THE FIVE STAR HILTON SUITES OF NASHVILLE TENNESSEE

The HILTON CORPORATION opened a brand new hotel in Nashville in the early 90's, after the Houston Oilers moved to Nashville to become the new Tennessee Titans football team.

It was a 12 store structure with 330 suites, not rooms...SUITES. A most impressive lobby, two banquet rooms that would accomadate 700 each with a removable wall that could be romoved to accomadate 1500 guests for a single event.

The hotel also enclosed the "PALM" restaurant of New York fame and the "Eddie George" bar, star running back for the Titans football team.

I got a job there through a temporary service. On my first assignment there, I left the service at 7:10 a,m, and got to the hotel at 7:30. At  9 a.m. the head chef, Kyle Inman, called me into his office and asked me if I wanted to work for the hotel. I started work as a HILTON employee the next day, contrary the 90 day contract the HILTON had with the temp service...the company bought the contract out. Obviously the chef was impressed with something...or MAYBE it was because I was just DOING MY JOB...WHAT THEY PAID FOR?

Two weeks later they promoted me to "Executive Steward", I was the HNIC,, directly under the Executive Chef, Kyle Inman.
The hotel had only been in business and was in extremely poor condition, as far as cleanliness, structure in management, mainteneance and order.

Every 6 months businesses have to get a Health Inspection and the Hilton Hotel was due for one. When the inspector came and give the hotel its bi-annual inspection it was embarassing to say the least...a "52", out of 100 points possilbe. If you scored less than 50, the Health Department is required by law, to evict all personel and guest and chain and lock the doors as it has become unfit for human inhabitants....WOW!!!!
This was a HUGE shock to the "HNIC's" at the HILTON.

"HNIC's" ARE THE "HEAD NIGGAZ IN CHARGE"

The Health Department said they would be back in a week for re-inspection in a week.

The General Manager, Tom Ryback, was called to Miami to meet with the owners of the Hotel, the Souffeur Family...obviously for an ASS CHEWING.

The Assistant General Manager, Ms. Cheryl Seckmann, called a meeting of all department heads and wanted answers as to the condition and operation efficiency at the hotel...as did the owners. There were over 60 people at the meeting all sitting around one huge table in a banquet room. I was in awe at the people that...WERE NOT DOING THERE JOBS.

IT WAS QUITE OBVIOUS TO ME, BY THE ERGENCY AND ATTENTION THAT THE HEALTH SCORE HAD, THAT "ALL" THE SUPERVISORS WERE UNDER THE WATCHFUL EYE OF THE "HNIC's", AND I WAS ON ANOTHER "FACT FINDING" MISSION.

While in the meeting everybody was blaming the stewards, my employees, for not doing their jobs, and they were correct. But they made it seem like the current condition of the hotel was "my" fault.

The truth of the matter was, I had only worked at the hotel for about two weeks, and, it would have been impossible for me to have been the sole cause of the chaos...but the individual that is responsible is sitting at "this table".

I asked Cheryl Seckmann where Tom Ryback was, the GM, and she said he was in Florida, meeting with the owners of the building.

I asked Cheryl what "exactly" is Tom Ryback job description.

She stated he is the GM and the liaison betweer the Souffeur's, the people that owned the building and property, and the HIlton Corporation, whom obviously owned the business itself.

Then I asked her, what her job title was?

She stated she was the Asst. GM.

I then asked....What is your "exact" job description?

She stated, "IT IS MY JOB TO MAKE SURE THIS HOTEL RUNS EFFICIENTLY"

A silence fell over the entire room and the meeting was ended,

WE FOUND OUT  "WHAT"  THE PROBLEM  "WAS"  

AND  "WHO"  WAS AT FAULT.

Everyone at the meeting was certain I had just got my "walkin' papers". I told them, Cheryl is not stupid, if I am smart enough to find out the problem, I probably have a solution too, which I did but I needed one "tool"....authority.

When I told her what I needed as far as a "tool", she called the entire kitchen staff together, over 40 people, and stated Jack is incharge in this kitchen, only to answer to the Head Chef, Kyle Inman, the guy that offered me the job, on my first day.

THE ONLY THING KYLE "EVER" TOLD ME WAS, KEEP DOING WHAT YOU ARE DOING JACK...IT DIDN'T MATTER WHETHER IT WAS MY JOB DUTIES OR SMOKING A CIGARETTE OUTSIDE.

A week later when the Health Department showed up for re-inspection, we got a 96.7 on our score.

GUESS WHAT, TIME TO ASK FOR THE PAY RAISE I WAS OWED.

THE COMPANY HAD NO CHOICE AND IT WAS DESERVED AND
KYLE INMAN MADE IT HAPPEN....NETWORKING AND COMMUNICATION
IS HOW YOU GET THINGS DONE.
A week aftre that the Health Department came back and we scored a 99.7, everyone was impressed, but Tom Ryback, who had just came back to the hotel was stunned.

One day in the kitchen everyone seemed, well, Weird, running all over trying to look busy. One waitress said, "you better get busy, the GM is in the kitchen."

I did what I was doing, meandering around to make sure everything was done correctly and looking for something to do.

When I run into this extremely well dressed gentleman about my age, I stated, "you must be Tom Ryback?"

He said, "Yes, I am, and who are you?"

I said, "I'm Jack Davis."

He lifted an eyebrow and smiled and said, "So you are the individual I have been hearing so much about."

We parted company and...DID OUR JOBS.

WE HAD EARNED EACH OTHER'S "RESPECT" 

It is very easy to get something accommplished, give the people what they need to do the job as far as "tools", and any information they need to make  the "right" decisions.

SOMETHING THE ASSHOLES OF THE BAY AREA

"DO NOT" DO...DO YOU DICKHEADS...?

AND WHAT YOU ARE PISSED OFF AT IS:

I'M NOT STUPID ENOUGH TO GET CAUGHT
IN YOUR "SOCIAL RAT TRAP"
YOU CALL SAN FRANCISCO, LOL.

SUP NIGGAZ...DON'T HATE THE PLAYA,
HATE THE GAME, RIGHT?

After 4 months of employment and a new GM and Head Chef, the company was running at an acceptable level of performance but obviously the payroll had become a concern. This was noted by me, by the individuals they were targeting about job performance, one being myself.
I told all the "new" supervisors that I was doing my job, and doing it well and they needed to "get the fuck off my ass" and find some other "fag" to fuck with. YEP, they didn't like me because of....well I don't know, but I could tell they didn't want me working there any longer, at least some of the staff did, and I could have cared less.

I WAS NOT THERE TO KISS THEIR ASS...
I WAS THEIR TO DO A JOB.

AND IT WOULD BE DONE MY WAY,
THE "RIGHT" WAY,
AND IF THEY WANTED IT DONE ANY DIFFERENT...
THEY COULD DO IT THEMSELVES,

AND FUCK IT UP LIKE YOU DID BEFORE....
PLAIN AND SIMPLE.

