B4 - 5-narodzin-i

B4. O CANADA!
'The following fragment of the chapter B4 O CANADA! corresponds
to Pages 146 to 153.
Translated by Author dated 12/06/11(to be edited).
B4. Fourth Life. CANADA.
1.Canada. 2. Beginnings. 3. Patricia. 4. Master Builder. 5. Project Management.
2. BEGINNINGS
6. 1959-1969 Decade at the Top. 7. Family. 8. Four
painful blows.
9. Invincible. The Power of One. Decade of Dramas. 10. Lena returns. 11. Kingston.
1. CANADA.
- Here I am starting to build a New LIFE... to create a New 'Me', - my 'Forth Life'.
- Here I am starting my Family, I become a husband and a father.
- Here I am starting my career, I become an Engineer-Architect, Master-Builder, Entrepreneur...
- Here I am building my Home, my Temple... Chata.
- Here I am building a Base for new Riches and new Values
- Here I am enriching my soul, my intellect, my intelligence, my New Life...
- Here, ... I become Somebody...
If I stayed in England, I might remain a frustrated civil servant. If I returned to Poland, I would be
someone else, maybe again concentration camp inmate, or a prisoner. If I found myself in USA, I might most
likely, as a pilot, find myself in Korea, and might not survive that that war...
The environment determines your Future, and the 'situation' dictates how to respond
And 'I'?... chasing rainbows... maneuvering, choosing, reaching, or in search for new milieu... so to get
and closer to the Goal... However, the road to the Goal is not that clear, but complex, protracted, and
not that simple...
And, Canada was almost just an accident...
I sensed, maybe consciously, that England, - English realities, will not offer me the opportunities to
achieve my life potential. I am not even sure if that was on my mind. There were many reasons. One of the
factors, no doubt, was that, when they needed us, we were their heroes, but now we are unwelcome...
One way or the other, I decided to change the 'Situation'. I wanted to have a control over my destiny.
However, as of then, Canada was only a promise.
Nevertheless, I was starting to discover and familiarize myself with the new world, with new
environment, with new opportunities, and with my Self, - with my limitations. As for my assets, except for
education, I had none. And even that will show shortly as insufficient.
'Canada smells with resin'
Canada is a huge country...
'From Ocean to Ocean to Ocean'. From Pacific to Atlantic to Arctic...
From St Johns, the capital of Newfoundland, is closer to Wrzesnia, than from the same point to western
shores of Vancouver Island...
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Toronto is located, more or less, at the same latitude as Rome, but the Canadian North approaches the
North Pole.
The range of Rock Mountains stretches across the whole width of Canada, from Alaska to USA.
Thru the Gulf and the Seaway of St Lawrence, lakes and rivers, ocean ships reach the centre of the
continent. The length of this passage is over 3 700 km.
The Great Lake constitute the world largest reservoir of fresh water . The first French settlers called
them Sweet Seas.
Lake Superior is the largest lake in the world, except for Caspian Sea. Canada, though it is 30 times
larger than Poland, has smaller population than Poland. Most of its people settled in the southern belt along the
border of USA. The North of Canada is virtually empty.
The first people of Canada were the Indian Tribes, similarly as in both Americas. Today they live in
Reserves. Not many survived, as the 'civilized' Europeans, over centuries systematically slaughtered them.
Rocky Mountains near Banff.
The first European settlers were French. They settled in the tributary of St Lawrence River, early in the
seventeen century, on the lands they called New France. 60 years later, west of New France rose a private
Empire under the name of Hudson's Bay Company. That Company took possession of all the lands around
Hudson Bay and great part of middle Canada and northern part of today's USA. They ruled over that territory as
if they were a sovereign state. Their main income came out of Fur Trading.
Fur Traders
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Canada today.
In 1759, in the battle of 'Plains of Abraham', today in the City of Quebec, which lasted less than one
hour, changed the history of Canada. The British won over the French. The leaders of both armies, general Wolf
and Marquis de Montcalm, lost their lives in this short encounter.
The French, until now, still did not reconcile with that defeat.
Gen Wolf on the deathbed
From 1867 to 1982, Canada was gradually becoming a sovereign nation. Today it is a constitutional
monarchy and parliamentary democracy. Queen's functions are limited to ceremonial events.
Canada has 10 Provinces and 3 Territories. Each Province has its own Parliament and its own
Government. The Federal Government in Ottawa is mainly responsible for National Defense and for the
Foreign Affairs. Canada defines itself as a Multicultural Society. English and French are the official languages.
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The conflict between English and French still dominates interior politics of the nation. Half of Quebec
population wants independence.
