Without boasting I think I can say that we cut down the contractor's estimate by at least a full day. I know they had to do some hustling to get the pile-drivers to the spot on time.
On the next job I had to begin all over again with a new gang. It seemed a pity that all my work on the other should be wasted but I didn't say anything. For two months I took each time the men I had and did my best with them. I had my reward in finding myself placed at the head of a constantly increasing force. I also found that I was being sent on all the hurry-up work. I learned something every day. Finally when the time seemed ripe I went to the contractor's agent with the proposition towards which I had all along been working. This was that I should be allowed to hire my own men.
The agent was skeptical at first about the wisdom of entrusting such power as this to a subordinate but I put my case to him squarely. I said in brief that I was sure I could pick a gang of fifty men who would do the work of seventy-five. I told him that for a year now I had been making notes on the best workers and I thought I could secure them. But I would have to do it myself. It would be only through my personal influence with them that they could be got. He raised several objections but I finally said:
"Let me try it anyhow. The men won't cost you any more than the others and if I don't make good it's easy enough to go back to the old way."
It's queer how stubbornly business men cling to routine. They get stuck in a system and hate to change. He finally gave me permission to see the men. I was then to turn them over to the regular paymaster who would engage them. This was all I wanted and with my note book I started out.
It was no easy job for me and for a week I had to cut out my night school and give all my time to it. Many of the men had moved and others had gone into other work but I kept at it night after night trotting from one end of the city to the other until I rounded up about thirty of them. This seemed to me enough to form a core. I could pick up others from time to time as I found them. The men remembered me and when I told them something of my plan they all agreed with a grin to report for work as soon as they were free. And this was how Carleton's gang happened to be formed.
It took me about three months to put all my fifty men into good working order and it wasn't for a year that I had my machine where I wanted it. But it was a success from the start. At the end of a year I learned that even the contractor himself began to speak with some pride of Carleton's gang. And he used it. He used it hard. In fact he made something of a special feature of it. It began to bring him emergency business. Wherever speed was a big essential, he secured the contract through my gang. He used us altogether for foundation work and his business increased so rapidly that we were never idle. I became proud of my men and my reputation.
But of course this success—this proof that my idea was a good one—only whetted my appetite for the big goal still ahead of me. I was eager for the day when this group of men should really be Carleton's gang. It was hard in a way to see the result of my own thought and work turning out big profits for another when all I needed was a little capital to make it my own. Still I knew I must be patient. There were many things yet that I must learn before I should be competent to undertake contracts for myself. In the meanwhile I could satisfy my ambition by constantly strengthening and perfecting the machine.
Then, too, I found that the gang was bringing me into closer touch with my superiors. One day I was called to the office of the firm and there I met the two men who until now had been nothing to me but two names. For a year I had stared at these names painted in black on white boards and posted about the grounds of every job upon which I had worked. I had never thought of them as human beings so much as some hidden force—like the unseen dynamo of a power plant. They were both Irish-Americans—strong, prosperous-looking men. Somehow they made me distinctly conscious of my own ancestry. I don't mean that I was over-proud—in a way I don't suppose there was anything to boast of in the Carletons—but as I stood before these men in the position of a minor employee I suppose that unconsciously I looked for something in my past to offset my present humiliating situation. And from a business point of view, it was humiliating. The Carletons had been in this country two hundred years and these men but twenty-five or thirty and yet I was the man who stood while they faced me in their easy chairs before their roll-top desks. It was then that I was glad to remember there hadn't been a war in this country in which a Carleton had not played his part. I held myself a little better for the thought.
They were unaffected and business-like but when they spoke it was plain "Carleton" and when I spoke it was "Mr. Corkery," or "Mr. Galvin." That was right and proper enough.