ee: UTAH INTERNATIONAL: A BIOGRAPHY OF A BUSINESS Table 1 Apportionment of Stock, 1900 Investor Shares Sum Thomas D. Dee 40 $4,000 W.H. Wattis E. O. Wattis W. L. Wattis Marie Wattis David Eccles 1 1 1 ra) 80 100 100 100 7,/00 8,000 Joseph Clark 20 2,000 James Pingree 20 2,000 Continuing in the offices they had held in the Corey company, Dee became president of Utah Construction, with W. H. as vice president. (At age fifty-six, Dee was senior among the five officers, while W. H. was the youngest at only forty-one.) Eccles, Clark, and Pingree became directors. To avoid forfeiture in the event of Utah’s bankruptcy, Marie Wattis held seventy-seven shares on behalf of her husband W. H. and his brothers. Thus the Wattis family collectively held the same number of shares as did David Eccles, already a major stockholder in several other companies ranging from lumber and milling to banking. The board approved two other items of business that evening. W. H. moved that “the Company purchase the outfits, contracts, debts, credits, properties, grading outfit, and all and everything owned by the said Corey Brothers Company except their books and records for the sum of $24,000.” The board approved the motion and authorized the treasurer to “pay the said Corey Bros. Co. $24,000 and receive the proper transfers and assignments therefore.” Second, Eccles moved that W. H. Wattis be named general manager at a salary of $25 a month. With that, the Utah Construction Company opened for business. The new company’s first construction contract was a carryover from an earlier Corey Brothers project—grading a railroad bed between Idaho Falls and St. Anthony, Idaho, for E. H. Harriman’s Oregon Short Line (OSL), a subsidiary of the Union Pacific. (Wattis cousin Lester S$. Corey, who later served as company president,