Dredging and manufacturing land proved to be a hard way to serve the Lord. Our biggest loss ever started from a modest investment in a golf course development and never did I have more management help from the Board of Directors. Each was a self-appointed expert on how to run a golf club. Utah displayed over the years the ability to recognize opportunity and to get in its way. The iron ore deposits near Cedar City were known in Brigham Young's time but it took the construction of the Columbia Geneva Plant at Provo during World War II to make them valuable. In Utah we were early in our recognition that the established steel centers could no longer be served by nearby sources of iron ore and coking coal but would have to depend on faraway sources and imported supplies. We also foresaw that these raw materials would have to move from mine to market on a bridge of ships and that the ships in current use were too small and too inefficient. We recognized the huge potential savings in transportation costs that could come from making the ships bigger and extending the effective reach from mine to market. Marcona led the way in pioneering bigger and bigger ships, ordering 32,000 tonners when the standard was 10,500 tons and now ships of 150,000 tons are not uncommon. In the beginning we had no marketing people and precious little staff. We found that for our purposes the most reliable market survey was to sign a customer to a long term contract. This had another advantage. We also had precious little capital or unused credit and preselling through the long term contract 8