The owners sent a chef, Mark Davis, up from one of their hotels in Miami Florida and he took over the grill of the Eddie George Bar. Kyle Inman was still the Head Chef in the main kitchen, where I worked. Me and Mark Davis DID NOT get along but he was not stupid, so as long as he needed me I was to be kept in employment, but the resistance to my authority was mounting.

The staff of the grill kitchen was not doing as I requested and it was causing problems that I would not be accepting of, since it was making everyones job difficult.

The chef in the grill tried to write me up with to violations of "company rules", but I was a supervisor, in a position to "override" rules when needed, as per Cheryl Seckmann, but the night supervisors persisted. I refused on two occassions and finally I was called to a meeting with Cheryl and Mark Davis. They demanded that I sign three citations for violations of company rules.

WHAT HAPPENED NEXT WAS HILARIOUS, MAYBE "INNAPROPRIATE", BUT DEFINATELY FUNNY.

Mark Davis, Cheryl Seckmann and three security guards were in the room with me, and Mark Davis handed me the three violations and said, "you have to sign these." I said, "No I don't, I was doing my job as per Cheryl." Mark stated you were doing things in violation of the company rules.
I stated the reason I was,is because the person who was to do the tasks I did, WAS NOT, and if you wanted your problem fixed, somone had to do them.
On his second attempt to force me to sign the forms, and Cheryl backing him up, which I could not believe.
I looked Cheryl Seckmann directly in the eye and pushed the forms over in front of her and stated, "Cheryl, what I want you to do with these violation forms, is to take them home with you and place them on the back of your toilet tank. And the next time you take a shit...WIPE YOUR FUCKING ASS WITH THEM."

Mark Davis was in shock with a smirk on his face.
Cheryl Seckman had a slight shock, but surpisingly, remained posed and professional, she is an amazing individual...and contrary to popular opinion, she still has my respect.
One of the guards broke out into uncontrollable laughter and was fired on the spot.
Cheryl Seckmann told the Head of Security, Kevin Fitzgerald, a good friend of mine, to escort me off the property, which he did.
Me and Kevin talked and he knew it was wrong, but he had a career at the HILTON, I didn't.
He told me I could use him as a reference anytime.

About two months later I was walking across the courtyard and the new GM, whom I knew, seen me and invited me into the hotel and bought me coffee at the Coffee Bar. Obviously he had heard I left, but not the circumstances behind my departure. Mark Davis seen me and the GM talking when he entered the lobby and turned and left to go back to the kitchen.

Tom Ryback had was transferred to another HILTON HOTEL, because of his relationship with his employees and the hotels need for a change of management, and to show the other supervisors what might happen to their jobs if...........?
Tom Ryback called me and told me that if I ever needed a reference to call the HILTON HOTEL's '800' number and ask what hotel he was at and to call him.

YOU HAVE TO RESPECT SOMEONE THAT IS FAIR AND TRUTHFUL.

MY RETURN TO SOUTH BEND CLUTCH, THE NON-COMPETITION AGREEMENT AND JIM DUVAL's DEATH

REGAL BOATS, ORLANDO, FLORIDA

DAMON TRAILERS

This is a rather large manufacturer of travel trailiers in Elkhart Indiana.

This company had a plant super-intendent named John Christianson, that worked with Duke Wedge and the two were good friends and obviously had a working knowledge of me and my abilities.

When I first started working at Damon Trailiers I worked building end walls for the units. I told the supervisor I was a millwright and preferred to work in the wood shop. He said there was not any openings int he woodshop but would notifiy human resources of my desire to change to that department.


Sue Brown was the cabinet shop supervisor, and she also headed up the mill room.

After two days Sue Brown came over to my department with my foreman and asked if I was still interested in transferring to the millroom. The current table saw operator was working 80+ per week and was still falling behind. I said yes I would transfer. My foreman said I'll fill this position and me and Sue Brown walked over to the millroom and I immediately knew why they could not get any production out of this department, which I might add, is where production starts, in the millroom, where you cut the wood to manufacture the trailers.

I told Sue the first thing I would need to do is clean the mess up, there was paneling and wood 12 inches deep on most of the floor. Very dangerous to attempt to work in this kind of environment.

Sue told me to meet her in the break area and I knew she was going to fire the current saw operator.
When she came to meet me in the break room she had the plant super-intendent, John Christianson with her.

John stated if I had ever work in the area and I told him that I had and whom I had worked for and Duke Wedges name came up and he said that is why your name "rang-a-bell", he said Duke had talked about me numerous times. I wonder about what, my bad attitude.

John told Sue Brown to let me get started int he millroom and informed me that production was the main goal, but I could do as I needed to get the job done, obviously he was aware of my abilities.
I told John I would have the millroom up to a functional level of performance in a couple days and production would not suffer.

NO  LYING HERE JASON...WHITE OR ANY OTHER FUCKING COLOR,

WE ARE TRYING TO GET SOMETHING DONE

AND WE DO NOT HAVE TIME TO DO IT TWICE,

A COMPANY AND THE LIVELIHOOD OF ITS EMPLOYEES DEPEND ON IT,

OR WE COULD SHIP ANOTHER ONE OF OUR COMPANIES TO CHINA...?

This company had some huge problems that were quite easy for me to fix:

THIS IS A "PRODUCTION" SHOP, WITH THE CAPACILTY FOR HIGH VOLUME IF THERE WAS SOME ORDER AND SOME COMMUNICATION...PAY ATTENTION HERE.

When I took over the millroom the first order of business was cleaning, which took about 4 hours.
While cleaning I noticed the employees from the cabinet shop coming back and getting their parts that were stacked on carts, all mixed up and falling off onto the floor as they navigated the carts through the chaos onroute to their assembly tables. The panels were getting scratched up and damaged from the disorder in the production areas.

After I cleaned the millroom up I notified Sue Brown that I was going to build a new saw table around the table saw. The table that they currently had was uneven and had nothing under the massive space under it but saw dust and scraps of wood and paneling. After I built the new saw table ALL of the parts to build All of the cabinets, for any/all the trailers, were under the saw table in neat bins that were all labeled with the size.

Made it real easy for the cabinet builder to pull all their own material, when they needed it, not when I cut it, and thus eliminated the carts full of parts sitting all over the millroom. Plus nothing was getting damaged.

The company was at a current production of 26 trailiers a day, which meant I had to keep at least a two day suppy of parts in each bin to cover ANY production order. Also thinking about what you were cutting out of a 4' x 8' sheet of paneling was much less wasteful. This kept the scrap down, the millroom was spotless and production was flowing smoothly, at least from the millroom.

