During his time, Mr. Procter had to balance investments wisely between his stakeholder communities as he transitioned the company from manufacturing soap almost like it was made in home kettles to an automated, massive production machine with a hundred “kettles,” each one of which was three stories high, heated by steam coils, and filled with 175,000 pounds of fats/oils, caustic soda solution, and salts.
… investing in the corporation’s products, processes and people, expanding into new markets, and maintaining a sound financial position.
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Peter E. Greulich
Pete has been studying IBM and early American corporate history since his retirement in 2011. These are his thoughts and musings, and of those whose biographies he has read with links to articles and book reviews on this website.