successfully designed plant to manufacture a product well adapted to existing needs, i t becomes a busiriess proposition and rr’e must have business leadership. S o t many years ago i t isas cust,omary in this country to scoff a t American chemistry, and i t v a s generally accepted t h a t oirly Gernian or other European chemists could a.ccomplish things. I was loath t o believe this RS a student of chemistry itt a n American onivcrsity, and I spent a year in Europe, preceding t h e war, finding out what made the European chemist8 so successful. I fourid t h a t there i ~ a ample s justificat,ion for t h e distinction conceded to our European colleagucs, but I found also t h a t they enjoyed the confidence of business leaders to a n extent far n e a t e r tlinn existed in this country a t t h a t time. I recall this discovery as a groat personal relief, and the revolutionary changes t h a t have grown o u t of t h e world conflict have demonstrated amply t h a t wc have in t h e United States business leadership of t.he highest rank in chemical industry.
“Where is synthetic organic chemistry going to lead us?”
It seems evident, from a study of t h e fields where i t has been applied, t h a t in practically every case i t is just beginning. It has heeir a force in the development of the past century and unquestionably will be important i n forward movements t h a t are t o come. It n.ould be seriously overrating chemistry to think t h a t i t can move independently of other forces, and at present we are faced with a n examplo of a world t h a t has been compelled to retard its progress in order to make necessary adjustments in the field of finance, politics, and international relations. Once these adjustments have heen made, however, we can look confidently upon the profitable associat,ion of research i n organic syn$hcsis, togethcr with d e s development, engineering, and business leadership, t o make many valuable contributions t o the welfare a n d comfort of i-ociety. Rrerircu .April
a,
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AMERICAN CONTEMPORARIES Charles €1 enry MacDowell AKLY in 18bT R young m a n , then in his twentieth year, entered the employ of Armour nnd Compnny in Chicago ns B backnffice stenographer. Stenographers were somewhat of a rarity in those days, so, when a few m o n t h s l a t e r a cable eode was necessary for P. 11. Armour’s approaching trip to Europe, this young man WRS asked to prepare it, ffaving as a boy worked as a printer’s devil mi the home-tohn paper and being of an artistic turn, he vas able to produce a most, e e p t a b l e list of code names, which he had bound for Mr. Armour’s convenience. This piece of work attracted tho latter’s attention ttnd hc sent fur the c o m p i l e r . Thus came Charles Henry Ma.eDorvell’sfirst direct contact \\.itkt Mr. hnnoor, and the rcsults were n suit CHARLESH. of clothes (a favorite reward of Mr. Armour’s), B transfer t o the front office, and, shortly after Mr.Armour’sreturn, promotion to the position ut‘ private secretary. Young MacDou.ell’s business career wits indeed well starbed. Cha,rles Henry MacDowell was born Octobor 21, 1867, nt J,ewistom, Ill. He is of Scotch-Irish-English descent, coming from a race of scientific and technical ancestors. His fnt,her ;tnd grandfather were physicians, his greatprrandfatlier i ~ neditor, his maternal grandfather a ocntractor and buildcr. Before he finished high school, young M n c D o d l was sent t,o vlesleynn ITniversity at BlaominL+,on, Ill., where he took R brief course in shorthand and typewriting. After some experience in court reporting a t home, he went to Chicago in similar rvork and Inter joined Amour and Company through the aid of another Armour employee, a boyhood friend. A s Mr. Armour’s priviite seeret,nry, young MaeUa\vell learned :&out all lines of the business nnd became much iiiterest,ed in the variety of commercial prohlom~that constantly confronted the orgnniaation. As n boy lie hi\d studied drawing, because his frtther had insisted it was an excellent m e n M and physical training RS well as a useful accomplishment. A sketch on his
