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Once in my office, he explained what he wanted to do for us. It began in June of 1964 with a visit from the president of a leading foundry design firm from Chicago; he flew in and landed on the grass airstrip behind our plant in his twin-engine Piper Aztec.
In 1964 the company acquired an invaluable asset in the person of Julia Greenhalgh.
Metcalf complained that Logan wasn't willing to make the commitment to vacuum melting, however, and when Ajax got out of the vacuum melting business in 1966, Metcalf formed his own furnace company with Chuck Cragnolin; they took the first syllable of each name and called their new company Cragmet.
Sailors and pilots both develop an ability to "read the wind," to sense changes in currents and sudden squalls before they happen and, to me, 1966 felt like the calm before the storm.
In 1968, Bob Buss was calling on us to sell capacitors made by High Energy Corp., a company he had founded a few years before.
In 1968 Inductotherm learned that the Swiss were lobbying the Mexican government to close their borders to imports of industrial machinery.
In early 1970 he was especially eager to sue a sales agency who was representing Consarc overseas.
Metalectric's new Managing Director arrived in Droitwich on November 1, 1971, to find the company's morale dismally low.
After a stint in the agency's TV and radio division in New York, she joined General Electric before moving to San Francisco in 1971.
Ultimately, our efforts to salvage our relationship with Pillar were fruitless, and on June 5, 1972--months after he had begun supplying our competitors with solid-state inverters--we received formal notice of Goggio's intent to cancel our agreement of exclusivity.
Such was the case with a company called Scientific Measurement Systems, which we'd acquired in 1972.
For Wooding, the end came at a board meeting at Consarc in February 1973.
By this time in 1975, Pillar was a formidable competitor, and Ajax, too, had introduced its own inverter and was regaining market share.
The company to which he returned in 1976 alter his Australian and English challenges was an emerging global force in the foundry industry, with manufacturing subsidiaries in Australia, England and Brazil.
Having built Inductotherm Australia to a position of dominance, though, John wanted to expand his horizons and his expertise further and, in the summer of 1976, he returned to college in the dual capacity of student and lecturer at the Caulfield Institute.
They worked on its purchase for five years before abandoning the project in 1976.
He turned in phenomenal profits as the shutter king of the world as annual sales reached 1,500,000 pair of high-quality, decorative shutters from recycled battery chips. (1978)
There, she was an account executive for a graphic design/corporate identity firm before returning to college for a graduate degree at the University of California at Berkeley, where she won an M.B.A. in 1978.
With each vote, the union's margin of defeat grew larger and larger, until on December 14, 1979, the Teamsters were again beaten, this time 3.4 to 1.
In 1981, with the South American market on a strong growth curve and the overseas and domestic operations working in concert, Jess began to look farther afield for his next assignment.
Manning joined Inductotherm in November of 1982, and Ginny was elected to Inductotherm's board of directors two months later.
In 1982 Mathews saw an opportunity to expand overseas as well as domestically when a foundry operated by the Bendix Corporation in Neunkirchen, Germany, went on the market.
Grudgingly, Roy began to see Vyas and his colleagues in a new light and, in 1983, the company known to Indian foundrymen as Inductoheat merged into a far more formidable company, Inductotherm (India) Ltd.
Nonetheless, on October 31 of 1984--a year and a half after we'd told the United States Department of Commerce about the sale---the Pentagon transmitted an urgent message to the United States Embassy in London.
They were a to Inductoheat's line of lower-frequency perfect complement heating equipment, and they greatly enhanced our position in the world-wide induction technology. (1984)
By the summer of 1986 engineers from the joint venture traveled to Rancocas to prepare for the next phase of this adventure.
In a way, what Ginny did for our advertising was similar to what that Dale Carnegie course did for our sales efforts some 31 years earlier. It had begun on April 1,1990, with a routine solicitation for funds from a fundraiser for a nearby college, Glassboro State College.
Finally, on June 29, 1990, the first of the furnaces, not yet paid for, stood on the docks of the Philadelphia waterfront, waiting to be loaded aboard a ship when a team of United States Customs agents descended with a request.
The Lear 31 had joined our fleet in the fall of 1990 and I'd spent a month at Flight Safety in Wichita Training and earning my jet rating.
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| Company name | Founded date | Revenue | Employee size | Job openings |
|---|---|---|---|---|
| Thermwood | 1969 | $22.4M | 100 | - |
| Shermco Industries | 1974 | $820.0M | 3,000 | 127 |
| EMX Industries | 1987 | $26.0M | 20 | - |
| Bartell Machinery Systems | 1940 | $33.3M | 140 | - |
| Web Printing Controls Co., Inc. | - | $1.7M | 50 | - |
| Computrols | 1983 | $8.5M | 90 | - |
| Cascade Controls | - | $78.3M | 100 | - |
| C3controls | - | $12.6M | 50 | 2 |
| Clayton Industries | - | $120.0M | 500 | - |
| VC999 Packaging Systems | - | $20.0M | 375 | - |
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