his own horn early and loud. But he was always a man of accomplishment and his deeds revealed him to top management. They made him General Manager, and things started to happen. Allen would be the last man to claim all the credit, and certainly he has had help from the organisation which he largely has put together. He would be quick to give credit to Les Corey, the President whom he succeeded. He would be the first to point out the wise guidance of Marriner Eccles, the Chairman of our Board and one of the nation's most astute minds. He would--and constantly does--acknowledge and emphasize help received from those of us who assist him. However, in speaking of Allen Christensen I keep thinking of Plato--I believe it waswho divided the world roughly between the creators and the caretakers. There are few creators and many caretakers, and Christensen is a creator who discovers goals, devises means, and gives directional drive and pace to our business enterprise. So I shall use Allen Christensen to illustrate my first point that the success of a business enterprise depends upon the nature and the character and quality of the men who manage it. He took over a Company of excellent reputation and sound financial condition, but its other assets were pretty largely wasted away. After the completion of the Hoover Dam the Company had let the lead pass to outside hands and had been content largely to play the role of an investor in joint ventures managed by others. The result was that its pool of skilled manpower had dwindled, its inventory of heavy construction equipment was small, and its competitors no longer feared it as an aggressive contender in the bidding arena. Christensen changed all that. Under his leadership Utah Construction Company took on a new character, became a strong, aggressive 4