The next day, after I had the entire millroom cleaned and straightened up and the inventory racks sorted and filled with the desired lumber products I found that their was alot of installers of cabinets from the production line coming back and getting the cabinets reordered because the ones that we had built DID NOT FIT in the trailers. After about the 8th cabinet I told Sue brown to get me a set of blueprints for the trailers that they were running that day. She stated she didn't have time and demanded I recut the parts. I called John Christianson back to my department and demanded he get the prints or i would walk out. A problem existed and we time to fix all 26 of them, remember the daily production, but we don't have time to find the "cause" and prevent it from "ever" happening...THAT IS FUCKING STUPID.

John Christianson got the prints, brought them back to me and said, "What are you going to do with them."
I said, "Fix this problem."
I went to were the problem started, in the welding shop, where they made the frames.
I told everyone to stop working and someone get me a tape measure. Some of the guys looked at me as if to say...Who in the fuck is that?
Some didn't stop working and John Christianson told them to stop working and to get me a tape measure.

LET ME SAY THIS....THERE WAS AND STILL IS RAMPANT "SPEED", METH, USE IN ELKHART, BUT THEY USE IT TO GET THROUGH A 14 TO 16 WORK DAY.
AND THE REASON THEY DON'T GET FIRED IS BECAUSE THEY DON'T "OVER-AMP" AND THEY DON'T FUCK UP THEIR JOBS...BECAUSE THEY MAKE "PIECE-RATE", ABOUT $300.00 PER DAY, IF THEY MAKE THE PRODUCTION RATE...REGARDLESS HOW MANY HOURS IT TAKES THEM.

I checked the overall length of the frame and checked the blueprint and the frame that was being built was 2 1/2" too long. We found out why nothing was fitting, and it was becasue of some drug use and a LACK OF COMMUNICATION.

The individuals cutting the steel tubing for the frames were cutting them a little on the long side 1/4" here, 1/4" there, 1/8" here, 1/8" there...it all adds up to a frame that is WRONG.!!!!!!!!!!!

The "tweekers", because of production demands and their lack of communication with each other,
were beating the over-sized parts into the gigs and they had become loose and the frames were too big.

The reason they weren't talking is because of disorder and a lack of communication and maybe there bad attitudes came from all the above and some sleep deprevation.

I BUILT A NEW GIG TO BUILD THE FRAMES ON WITH EXTRA HOLDS FOR THE METAL AND THEN MADE SURE EVERYONE HAD THE CORRECT DIMENSIONS, NOT THE ONE THAT THEY HAD BEEN USING, THE ONES DIRECTLY OFF THE BLUEPRINT....NOW "MY" CABINET PART S "WILL" FIT.

I told the lead man that the dimensions on the gigs were "critical" and the gigs that were used in a day must be checked for ddamage and repaired "before" the run of production.

I made that one of his main jobs, and "promised" him a raise. When he did his job, I demanded the company give him a raise, and they did....TEAMWORK or EXTORTION, who fucking cares.

That is all we needed to do to make this plant extremely productive, production was rolling with no flaws, thus no mistakes.

When these two problems got solved and I had implemented my production of the millroom, production had never been better and the plant super, John, had came back to tell me so.

In the millroom was a huge vertical "HOLZHER" Panel Saw. It was not being used and I asked why, it looked fairly new.

John Christianson said it would not cut square and he had representatives from the HOLZHER company coming in to look at it, since it was still under warranty.

I looked at the saw and noticed that the base of it was mounted to the concrete floor and the vertical back was mounted to the wall of the building.

When the technicians came in to look at the saw the adjusted it and ran it for about 6 hours and still could not get it to cut square.

When John came back I asked if they had fixed ot and he said no they might bring in a new saw, since they can't get that one fixed.

I walked over to the technicians and stated that the concrete slab the base was mounted to is solid, but the back of the saw is mounted to an outside wall and along the foundation is a crack, and I believed the wall had shifted and cocked the saw out of square. The one tech said you may be right.
We unbolted the saw had moved it out away from the wall by 3 feet and made bracing for the back that would bolt to the floor, instead of the wall.

GUESS WHAT IT TOOK US ONE DAY TO MOVE IT AND RE-MOUNT IT AND IT WORKED LIKE NEW....THAT SAW COULD INCREASE OUR PRODUCTION OF PARTS BY, NOT 10%, BUT 10 fold.

I made $22.00 for every trailer that went out the door, so at a production rate of 26 trailers a day and $22.00 for each one, I made a whopping $572.00 per day.

You may ask, "what fucking moron would give up a job like that?"
A fucking moron that doesn't let people lie, steal or disreapect him.

THIS IS HOW IT ALL ENDED:

After I got the areas of production that directly effected me up and running "right", the way they should run. I found someone in that are to take responsibility for their job. Promised them a raise "IF" they did their job. I was done.

All I had to do was my job and "I Know What I'm Working With", it was easy, lol.

We made "piece rate", so when your job was done you could leave and get a full days pay.

I had made my job so easy that I went to work at 6 a.m. Check the production schedule for the day.

Checked my inventory of parts and cut what I needed to meet the production schedule, remember my inventory was for 2 days.

I was done and ready to leave at 8:45 a.m.

The employees on the line got mad because I was the new employee (I had only worked there for 1 month), and I got paid over $500.00 per day and my work was done by 8 a.m. so I waited till break at 8:45, had coffee in the break room and left when everyone else was going back to work....I was headed to the bar.

Sue Brown told me that it didn't look good and asked me to stay till at least 12 noon, which I agreed.
The only reason I agreed was because the earliest a bar opened on the area was 11 a.m. and I didn't want to go home.

No one to go home to...oh, yea, the girlfriend thing.

I asked Sue what she wanted me to do till noon and she said you can help the cabinet builders. I asked her if I got their pay for the cabinets I built and she said "no". I got pissed off and said if I help that builder, the first hting I am going to help him with is some advice, and tell him to...
QUIT FUCKING OFF, AND DO YOUR FUCKING JOB.

When I was done working and after first break I would lay down on the picnic tables in the break room and take a nap. When Sue Brown heard about this and told John Christianson, he said I couldn't do that either.
I told John what I can do is QUIT, and I left the company.

PAY  ME  FOR  MY  EFFORTS  DICKHEADS,

NO  MORE  "WHITE LIE"  PROMISES.

JIM DUVAL AND SOUTH BEND CLUTCH

Jim Duval, my neighbor and friend continued working at South Bend Clutch, and after some time the owner, Jim Pyfer past. There was significant power shift in the structure of the company. Each of the three sons and Jim Duval all had an equal share of the business and it was significant. Jim Duval tool his money and left to start Michiana Builders with Jim Blakeman, Jim Ringler.
When me and Jim Duval worked together we literally ran the shop. I was the foreman, he was my #1 man, me a Jim Duval had the dope connections, lol, and we drank HELLA beer with Jim Pyfer, the kids father....none of the kids drank with their father bucause he was verbally abusive and had sent some of them to college and spent hella money and they basically failed...or rather didn't succeed.
Jim Pyfer, Jim Duval, and the foreman, me....AND THE BEER, don't forget the beer is pinnacle in developing a relationship here.
Against the sons....and NO BEER.
Easy here, we won, and had a pleasant atmosphere in the shop.
The company made money and we got paid excellent wages....It is a job, what more can you expect.
Great benefits to, insurance dental and medical and a $50.00 per day cash bonus, just for coming to work, even if you drank beer with the boss.