Today, Canada is one of the largest economic powers in the world. Next to Saudi Arabia she has the
largest deposits of crude oil in the world. She is by far the largest trade partner with USA. Each day billions of
dollars of goods cross its borders. The trade exchanges between Canada and USA are larger than trade between
Europe and China taken together. So, Canada is very much dependant on her powerful neighbor, not only
economically, but also culturally. Though Hollywood dominate not only in Canada. Canadians do not like Bush
and Canadian politicians bravely did not sent their troops to Iraq.
Americans are proud of being Americans, Canadians are proud of not being Americans.
For many years Canada was considered as the most desirable country to live in. Today she dropped to
the level of USA, to 13th place. However three Canadian Cities out of ten, are placed at the world's top,
according to 'The Economist', Vancouver, Toronto and Calgary. Vancouver is in the first place, and not for the
first time.
Polish Toronto.
In Toronto, its population speaks in 170 tongues.
In Toronto we have also close to 100 thousand Poles, little more than in the region of Wrzesnia.
However we have here two dailies and, depending on the time of the day, around ten weeklies. As nearly, each
day, new ones appear, while other disappear...
I doubt, if Wrzesnia's weekly, 'Wiadomosci Wrzesinskie' or 'Fakty', which in the meantime collapsed,
would have here any chance of survival. Farther, we have a choice of two, sometimes three TV programs and
over a dozen of radio programs, also depending on a time of the day.
Each week we enjoy a choice of polish entertainment spectacles, frequently with famous artists from
Poland.
There are many Canadians of national stature with polish roots. Sir Casimir Gzowski. He built railways
and bridges in Ontario. Queen Victoria appointed him Governor General of Ontario. In the park named after
him, in Toronto, stands his monument. His great-grandson Peter Gzowski was very popular and well known
journalist. Among others are: Wayne Gretzky, Janina Fialkowska(student of Artur Rubinstein), Aleksandra
Wozniak, Janusz Zurakowski, senator Stan Haidasz, Don Mazankowski(deputy Prime minister and 'minister of
everything'), George Radwanski, Mark Starowicz, Eva Stachniak, gen Walter J. Natynczyk - Chief of the
Defence Staff of the Canadian Forces, prof Witold Rybczynski, gen Stefan Sznuk, Andrew Charles Mynarski
VC. Zbigniew Brzezinski's formative years were spent in Loyola High School and McGill University in
Montreal.
Jaroslaw Abramow-Newerly is dividing his creative time between Toronto and Warsaw. Dr Andrzej
Pawlowski, a Renaissance Man, is a writer, sculptor and he produced series of very interesting TV series.
We are proud of our two, sometimes even three symphony orchestras. The conductor of one of them and
its choir 'Polish Symfonia', is a Canadian, Michael Newnham. He studied music in Warsaw, speaks fluent polish
and is married to the polish cellist Zuzanna Chomicka.
John Paul II visited us frequently, even before he became a Pope. We build in his honor several
monuments. The one in Toronto, built in 1994, at the cost of $860 000, 14 times the price of the one in
Wrzesnia.
In Canada, we have close to a million citizen of polish origin, and if we include the 'illegals', probably
well over a million. In polish style, '2 Poles and 3 organizations', we must have here close to one thousand of
them. However, we continually squabble, very much like in Wrzesnia...
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Sir Casimir Gzowski
Konrad Studnicki, zona Lena i Jarek Szymanowski
przed pomnikiem Jana Pawła w Toronto
Canada is one of the largest economic powers in the world. Next to Saudi Arabia she has the largest
deposits of crude oil in the world. She is by far the largest trade partner with USA. Each day billions of dollars
of goods cross its borders. The trade exchanges between Canada and USA are larger than trade between Europe
and China taken together. So, Canada is very much dependant on her powerful neighbor, not only economically,
but also culturally. Though Hollywood dominate not only in Canada. Canadians do not like Bush and Canadian
politicians bravely did not sent their troops to Iraq.
Americans are proud of being Americans, Canadians are proud not of being Americans.
For many years Canada was considered as the most desirable country to live in. Today she dropped to
the level of USA, to 13th place. However three Canadian Cities out of ten, are placed at the world's top,
according to 'The Economist', Vancouver, Toronto and Calgary. Vancouver is in the first place, and not for the
first time.
Canada in 1952.
When I arrived here, in 1952, Canada was a different country. She was called 'Dominion of Canada'.
The Anglo-Saxons dominated. You could not become a civil servant, or policeman without being a member of
masonic lodge. If you were a Jew, you could not buy a home, in many parts of Toronto. On the streetcar, to
speak polish or any other language, would be risky. They called Canadian French 'the frogs'.
