Andy in the arrogant way that Charlie was capable of doing sometimes, and BING, that was it. I had a memorable sample of Andy's abruptness one day after he'd given me an assignment to get him some information about shipment of a locomotive in the factory. His request, as usual, was whipped out in a few staccato words and I wasn't quite sure what job he was referring to after I'd left his office so I dropped into Ted Elliott's place for a moment to try to get oriented. Ted was puzzled also and in his characteristic way, he rapidly dialed the phone and called Andy himself. When Andy got on the phone, Ted told him I was there and we didn't know---at which point Ted handed the phone to me and said Andy wanted to talk to me. I said hello and got this machine-gun blast, and these were the exact words, I can remember them yet: "Craton, you're wasting your time with Elliott--go see Horstman." and he banged down the phone. Horstman was the production manager. During the question period after Andy's AIEE paper here on electrification, someone asked him what sort of a return would he consider attractive on such an investigation. Andy whipped out a two-word answer without even getting up from his chair: "[[underline]] Six percent. [[/underline]]" Well, it's one thing to invest your money at 6% in gilt-edged bonds, for example, but something entirely different to sink millions into a railroad electrification where the study shows up a return of only 6%. I thought the answer incorrect as well as too abrupt--but that was Andy. I long had a feeling that Andy didn't think much of me but when I succeeded Whitey Wilson as sales manager of the Locomotive & Car Equipment Dept. in 1947, Andy wrote me a nice congratulatory note from Bridgeport where he was then heading up the appliance business of the Company and Ralph Cordiner had gone to Schick Razor in a huff. It is significant, however, that Andy wasN't chosen to succeed Charlie Wilson as president, Cordiner having been brought back. I've always assumed that Andy's penchant for quick decisions sometimes not based on sound information or the result of poor judgment, finally caught up with him. He was a power manager. It seemed as though he relied upon the drive and power of his personality to carry him through and perhaps was deluded into believing that such drive and power simply [[underline]] had [[/underline]] to produce successful results. But he was a very successful man as business men go, despite his failings.