WHEN YOU COMBINE A GOOD JOB, GREAT MONEY AND FREE FUCKING BEER.

THIS IS A FRIKKIN' NO BRAINER DAWG.

5 YEARS OF THIS, YUP, DRINKING ISSUES.

I SAID, "FUCK IT I'LL HIRE AN ATTORNEY,

GIVE ME ANOTHER BEER."

IT'S ALL ABOUT MONEY, RIGHT MICHEAL FELL.!!!!

JASON, OR THE FUCKING UNDERGROUND WHAT DO YOU THINK?

REALLY THESE KIDS SUCCEEDED,

 BECAUSE OF WHAT THEY LEARNED FROM

AN ALCOHOLIC AND A FAG, RIGHT, AT LEAST,

 THAT IS THE WAY "YOU" SEE IT.

YOU TOLD ME JASON,

 TO CHANGE "MY" PERCEPTION.

I SEE IT AS...
THEY LEARNED IT FROM JACK
PLAIN AND SIMPLY

YOUR "PERCEPTION", IS YOUR OPINION OF WHAT YOU ARE LOOKING AT.!!!!!

NOW WE ALL HAVE OUR OPINIONS AND WE ARE ENTITLED TO THEM, YOU CAN FORM AN OPINION OF SOMEONE BY WHAT THEY SAY...PER THE "AUDIO IMPLANTS", NOT WHAT YOU "SEE", YOU FORM AN OPINION BEFORE YOU EVEN MEET THE PEROSN.

YOU ARE GETTING MORE NARROW-MINDED BY YOUR ACTIONS....GETTING SMARTER JASON? 
I WOULD SAY NO...YOU ARE GETTING SIGNIFICANTLY, MORE STUDIP.

STUPIDITY IS...LACKING THE ABILITY TO LEARN.

TALKING TO PEOPLE IS HOW YOU HEAR, COMPREHEND AND LEARN.

LEER TRUCK CAPS

This company is one of the nations largest manufacturers of truck caps.

While employed here I ran saws in a metal shop.
They also paid piece rate here and the pay was $1.70 to $2.30 per cap and the daily production was around 110 to 130 caps on an average day, in peak sales months it would go as high as 175.
At $2.30 per cap and an daily production of 130 caps, came out to just under $300.00 per day.
I worked at this company 4 times, and each time I left their employ it was over job responsibilites or money. Wanting me to do someone elses job for no additional pay, just because I was....what?
GAY or GOOD? 

YOU TELL ME, BECAUSE I COULD CARE LESS,

YOUR PAYING MY WAGE NOW AND I DON'T EVEN WORK, LOL. 

PLAYA, PLAYIN' DA GAME, NIGGAZ



COACHMAN TRAILERS

This is one of the first, and one of the biggest, trailer factories in Elkhart Indiana I worked at....COACHMAN.
It is also the company where I would meet DUKE WEDGE, the plant super-intedent.
you will hear more about Duke in other posts as/if you read more, he worked at numerous companies in Elkhart and the surrounnding areas.
My employment at this company was short and I returned, to work there, once, after I quit the first time.

TENNESSEE CLUTCH formerly DUKE'S CLUTCH AND SUPPLY

HUSKEY LUMBER COMPANY

THIS IS A CHRISTIAN COMPANY, AND I WORKED AT IT FOR 3 YEARS....

WITH MY VULGAR HUGE MOUTH, BELIEVE OT OR NOT.

IT IS ALSO WHERE I MIGHT ALOT OF REALLY NICE PEOPLE..

ONE BEING JOHN SCHAUB, A VERY SPECIAL FRIEND OF MINE.

When I started at Husley Lumber I was hired in as a yard employee, loading and unloading trucks with a forklift, helping customers frind the lumber in the yard they purchased inside the store and general duties involved in the lumber business,

After about 6 months of employment the owner and president, Jim Huskey, asked me if I wanted to do lumber "take-offs". A "take-off" is when you calculate the lumber needed to build a house off of the set of blueprints for the house. Since I was in Nashville Tennessee most of the new homes being built by this company were of people of noteworthy standing in the community....THE COUNRTY MUSIC community. Many of the people were quite wealthy and built mansions. These structures were of immense footage, a majority of the homes had square footage over 8,000 and some as large as 12,000 square footage.

The homes had to be "stucturally engineered" and that was part of my job....engineering mansions of the country music stars.

One house in particular I did was for Tony Brown, a country record producer. It was featured in Architectual Digest magazine. The home is a single level home with 3 bedrooms, a weight room and a theater that sat about 20 people and a dining room that would seat 30 people and a leather floor in the library. It was a 10,000 square foot home and had a guest cottage behind, with an observatory on the roof and a 4 car garage. MOST IMPRESSIVE.

The contractor "Groovy", did called me when he was done and told me he has never seen a more complicated house to build and never seen a take-off as close as the one I did for this lot.

Ed Jenkins, of Pinnacle Builders of Brentwood Tessessee, who has been building custom homes for over 40 years told me "he has never, in all his year of being a contractor, EVER seen take-offs as close as the ones I complete".
He stated it was phenomenal....No, Ed just right, lol.
PAY ATTENTION TO WHAT YOU ARE DOING.

I was quite the talk of the constuction site and since they are a bunch of beer drinkers, the bar also...and they all went to church too, so I imagine I was also talked about after the Sunday service.
I'm just doing my job...right, I might add.
Y'all are doing all the talking.

People,noticing too much about what Jack was doing and talking about me,caused quite a problem for the company...just like the non-competition agreement did at South Bend Clutch.

LOWE'S HOME IMPROVEMENT was trying to monopolize on the aggressive and extremely lucrative housing market in the middle Tennessee area, but they could not get a take-off done right, let alone in a timely manner. Making money is all about timing, and contractors have to have a tight schedule if they are to make money.

When word had spread about my speed and accuracy at my job the competitors wanted to capitalize on my talents.

They would have a home owner or contractor bring in a blueprint for a take-off (estimate), and LOWE'S would have one of their employees dress up in street clothes and pose as the home owner and bring their blueprints in to Huskey Lumber to get an estimate done...by me.

THINK PEOPLE...I WAS DOING THE WORK LOAD

OF TWO LARGE LUMBER COMPANIES,

AND GETTING PAID FROM ONE.

When the owner caught wind of what was going on he started charging to do the estimates...ten cents per square foot.
An 8,000 square foot home, which is average, was $800.00 for the estimate, and believe it or not, LOWE'S was willing to pay us to do it...WOW.!!!!!!!