On Queen Street, Toronto main artery, near the City Hall, the sidewalks were still of wooden planks.
Not very save either. The wind was chasing loose newspapers on the street, and on the front steps of street
houses reigned fortune tellers and prostitutes. This must have been the reason, that Toronto at that time was
called a 'Hogg Town'...
When still in Britain I saw Canada, same as majority of British, as a colonial country. Though then in
my plans, I considered Canada only as a transitory place. I intended to stop here until I've got my visa to the
States, on the way to Los Angeles California, where my friend Ozda, from Ministry of Works, already found a
job and a place for me to live. However, that never happened...
When I arrived in Halifax, after two week sea voyage, the weather was dismal. Thick fog and gloomy.
Petty custom formalities did not help. Unwelcome feeling...
I set out for Montreal, by train, with all my worldly possessions, two steel covered suitcases and a carton
with my phonograph. I chose a 'colonial' class, as that was all I could afford. In the wagons, wooden seats,
better than in Russia, but not the same as in England. I was not impressed...
I arrived in Montreal next day. Montreal impressed me as a cosmopolitan City, I liked that. It was then
the largest Canadian City. Most of the Banks and the largest corporations had their headquarters here. Though
Quebec was a French Province, all of those were in the hands of Anglo-Saxons.
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Later on, in 2006, I was surprised, that Montreal was declared by Travelers Digest, as number one City
in the world, in the sphere of culture, architecture, history and atmosphere.
I stopped with a polish family Kotowicz, friends of a chap I met on Scythia. Without delay I started
searching for a job. Despite the fact that this was a time of recession, after few days I've got an offer of a job as
a surveyor with one of one of the two largest railway corporations, Canadian Pacific. Unfortunately the job
required me to move to northern Quebec.
Olympic Stadium. Montreal. 1976.
Thanks to help from Audrey, I had an assured employment, as a draftsman with steel company in
Toronto, so I declined the offer. I did not want to get lost in Quebec northern taigas. After three years in London
I became 'City man', though I hope, not a philistine...
I noticed, however that my 'english' accent and my military past, were received very positively. It
appears that these 'ecogenes', which I acquired during my latest 'Life', while in war and in England, have proven
useful, - and fitted the new milieu...
I must add, that the offer I've got from Canadian Pacific, was not available to 'Quebecois', francophones!
Something here appeared to me out of joint. Unfair... - I, a foreigner, had greater opportunity and privileges,
than 'natives', - obvious discrimination against the natives...
First steps in Toronto.
Two weeks later I left for Toronto. I found here my school friend, from Wales and London, Jerry
Szymanowski. I did not know that there were others here, Myszkowski and Dimitri Klimow, whom I knew
from Middle East, possibly even further back, from Uzbekistan. When in UK we trained in RAF in Hucknall
and Newport. I found them later, accidentally.
Jerry helped me to find a room at 35 St Clarens, in western part of the City, not that far from my future
job at JT Hepburn. I found that my landlords were polish Germans, though it took a while before they admitted
it. I choose this place, because the rate was only $5 per week, and $50 was all I had left in my pocket. The room
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was in the attic, but came with clean bed sheets, which were regularly changed by host's daughters. One of them
was my age, the other younger. The younger one was advancing friendly gestures towards me. I ignored that, as
my heart was filled with longing for Audrey.
Next day I reported, with recommendation letter in my hand, to the firm of Hepburn. They hired me on
the spot(...'ecogenes' again) as a shop drawings draftsman. As engineering assistant with Ministry of Works in
London I did also design drawing, but this was different. I did not have any experience in this. However I
learned fast. The pay was nearly twice what I was getting at Ministry of Works.
I met there Marian Zyszkiewicz. Later I became a godfathers of his only son Richard. Years later
Marian insisted, that he remembered me from those years, coming to the office with bowler-hat, umbrella and
smoking pipe. I don't remember I ever owned a 'derby'... The pipe broke when I was chasing a streetcar, and
umbrella likely, despite the fact that in Canada it did not rain as often as in UK.
No doubt many saw mi as an Englishman. I had longer hair, longer 'MacIntosh', and english accent, 'polishenglish. accent...
With regard to 'accent', - it is interesting, it is an interesting subject. After two years in Wales, my
friends in London were telling me that I speak with the Welsh accent('polish-welsh' accent...).
Joseph Conrad started to learn English at the same age as I did. Apparently his accent was as bad as
mine...
Toronto today
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The following fragment of the chapter B4 O CANADA! corresponds to Pages 153 to 229
Translated by Andrew Sozanski dated 12/03/28 (to be edited).
