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Carroll's experience with company acquisitions and expansions began in 1940 when he established a gauge business in Illinois.
By 1948 Carroll's holdings had grown large enough that he established American Gage and Machine Company, of which he became sole owner, as a way in which to contain his holdings.
When he left in 1953 Barriger had managed not only to save the railroad from bankruptcy, but to establish a sound financial basis for its future operations.
Even the MKT was showing a profit for the first time since 1963.
In 1965 Barriger was nearing retirement age at the Pittsburg & Lake Erie Railroad company when he heard that the Katy was in need of talented management.
Reginald Whitman became president and chairman of MKT in 1969 and is credited for being able to keep the company headed in a profitable direction.
Bee Gee Shrimp was primarily responsible for doubling the sales and earnings of Katy's Consumer Products Group in 1979, and this allowed Katy a degree of comfort during the recession years.
Katy managed to increase sales throughout the recession years of the early 1980's.
Katy needed to increase its earnings for 1985.
Chairman Carroll's comment on this turn of events in early 1986 was that Katy would "keep on running the railroad; it's a good property." What the future holds for the MKT depends greatly on its ability to meet the terms of any future offer.
He quoted the chairman as commenting: "We're leaving the [Dutch] culture of 'don't stand out; don't be better than anybody else'" (August 18, 2000).
"ABN AMRO Reports First Quarter 2001 Results," press release, May 9, 2001, http://www.abnamro.com/pressroom/releases/2001/2001-05-09-en.asp .
In another break with tradition for his company, Groenink refused to keep silent about what he saw as perhaps unpalatable predictions for 2001.
In China, ABN AMRO received approval in September 2003 to acquire a 33 percent holding in the asset-management arm of Xiangcai Securities.
"Financial Group Plans Further Biz Expansion," People's Daily online , March 31, 2004, http://english.peopledaily.com.cn/200403/31/eng20040331_139038.shtml .
He projected that by 2004 the entire restructuring program would save the bank EUR 600 million annually.
Groenink had already designed an ambitious restructuring plan, named Focus 2005, under which the bank's entire Netherlands branch network was to be restructured.
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