desk one drry w m observed by P. D. Armour, Jr., who asked him to drsw plans for a city h r n he wished to build. This mdignment was s l l c c e s s f u l l y carried out, and s e v e r a l months Inter Mr. Armour, Sr., a n n o u n c e d one m o r n i n g : “No. 10 W a r e h o u s e has isllon d o w n and s p i l l e d p o r k all over the su-amp. I want you to go out to the Yards and organize nn arohitect’s department. Get an engineer and let’s build right from now on.“ This task and many other difficult problems subsequently entrusted to him by Mr. Armour gave him a heavy burden, which, although successfully carried out., caused a serious breakdorm in health, and Mr. Armour sent him t o Arizona to recuperate. While on this vacation MacDowell did not MACDOWELL relish the strong Danish hutter, all that was then obtainable in the desert country. B e had some of the new product “Butterim” Bent out from Chicago, interested the local merchants in its merits, and sold nine carloads of it and other mixed provisions while regaining his health, thereby attracting Mr. Armour’s attention to his sales nbility. When he returned to Chicago, fully roeovered, he was phced in char@! of the company’s exhibit a t the World’s Columbim Exposition. He became especially interested in the many other technical exhibit.s, particularly the one directly opposite his own booth- -that of the German Potash Industry-and from t,he rLttendants obtained all the information he could concerning the products and their utilization. Early t,he next spring, 1894, after studying the possibilities during the winter, he proposed to Mr. Armour that he be allowed t o develop the fertiliaer and other by-products of the company, venturing t o say that, if the chemical and engineering phases u-odd be studied along with distribution, a good business could bo estaLlished. Mr. Armour’s characteristic anmer was to “Let, Mae dip into the ehemirnl kettle.” This wa? the inception of bhe development of the business vhioh MctcDowell, as manager
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IN DUSTRIAL AND E
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G I S E E R I N G C H E illI S T R Y
of the Fertilizer Department of Armour and Company, and then as president of Armour Fertilizer Works, guided to a successful position as one of the largest in its field. I n building up the fertilizer end of the Armour business, MacDowel1 also took up many other by-product possibilities, calling freely on the chemical laboratory for research on each problem that arose. Satisfactory feeding products for animals and poult r y were worked out from blood, bone, and flesh offal of the packing house. A soap works was started to utilize the beef tallows and stearins then a drug on the market. Blood albumin, a t that time the only satisfactory mordant for printing blue calico, was produced as well as lower grades for waterproof glue. Hard bones were turned into knife handles, pipe bits, and a hundred other novelties. Horns and hoofs became buttons, combs, and hairpins. Waste became merchandise. All through his business career MacDowell’s strongest characteristics were initiative and resourcefulness; he was not afraid to stray from the beaten track but was ever introducing new ideas into manufacturing, merchandising, accounting, advertising, and general business methods of the industry. MacDowell was a strong believer in developing his own men and in putting on them the responsibility for results. I n very few instances were men for responsible positions secured except by promotion. Routine chemists, truck handlers, and traveling salesmen eventually became sales managers and vice presidents. While retaining intimate touch with every branch of the business, he so delegated authority to his men that his contacts with the latter became more often reports of accomplishments than direction of action. His method of direction was largely by suggestion; seldom was a direct order given. He expected his men to accept responsibility, to make their decisions, and then to carry them out. Constructive criticism was his answer t o mistakes of judgment. He believed in backing up his men, but was unwilling to accept the repetition of an error. His instructions were to deal fairly and honestly with all, firmly believing that sharp or bad practices were always boomerangs. One of his creeds was that anything good for agriculture a t large or for the fertilizer industry as a whole could only be good for his own company. However, the problems of business competition were by no means undervalued. His keen appreciation and perception of market conditions and trends enabled him to direct raw material purchases and manufacturing programs so that the 10%-estcosts commensurate with quality were maintained with post-season inventories a t a minimum. Although not technically educated, MacDowell has always been keenly interested in all things scientific. He was a ravenous reader, and no article in his field was too technical for him to read and value. He educated himself in scientific subjects through his contacts with scientific men and by his omnivorous reading; some twenty technical periodicals went regularly through his hands, including chemical, mining, agronomical, and agricultural journals, the periodicals of his own industry, and several general science reviews. His mind was constantly a t work endeavoring to translate the discoveries and