HANSOME ENERGY SYSTEMS
November 13, 1995
Dean Diane Dunlap
Dean Graduate School
Dear Dean Dunlap:
How delightful to learn that a “Carey Center” is opening at Hamline University in St. Paul, MN this fall.
I’ve had the good fortune of working with Mr. Carey in his early years when he was a General Manager of a motor manufacturing Company, and later while he was on the Board of Directors of my present Company. This relationship has extended over a period exceeding forty years.
It was during this association that I realized the possibility of starting a business of my own following his management philosophy.
What a revelation it was to see how his technique differed so markedly from that of many of his predecessors. In his daily walks through the factory, Mr. Carey would stop at various work stations and chat with the operators. It was evident that they looked forward to these daily visits for they in turn often made suggestions on how to improve certain operations. This relationship proved invaluable, particularly after a devastating fire which started at an adjacent plastics factory, spread and completely destroyed our entire facility in 1963.
At the time, the company was engaged in designing and manufacturing low noise motors for installation on nuclear submarines for the U.S. Navy. Motors had to be delivered to match critical shipbuilding schedules. Without a factory, the task appeared to be impossible.
As Division Manager, Mr. Carey set up temporary offices in a nearby mattress company and immediately formed special groups, each assigned to a specific task. The three major categories were:
- Locate ongoing manufacturing facilities that would cooperate by taking on our fabrication and machine work.
- Find and retrieve motor drawings from customers, shipyards and naval activities.
- Search for a new factory within acceptable employee traveling distance.
Each evening the groups would meet to exchange information on the days events.
I remember clearly hearing words of skepticism from our own corporate people, as well as media representatives, regarding our chances for success.
However, cooperating manufacturers were located in record time and they began producing parts, rapidly, under our supervision. This enabled us to deliver some motors in time to meet the required shipments.
As a result, many letters of commendation were received from Government Agencies, Shipbuilders and Naval Activities. This reaction encouraged corporate headquarters to pledge further assistance in searching for a new manufacturing plant. Shortly thereafter a plant was located and bought. Machinery was then borrowed from Government stores and the new factory went on-line. Throughout this entire resettlement period, motors continued to be produced.
There is no doubt in my mind that these results stemmed from Mr. Carey’s unusual visionary leadership. First in convincing corporate management to rebuild and continue the Division. Second in creating an atmosphere of teamwork, which helped achieve the necessary results and which profited everyone. I have oversimplified the process to be sure, but reviewing Mr. Careys work on “Democratic Capitalism,” one can see the correspondence between theory and practice. He was a strong leader who respected people and empowered them. They in turn trusted and respected him and together, we accomplished much.
Many years later Hansome Energy Systems was founded by three fledgling entrepreneurs using the Carey guidelines. We design, assemble, test, utilize the manufacturing facilities of others, and encourage company stock ownership by employees. Now in our 25th year in business, we continue to enjoy a family like atmosphere.
Enclosed is my personal contribution to the “Carey Center,” with every wish for its success and continued growth. Also enclosed is Hansome’s contribution.
Very Truly Yours
Chairman & CEO