I WAS ON SALARY...$750.00  PER WEEK

The owner of the company wouldn't allow it....smart man.
He would allow LOWE'S to find out how to put Huskey Lumber out of business, maybe.
Hiring a key individual that was making him money and keeping his customer base happy, profitable and satisfied.

IT IS THE WAY BUSINESS IS DONE...DO YOU HEAR ME  "BAY AREA DICKHEADS"

I also did numerous homes for stars of note...Martina McBride, George Strait and Ronnie Dunn of BROOKS AND DUNN fame.

I gained a rather notorious reputation as being very fast and extremely detail oriented, as my take-offs were extremely close as far as, accuracy in the amount of lumber and engineering accuracy.

The reason I was so proficient was because the job was very challenging and I enjoyed it, and liked working with most of the people at the company.

I STILL DRANK AND LEFT THE COMPANY

BECAUSE OF THE STRESS LEVEL

OF MY JOB DUTIES

ALSO, MY FRIEND, JOHN SCHAUB, HAD QUIT

AND THE JOB WAS NOT AS FUN

AS IT WAS WHEN HE WORKED THERE.

The top salesman at the company, Floyd Barnes, who was a certified engineer and the top salesman of lumber in the area, stated once when I caught and engineering error that could have caused a problem that could have gotten and entire house torn down to the basement and rebuilt, "Jack you are better at this than I am." I took it as a complement but it was just "team work" to get the job done right.

JUST HELPING MY TEAM MEMBERS OUT TO GET THE JOB DONE...THAT'S ALL.


Floyd Barnes and Michael Cooper, where the individuals that helped me learn to do my job, the least thing I could do is return the respect, when I could and, definately when I was asked.

LEADER INDUSTRIES, INC.

This company had some of the DUMBEST individuals working in management, I have ever met.

I worked nights and the 1st shift supervisor, and guy named Randy was a literal  "IDIOT", with a social disorder. The one my therapist Jason Blantz has...CRI, Cranial Rectal Inversion, in short, he has his head stuck in his ass.

The company makes "fire dampers", these are louvered vents that help smother a fire, and cut of the oxygen (air) supply, in the event of a fire.

The company had a roll-forming machine that formed the metal for the dampers. It was not holding the tolerances needed to meet the specifications of the customers, and the company's quality standards.

A company sent over their engineer to input a "correction factor" in the computer panel for the machine that was to bring the specification back within the tolerances of quality control...but it failed.

THE COMPANY CONTINUED TO RUN THE MACHINE...EVEN THOUGH IT WAS PRODUCING HUNDREDS OF DAMPERS THAT WERE "WRONG".!!!!!!!!!!!!!!!!!!!!

Think of the "carbon footprint" here, wasted metal, energy, time, and money...but it generated job at the metal recycling plant, lol.

The lesbian foreman, Cindy, on the night shift, was cool and I got along with her, Randy, the day shift foreman was an IDIOT.

One night after about three days of running the WRONG dampers I told Cindy to get the 'manual' for the roll-forming machine and stated the "WE" needed to fix the "problem.

I WILL NOT DO A FUCKING JOB WRONG...THAT IS FUCKING "STUPID"...remember stupidity is the inability to learn.

The machine and the engineer were going to "learn".

I told Cindy to get me the manual and she stated that the "engineer" said that he would fix the machine...I stated he has tried for the last three days, AND FAILED.

Hearing that, she got the manual, and here she came, with the ass-kissing IDIOT day foreman, Randy.

They wanted to know what I was doing. I told him I was going to FIX the machine....our problem, not "my" problem, busting this dumbass in the mouth and quitting would have accommplished that.

I wanted to "HELP" these 'ignorant' people.

IGNORANCE IS BEING "UNIFORMED", TELL THEM AND THEN SHOW THEM...
AND THEY "WILL" LELARN..............GET IT JASON BLANTZ AND THE REST OF THE
BAY AREA....OPEN YOUR FUCKING MOUTHS AND TALK DICKHEADS.

JASON YOU AND JILIAN CLARK SAY,

"JACK TRY SOMETHING NEW, DO THINGS DIFFERENT."

HOW'S ABOUT SKULLFUCKING Ms. CLARK

OR YOUR GIRLFRIEND JASON,

WHILE YOU ARE FUCKING ME JASON? 

DUMBASS

I told Randy and Cindy that to fix the machine, if the "correction factor" wasn't working, make the machine think it was...BRAND NEW.

They looked at me like I was NUTS....and I laughed inside and said...WATCH, LISTEN AND LEARN.

When the machine was bought new you told it what to do by inputting the information it needed to do the job you wanted, right?

Well dunbass, do that again...COMMON-FUCKING-SENSE.

The information it has is not nessessarily wrong, but it obviously isn't correct, and it obviously is going to take >more than> an adjustment.

So lets tell it "EXACTLY", what we want it to do.

I erased all the information and input the information that was put input when it was "new" and guess what....IT PERFORMED FLAWLESSLY.!!!!!!!!!!!!!!!!!

TO THE FUCKING ASSHOLES OF THE BAY AREA

YOU INPUT INFORMATION INTO JACK

THROUGH HIS FUCKING EARS

IN AUDIOIBLE FREQUECIES,

COMMONLY CALLED.....SPEECH.

DO YOU FUCKING MORONS GET THIS YET?

THE INFORMATION I HAVE IS NOT WRONG, OR I WOULD BE IN JAIL, RIGHT, BUT IT IS OBVIOUSLY, BY YOUR COMMENTS AND BEHAVIOR, NOT "CORRECT".

YOUR STUPID FUCKING ASS CAN FIGURE THE REST OUT YOURSELF, DUMMY.!! 

I subsequestly quit this job because they could not handle a FAG showing them how to do their job...not telling them, showing them, so they believe and trust me, I show them that
I AM NOT A LIAR...TRUST ISSUES.!!!!
ASK YOURSELF "WHY" PEOPLE TRUST ME?

MICHAEL FELL TOLD ME ONCE, "JACK DO YOU KNOW WHY I LIKE YOU?"
I SAID, "NO I DON'T."
HE SAID, "YOUR ACTIONS MIMICK WHAT COMES OUT OF YOUR MOUTH."

TRUST COMES FROM NOT LYINNG

AND

TELLING SOMEONE THE TRUTH.

IF THEY DON'T BELIEVE YOU....SHOW THEM.

IT IS REAL FUCKING EASY

YOU DUMB MOTHER FUCKERS.

YOU DUMB-ASSES WON'T EVEN TALK.!!!!

NASHVILLE LUMBER COMPANY

This lumber company had been in business for over 100 years when I had applied for employment. I had applied for a position as sales support for the outside salesman that catered to the contractors that were building homes in and around the Nashville Tennessee area.