research results of other industries into his omm domain. The dogmatic verdict of one of his technical staff that “It won’t work because* * * ” was but a challenge to “try it anyway.” Often it did work, and many innovations in the fertilizer industry were due to his “trying out” things that “wouldn’t n-ork.” One of the most notable of these advances n-as the use of ammonia in the liquid phase direct in fertilizer mixtures. He had work started on this problem many years before the price structure changed so as to make these raw materials economically feasible, thus stimulating the final research. A number of inventions and patents in the chemical and fertilizer fields resulted from MacDon-ell’s research activities. During the years 1914-20 he and several colleagues opened the alunite deposits of Utah and, following exhaustive experimentation, produced a carload of high-grade potassium sulfate per day
Vol. 25. No. 5
during the war period of potash shortage. MacDowell n’as in fact always on the lookout for better methods of fertilizer manufacture. He installed the first revolving concrete type of fertilizer mixer. He purchased in Europe and erected here the fir,t entirely mechanically operated phosphate den. The widespread use of these types of machines today testifies to his sound foresight. MacDowell has been an outstanding leader in the fertilizer industry, serving as a member of the Executive Committee of the Kational Fertilizer Association for thirty years and twice as its president (1904-5 and 1921-2). He has always been closely associated with its activities and has had much to do with the general policies adopted by the organization. He was made an honorary life member upon his retirement from business. Upon the entrance of the United States into the World War, MacDowell was called to Washington as a dollar-a-year man on the War Industries Board, later being made director of the Chemicals Division, and also having personal charge of the procurement and allocation of nitrate for the Gnited States. He went to Paris as an economic adviser on the Peace Commission, returning with President Wilson’s party shortly after the signing of the treaty, which he witnessed; he then resumed his duties as president of the Armour Fertilizer Works. In recognition of his services during the war he was given the Distinguished Service Medal by the United States, was made an Officer of the Legion of Honor by France, and received high decorations from the King of Belgium and King of Italy. In recognition of his various achievements in the field of science, the University of Pittsburgh in 1921 conferred upon him the honorary degree of doctor of science. In January, 1932, after forty-five years of service, MacDowell retired as President of Armour Fertilizer Works and Vice President of Armour and Company, remaining, however, as a director of the latter. Over the years, he has been associated with many organizations and activities, was president of the Western Society of Engineers, a member of the Executive Board of the American Engineering Council, and a round-table leader a t the N-illiamstoivn Institute of Politics in 1926. He has published numerous articles and has been a speaker before many national and international gatherings of business and scientific men. MacDowell was married in 1892 to Janet Borland, who was his inseparable companion until her untimely death in 1929. Although having no children of his onn, he is very fond of young people and has had several of his young relatives make their home with him in recent years. MacDowell is not a man without hobbies. Photography was an early one and still persists. He has been made an honorary member of several photographic societies and has exhibited his work abroad. He is also an artist of ability and has recently produced some excellent figure and portrait work. His greatest hobby is perhaps the growing of grass, particularly on golf courses; some of the finest greens in the Chicago district have been developed under his watchful care. The man MacDomell has been an inspiration to all those who have worked under him. He was always available, even to the humblest employee, either for business or for advice on personal troubles. He was extremely loyal to his associates, valued their opinions, asked their advice, consulted frequently with them on all matters, and often deferred to their judgment if he felt their background of opinion Tvas better than his own. The facts before him, his decisions were quickly and definitely made and maintained with full courage of conviction. He carries with him in his retirement from active business the fully merited admiration, respect, and friendship of his former competitors and the sincere regard and affection of his recent associates. FREDS.LODGE