2. BEGINNINGS
P.Eng.
All the 'ecogenes', acquired in England, turned out to be very useful in Canada. I discovered that
I could not function as professional engineer, work as one, or even call myself one, having only an engineering
degree. For this a membership in the Association of Professional Engineers of Ontario was requisite and it
permitted the holder the use of the letters P.Eng. after his name. The Association was authorized by the
provincial government to licence qualified candidates and to oversee their practices. Similar licences are
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required for other professionals, such as physicians, architects and lawyers.
Without delay I went into APEO's office to enquire whether my degree and experience would suffice. To
my surprise, I was received by the director of the association himself, col. Ted Medland, an Englishman recently
arrived in Canada. He showed interest in my war experiences and my impressions of Great Britain. I sensed that
this was of more interest to him than my professional qualifications. He warmed to me as to “one of his own”!?
My application was filled on the spot. It was to be reviewed by a special committee. He would take care of that.
I suspect, that several factors had swayed the colonel in my favour. Having left England shortly after the
war, he had fresh memories of the heroic exploits by the Poles in the Battle of Britain, at Monte Casino and in
the fields of Normandy. During the war, in Toronto itself, a group of outstanding Polish engineers, with
experience in pre-war Polish aeronautical establishments, worked here for the armament firms Avro and
McDonnell Douglas. Many of them joined the Association of Polish Engineers in Canada, which facilitated
entry to membership of APEO. Another favourable factor was, of course, the fact that Sir Casimir Gzowski was
one of the founders of APEO, now under the direction of col. Medland.
So, already in May, a mere three months later (instead of three or four years, or not at all), I received my
P.Eng. It was easier to be Polish in Canada than in England, or maybe even in Poland. A good omen.
In 1984, I had the honour of being elected president of the Association of Polish Engineers in Canada.
EDD – A Setback
During those early months in Canada I was filled with optimism for the future, self assurance, faith in
my prospects and a new vigour.
Canada offered a new start; I was free to act, unfettered by responsibilities and stimulated by changes and the
promise of a new continent. The “ecogenes” of a subsistence farmer-entrepreneur from Grzybow, Knieja and
Wrzesnia outlasted gulags, war and England and awakened, revived and imposed on me instincts of selfreliance, enterprise and action. But would that be enough? Was I ready to act? I felt that I had nothing to lose.
In May, as soon as I got my P.Eng, I rented an office, or rather a room with a desk and telephone, at 2371/2 Yonge Street, in downtown Toronto. I registered a company under the name, Engineering, Design &
Drafting and advertised for after-hours' help from engineers, architects and draftsmen. This way I could count
on having a pick of these pros, on call. More than a hundred of them responded! Those were recession years. I
was astonished and petrified. I worried if I could satisfy their expectations. But, in reality, I failed to identify the
crux of the problem: the need to secure clients first. The necessary materials, men and expertise were available,
but not buyers. For hours and days, I phoned potential clients in the yellow pages and begged at all offices that
seemed to offer promise of work. To no avail. I did not understand why. I did not know how to sell my product
and how to sell myself... how to find a customer... how to be a businessman.
Worse, I did not know that I did not know and that I was so naive.
The work that I did get was not enough to pay for myself , or even to cover costs of the office and
telephone. A complete fiasco!
Penance
After three months I closed the office and started looking for work to have enough to eat and earn 5
dollars to pay the rent. My savings were soon exhausted. In a recession neither P.Eng nor my English
background helped. My enthusiasm suffered a check, but not my determination, or was it desperation? Could
not blame it on the recession, I simply screwed up. I failed the critical test, lacking the basic acumen of an
entrepreneur. Academic education was useless without street smarts.
I ran short of money for bread and went hungry, but paid the rent. I turned down an offer of a fifty dollar
loan from Jerry, doubting my ability to repay. Having lost all self-respect, I decided to punish myself.
Several days later I found part-time jobs loading beer barrels, cleaning yards, etc. Often, my co-workers
were ex-prisoners. Later, I was hired as seasonal farm worker, picking tomatoes and potatoes, at 26 cents per
hour, also with prisoners. This was one eighth of what I had earned at Hepburn's. Conditions were brutal. After
eight hours I could hardly straighten up and my fingers were badly swollen. The farmer served us a meal
without milk or even water. This experience was even worse than the one in Knieja.
The earnings from these jobs, however, gave me enough to pay rent and buy bread. I saved daily ten
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cents on transportation by walking instead of taking the streetcar. These walks served as a necessary therapy.