One of the sales staff, Roy Barberi, was the top lumber sales man in Tennessee. After working for the company for a very short time I noticed that the home builders, the companies that actually built the homes to have the real estate brokers sell, were having billing problems with Nashville Lumber.

This lumber company was in a locked contract with the home builders to have a "bid" price that they paid for each tract home that was built...these were not "custum" homes.

The company was over-charging the home builders, over the "locked contract bid price".

The contract stated that if the bill was over the "bid" price the company did not have to pay the bill, until it was at or under the bid price. ron Truex was the plant super-intendent and the foreman, Steve, had the job of setting the lumber prices as to correspond to the 'bid' prices on the bills as to correctly invoice the customers. What he was failing to do was price all the other items, as to be at or under the bid price, such as hangers, re bar, jack posts and any other item you use to build a house, besides lumber.

John Hunter was the "accounts receivable" representative for the company. To make himself look good and the rest of the company, he was taking the checks from the companies that owed us money, and regardless what the check had been written specifically to cover the expense of, Nashville Lumber was applying the checks to whatever the oldest "open" invoices in the "open transaction" report were. letting it appear as all the invoices were paid "up to date", and there could have not been anything further from the truth. As a matter of fact, the company was owed more than 5 million dollars in invoices and most were more than 2 years old.

When Mr. Hunter had applied these checks to the oldest invoices in our system it made it impossible to tell what exactly had been paid for. The remittance form our customers sent every month with there checks, showing "what" the checks were paying for was ignored by our clerk, John Hunter. Ron Truex, the plant manager was well aware of the behavior of his subordinates but since he could not fix the problem it was being covered up and ignored to the tune of  over
 $ 5,660,000.00.!!!!!!

AFTER OVER 100 YEARS IN BUSINESS

YOU WOULD THINK THEY COULD DO SOMETHING RIGHT. 

IT WAS OBVIOUS TO ME THAT THEY WERE NOT LEARNING ANYTHING,

AT LEAST ABOUT THEIR JOBS....WHAT THEY WERE GETTING PAID TO DO.

One of the largest customer that Nashville Lumber had was PULTE HOMES of California, the largest manufacturer of homes in the United States.

One day Roy Barberi came in to the office and said that he had a meeting with the regional manager of PULTE HOMES and asked if I would attend the meeting with him. He had stated before about the billing problem and I told him I would check into a remedy for the company's billing problems, which spanned the entire customer base.

Roy had asked me to generate the invoices that had not been paid by the company because of overbidding and to bring copies to the meeting. The stack of invoices for the month was about 9 inches tall. They had to be signed by the regional manager and then resubmitted to the company, PULTE HOMES for payment.

Not only was this going to make Roy, our company, John Hunter and Ron Trues look bad, it also made the regonal manager look like he was not doing his job.

At the meeting when the invoices came up, and the manager found out that the 9 inch stack of invoices were just for the current month, he was livid and ask how many more were there from months before this, and Roy stated, "there is alot."

The regional manager of PULTE HOMES took the stack of invoices and threw them across the room and stated that if our company could not bill them correctly, he would find a company that would.
When we left Roy stated, "We have to fix this problem, we can't afford to lose them as a customer."
As if that needed to be said. I told Roy that I would find a solution.

SOMETHING THAT NEEDS TO BE STATED HERE IS THAT THE MACHO EMPLOYEES....THE ONES WITH GIRLFRIENDS AND NO FUCKING BRAINS

STATED THAT THE LAST PERSON TO HOLD MY JOB WAS A FAG, TOO.

AND HE COULDN'T FIX THE PROBLEM EITHER, AS IF BEING GAY

WAS SOMETHING THAT WOULD HINDER MY, OR ANYBODYS,

ABILITY TO DO A HETRO-SEXUAL MAN'S JOB.

THEY DID NOT KNOW "WHAT THEY WERE WORKING WITH"

RIGHT MICHAEL FELL.????

We had a meeting with the upper management of our company to find out "if" there was a viable solution to the staggering problem the company was having with cash flow. In the meeting the first obvious question was "can we get paid the money these companies owe us?" We need to know "exactly" what has been paid for. Well, now that was impossible from the company's point of view, since they all had been so good at covering it up for so long, and since John Hunter had disregarded the remittance form sent with the checks, it did seem impossible and everyone thought that nobody knew "exactly" what had been paid for.


They could have called the companies and told them they were all a bunch of mindless assholes that don't have a fucking clue what they are doing except fucking up, but their "hetro-sexual" MACHO ego's wouldn't let them.

I then told the company run an 'Open Transaction' report, of everything in your computer that
HAS NOT BEEN PAID FOR.

Then re-bill the companies. The company will send it back, if it has been paid for with a copy of the cancelled check. The invoices that have not been paid for yet, they will send back with notification they have not been paid yet.

THEY ARE THE LARGEST HOME BUILDER IN THE NATION,

THEY WANT THEIR BOOKS IN ORDER....

UNLIKE NASHVILLE LUMBER.

The company said...okay Jack, get it done.

When I ran the open transaction report, it took 7 1/2 boxes of invoices and took an "OKIDATA 9-pin Printer" 4 1/2 hours to print the invoices.

Setting beside my desk the stack of invoices was 4 foot 7 inches tall, and it all had to be mailed.

While the rest of the clerical staff was mailing the invoices I had printed out to find what monies we were owed, I tried to teach the sales staff, you know the guys with the big egos, small dicks, girlfriends and a job that they could not do, how to tie a "pick ticket", what they used to pull the lumber order, to a "purchased order", what the company's used for added materials, and then generate all of them into an itemized billing invoice.......IT WAS FUCKING IMPOSSIBLE TO DO WITH IMBECILES.

Since it was obvious that we had a power struggle going on here and I knew just how to shift this, I had done it in numerous other jobs and situations.

I had the monumental task of finding out the "why" of what this problem consisted of and that I found out when I found that the bids that the company submitted to the companies were just for lumber, and only lumber. When the prices for the other items fluctuated it pushed the bids over the set price.
This seemed easy enought to fix. I got into the computer and "set" the prices at the "bid" prices, per the original bids the company's officer had signed....DONE WITH THAT JOB.

Next was a fact finding hunt to find out who was doing this, and when I found out, point it out to the HNIC (head nigga in charge) Ron Truex, and tell him to do his job, by making whomever do his job
correct.

The bids were to make sure the home builder would get the materials at a cost as to make a fair profit on there efforts, not much to ask, if your in business to make money. Also they were there to make sure that some imbeciles at a lumber company didn't  rip you off with extra material costs.

Roy had a hard time understanding why the regional manager got so mad and threw the invoices at us, the invoices were only over bid by a couple of dollars.
The gentleman stated, "Roy we are the nations largest home builder, we build over a million homes a year."

ROY ARE YOU MISSING SOMETHING HERE.

ON A "PROFIT AND LOSE" SHEET,

A COUPLE DOLLARS ON 1,000,000 HOUSES IS

A HELLA LOT OF FUCKING MONEY, DUMMY.!!!!!!!!!

TRY LOOKING AT IT FROM "THEIR" POINT OF VIEW...CHANGE YOUR "PERCEPTION"


While the company was doing Mr. John Hunter's job, by telling us what they had correctly paid for I was accessing a system in Nashville Lumber's computer system to make sure this problem was solved, and would never happen again.

IF YOU DO YOUR JOBS CORRECTLY.

The system on the computer was a DATALINE "Enterprise" software system and in it I found a "permenant transaction" mode, that would allow you to input a transaction that, if it was to be used again to billl the exact same items or materials to a specific company you entered in this mode and it became a "password" protected "BID".

Regardless whether you have a flucuation in your cost of material that you obviously needed to pass on to your regular customers. Your volume customers, that need set pricing as to be competitve in any market, may demand, as did Pulte Homes, and the regional manager of Pulte Homes.

The 'bids' were of all the materials it took to completely frame a house, about $30,000.00 to $45,000.00 of lumber, for each of the 2300 bids...there was alot of information to input into the computer database.

When the signed "contract bids" were entered in the computer, all 2300 of them, you should be able to do this with a minimal amount of physical effort....pushing keys.

But the brain power......minimal to, IF YOU LISTEN TO THE FAG.

WHICH THE DUMB MOTHER FUCKERS DIDN'T.!!!!!!!!!!!


The company was owed a whopping 5.66 million dollars....WOW, for lumber.

THAT IS ALOT OF FUCKING LUMBER....DAMN.!!!!!!!

It took me almost 4 months to get all this done, working about 12 to 14 hours per day, but only getting paid for 8 hours, the company had cut out all "overtime" for non-essential, employees.

MUST HAVE THOUGHT I WAS "EXPENDABLE",
LIKE THE BAY AREA DICKHEADS.!!!!

When the home building companies had sent the invoices back with the information we, at Nashville Lumber, needed. Exactly what they had paid for, which we didn't know, I started sending them invoices, that were correctly billed, per the bids, and the checks started flowing in and I received numerous phone call praising my ability....

TO DO MY FUCKING JOB......RIGHT.

ARROGANT

 I DON'T KNOW AND DON'T FUCKING CARE.

I LOOKED AT IT AS, NOT A JOB "WELL DONE",

JUST A JOB THAT IS DONE, THE WAY IT WAS
"ENGINEERED" TO BE DONE. 

THAT I WILL NOT HAVE TO DO OVER EVER AGAIN.

Mr. Michael Arrajj of Urban Housing & Health, and his staff is trying to engineer a society from what he stated to me. Hey asshole, machines don't have attitudes, like my bad one, and emotions and they, machines, do exactly what you tell them to do...right or wrong, IF THEY ARE ABLE TO.

I SHOULD ENGINEER YOU AND YOUR STAFF A SWIFT KICK IN THE ASS.

When this "permanent transaction" system was set up in place and running I started billing the customers and one of the first checks we received was from PULTE HOMES for a whopping 1.6 million dollars, the largest check the company had ever deposited in the bank, in the entire 100+ years of being in business. 

ARROGANT....I DON'T THINK SO, BUT "I" GOT A HUGE SENSE OF ACCOMPLISHMENT OUT OF NUMEROUS THINGS....

• #1 - DOING MY JOB
• #2 - SHOWING THE DICKHEADS AT THE COMPANY "WHAT THEY WERE WORKING WITH", Michael Fell.
• #3 - MAKING A COMPLETE ASS OUT OF ALL THE DUMMIES AT THE COMPANY
• #4 - MAKING MY JOB EASY, SO MY MONEY WOULDN'T COME "HARD", LIKE MY "SSDI" CHECK OF $1,400.00. AND YOU THOUGHT I WAS.....WHAT, STUPID?
• #5 - AND BEING ABLE TO SIT ON MY ASS AND MAKE MONEY, JUST LIKE I AM NOW, WITH SSDI.

 IT IS JUST THEN, I WAS MAKING IT FOR ALL OF US AT NASHVILLE LUMBER. YOU CAN'T SEEM TO UNDERSTAND THAT YOU COULD MAKE MONEY "WITH" ME BUT YOU REFUSE TO COMMUNICATE....DICKHEAD.
WELL BESIDES STEALING ALL MY SHIT AND FUCKING UP THE REST, WHICH IS TREATABLE, I'LL FUCK IT UP FOR YOU, OKAY.

The company, when I hired in, told me that if I did a "good job" they would compensate me with a raise in pay. Well I had heard that before, but that is not what I wanted at that moment, what I wanted was a job, and that is what I had.
After I had solved their problem, and did a stellar job at it, that is when I called them on their...oh yea, Jason, THEIR FUCKING "WHITE LIE", that's what it is right?
When I asked for my raise, they stated the company could not, because they had what they wanted and didn't see why the would have to take demands form a FAG, right?
Well, I seen this coming, and, I had "ACT II" of...FUCKING UP NASHVILLE LUMBER.

Well the company was owed 5.6 million and "we" recovered 5.3 million in less than 6 months, the company lost about $380,000.00, which the accountant, Gina, said was "nothing" in comparison.

The "permanent transactions" I input into their computer system was password protected and they took me as a push-over and I found that:

DISRESPECTFUL AND ARROGANT

DO YOU GET THIS YET?

YOU WILL BE TOLERATE AND ACCEPTING OF MY BEHAVIOR, NOT ME OF YOURS.

Well since I had proved to them "what they were working with", and they had showed me what I was working with and proved them to be lying assed mother fuckers, such as the assholes at Urban Housing and Health, I had to teach them some "SOCIAL CONDITIONING".

If you want to hit someone were it hurts, hit them in the wallet. You, the people of the Bay Area, have been trying to do that for a while now. My disabilities are permanent and non-treatable, and my check is in the mail, lol.

I printed out a "hard copy" of the PERMANENT TRANSACTION report and then "DELETED" the entire billing system out of their computer system. I stepped into the bathroom and tucked down the back of my pants, went out to my desk and told the staff I was going to lunch and left...permanently.

The salesman, Roy Barberi, called me at home and asked why I didn't return to work after lunch and I told them "exactly" what I had done and, more importantly, why.

He had the owner call me and threaten me to return "his" property, the report. That I found arrogant as hell, and told him he could ask for whatever he wanted....I was demanding my FUCKING raise.
He told me that he was a fine upstanding individual and attended church every Sunday, and all that social shit that made him look good to others, but I didn't care what you looked like to anyone but me, and my "perception" of you is:

YOU ARE A LYING FUCKING PEICE OF SHIT

THAT NEEDS A REALITY CHECK ABOUT FAGS

THAT YOUR TRY TO INTIMIDATE.

HE NEVER GOT HIS REPORT AND

I NEVER GOT ANOTHER GOOD PAYINNG JOB...

WHAT I DID GET WAS....

A SOCIAL DISORDER AND

A $1,400.00 PER MONTH CHECK, LMFAO.!!!!

DICKHEADS

                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    

SOUTH BEND CLUTCH

I started working at South Bend Clutch in 1975. It was in a building with another company, Kaley Motor Service. Jim Pyfer owned the company and he hired my brother Jim about a 1-1/2 years earlier, right after my brother got out of school. Kaley Motor rebuilt diesel engines, drag and stock car motors, machined just about any metal on any surface, full service machine shop....and South Bend Clutch rebuild anything that could transfer power...clutches, power take-off, brake clutches, any friction application.

Jim Pyfer had failed at this same line of work 4 or 5 times previous to his attempt at South Bend Clutch. It was not from alcohol like some think, it was from going broke and moving...the clutch inventory was in 55 gallon barrels with water dripping on them for the last 15 years from the leaking roof. The equipment was barely running on a good day and the staff...all the staff, and employees had hangovers or were wasted on pot when they got to work.

After 2 years of employment, I was the top rebuilder and my brother was the foreman. I left for lunch and when I came back I found out the my brother was fired and I was the foreman. The problem here for me was, my best friend and neighbor Jim Duval, was a chronic alcohol...we called him "holi" as a nickname, he was easy to cover for. The other three employees were Jim Pyfer's two step sons and his own oldest boy, Walter, whom was a good friend of mine.

Basically, My brother, Jim Davis got me the job, Jim Pyfer taught me how to rebuild clutches, and the clutches and Jim Pyfer, taught Jack ALOT about common-sense. I taught Jim Pyfer to make money in business. 

He run the front counter, very good people person, astonishing common-sense. I run the back aggressive multi-task, with great time management skills , btw, don't forget the "common-sense"...aggressive cause I LIKED MY JOB, multi-task cause I THINK, great time management skills cause I KNOW WHAT I'M WORKING WITH.

COMMON-SENSE, WHEN I TOLD YOU

WHAT I CAN DO AND

WHEN IT WILL BE DONE,

COME GET IT.

WE MADE "HELLA"

FUCKING MONEY.!!!!!

One of the key things that people tell me, "you are hard on machinery", like riding the bikes.
You have to have well built and well maintained equipment, regardless of it's age,
to maintain a "performance level" to be profitable.

When we moved to the building Jim Pyfer need a new "airless shot blaster", GOFF was the manufacture, an independent company in Oklahoma. We bought a 6 cu.ft. blaster and the other, more important piece of machinery we had, and it made more money than any other piece of equipment, was a 1927 BLANCHARD surface grinder. The shields for the motor and the moving lubricated parts, were worn to the point it was letting coolant get on the parts and they were rusting and wearing. We cleaned the machine up and fabricated new replacement shielding, and the machine is still, to this very day in operation at this company. Well maintained...YOU BET AND IT RUNS GREAT. 

About ten years ago, I went into South Bend Clutch around the holidays. Woody and me chatted about the business and he told me that the BLANCHARD COMPANY had offered to buy their Blanchard grinder...the company called it a "baby blanchard", it was the smallest model they had ever produced and they only made 6 of them. They were amazed that it even ran, let alone the condition it was in. They said they wanted it for their museum. Woody laugh and said, "Hell no, it make us too much money, and was the one machine that built their company". But the main reason was, it was old but, it was not ready for retirement." Woody told the Blanchard Company that if and when South Bend Clutch was ready to retire the grinder they would be first in line to get it. It seems it has a notorious reputation, the grinder, for making companies succeed, hmmm. They should call if "Jack", lmfao.

YOU GOT TO KNOW, "WHAT YOUR WORKING WITH"...RIGHT MIKE FELL?

DOES THAT SOUND FAMILIAR, THAT IS TO THE BAY AREA. OR THE FUCKING UNDERGROUND...WE REALLY NEED TO DEVELOP A BETTER  RELATIONSHIP.
IT IS THE WAY BUSINESS IS DONE.

A year later we moved from Kaley Motor's, to the new location the company is presently at. We bought new machine and had a new shop to step up to our liking, actually my liking mostly and Jim Pyfer placement of the heavy machinery for electrical purposes.

The increase in our sales was phenomenal and the company improved, the improvement was from great customer service, high quality products and a personal relationship with with our customers....NOT working our customers. We developed this one-on-one relationship with our customers by listenning to "exactly" what they wanted or needed and delivered "exactly" what worked. We had open communication, they were the customers and we were the experts, we listened to each other and then decided on a mutually beneficial agreement on cost, and built a product that worked.
IF WE COULD NOT OR WOULD NOT COME TO A "MUTUALLY BENEFICIAL AGREEMENT" MY BOSS, JIM PYFER, WOULD TELL THEM TO TAKE THEIR BUSINESS SOMEWHERE ELSE...OUR COMPANY WOULD NOT DO THE JOB "WRONG"...OR REPUTATION DEPENDED ON OUR HONEST APPROACH TO BUSINESS.

HEY DO YOU GET THIS DICKHEADS????


Two years after the move, in 1981,I left the company because of personal problems with Jim Pyfer and the company as whole, and left...communication  problem. Wasn't money, I made $ 595.00 per week, plus had 24/7 access to the shop and dealt marijuana to the customer and staff, the son and the stepsons, their friends....Lots and Lots of money. Oh about once every three months i went to the scrap metal yard from the shop...net income between $700.00 and $1,500.00.

Where's it at....Good questions, here's a hint:

BAR TABS, ATTORNEYS FEES, LAWSUITS, FINES, BOND, OH, YEA AND LINCOLN CONTINENTAL CAR PAYMENT'S AND GMC 4X4 TRUCK PAYMENTS.

AND BEER.!!!!!!! 

RENT, HOME STEREO @ $12,000.00 in 1978

Jim Pyfer called me days later and asked if I was coming back to work. I said no. He stated that he would leave my job vacant for one year...If I did not come back to resume my position he would fill it. His son next in line as foreman, or Jim Duval, my neighbor and good friend. I told Jim Pyfer to mail my check to me, and I never went back into that shop for 7 years.

DO YOU THINK I WAS FEED UP, A LITTLE IRRITATED, IT WASN'T ABOUT MONEY, IT WAS ABOUT LACK OF RESPECT, BLATANT, LACK OF RESPECT, AND COMMUNICATION, NOBODY WANTED TO TALK ABOUT A SOLUTION.
HMMMM, DOES THAT SOUND FAMILIAR


JASON BLANTZ THINK ABOUT THIS STATEMENT BELOW:
THINKS IT IS A PATTERN THAT HAS MADE ME FAIL, OR YOU.
I CAME TO YOU FOR HELP, WE HAVE A PROBLEM AND A LACK OF RESPECT FOR EACH OTHER AND YOU DON'T WANT TO TALK ABOUT A SOLUTION...I'M ASKING, DICKHEAD.