They gave me time to think about what happened. I analyzed my situation and considered what should be done.
It came to me that I lacked the right education and that my university and English background were not
enough. A start from the roots – from Knieja and Grzybow was required.
On the attack again - de profundis
A few weeks later I was emerging from the shock and even became proud of having survived and not
breaking down. I had lost a battle, but got up to fight again.
As for a plan: vision, enthusiasm, will, desire and work were not enough. Audrey wrote me almost
daily. Kept my spirits up. Some of her letters are like pages of poetry, simple and lyrical. Full of hope that soon
we will reunite. She surprised me with this unexpected talent. I missed her. My bags still unpacked, I considered
returning.
She was prepared to come to Canada; already had her visa. But I could not admit to her my current
plight. Going to the U.S. was not an option. Pilots there were given short training and sent to Korea. This was
no longer for me. But I was not ready to give up.
I bounced off the bottom. After all, I have outlived gulags and war. I am an engineer and in Canada. I
must prepare for and develop a career in this profession as an independent consultant. Self-sufficiency is my
goal.
I decided that for the next few years I would work only for short stints with small companies that
together would offer me a wide range of experience required to operate successfully an engineering business.
Construction surveyor
At the beginning of September, I found, at last permanent employment, but not as an engineer. I did not
even admit to being one, since during recession demand for engineers was very low. I was hired as surveyor on
an industrial building project by then the largest construction company in Canada, Anglin Norcross. This was
my first experience of actually working on construction site. Among my responsibilities was checking if the
work proceeded according to plan. Although this was not a small firm, I learned a lot. I saw how the
foundations were laid down and observed how the project was organized and managed and, also, how a large
concern functioned. This company had erected in the thirties in Toronto the tallest skyscraper in the British
Commonwealth. Later, they built a Ford car factory, then the largest in Canada and, later still, the modern city
hall in Toronto.
It then became clear to me that Anglin Norcross were not builders sensu srticto. They were, rather,
middlemen who organized and managed the project. They employed engineers, draftsmen, construction
supervisors, surveyors, book-keepers, administrators and secretaries, plenty of secretaries. But not carpenters,
bricklayers, plumbers, electricians and other tradesmen that were supplied by subcontracting firms. Of this I
took notice.
Visionary working for consultants
According to plan, after six months I moved to JC Crump Consultants.
Mr. Crump was an elderly engineer of Norwegian extraction. There were more than twenty engineers and
draftsmen working in his office. The office was managed by a two metre tall American, Stan Keys. He spoke a
few words of Polish and, I suspected, he may have been of Polish descent. Maybe his real Polish name had been
Stas Kijewski or something like it. He was impressed with me having been a pilot, a mechanical engineer and
Polish. Perhaps that is why I was hired. Most projects on which we worked there were contracted by the large
aeroplane factory, Avro. I did not work there very long and learned little. I remember best one particularly
intriguing incident. Stan assigned me the task of sketching an aeroplane of the future. I am neither an artist nor a
designer of planes. But, apparently, he thought that, having been a pilot, I might be stimulated to visualize the
plane of tomorrow. And this I accomplished almost effortlessly.
Incidentally, a year later, Avro started work on its project CF-105 Arrow, which suspiciously looked like
my free-hand sketch. For years, I was congratulating myself for my vision, either out of conviction, or, more
likely, conceit. However, I learned recently that Kazimierz Siemienowicz had a similar idea already in early
seventeenth century.
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It is interesting to note that in 1958 this fighter plane was first flown by the famous test pilot and hero of
the Battle of Britain, col. John Zurakowski. Later, in the same plane, he was the first pilot in Canada to break
the sound barrier. Arrow was considered to be the most up-to-date fighter at the time. In 1959 the Canadian
government, for reasons unknown to this day, decided to scrap its production and ordered to destroy all existing
models of the aircraft. Thousands of outstanding engineers lost their jobs. Many were later hired by NASA in
the U.S. Zurakowski retired in Ontario's Kaszuby region, near Wilno, so-named by the first Polish immigrants
in Canada who had settled there. He died a few years back.
Avro Arrow
Draftsman in a “circus”
My next employment was with a company that was more like a circus or theatre. But it was a business. I
worked there a full year. If it ever happened that I could not be independent and were forced to work for
someone else, this kind of workplace would be my choice. The owners of this business were three Biller
brothers. They were Jews. The eldest, Irving, was born in Poland. His parents came to Canada shortly after the
First World War. The father started this business by collecting scrap-metal. He pushed a cart with a bell on
streets barking for scrap. Just like in Poland. He sold this material to small smelters. After WWII, one of his
sons, Hy graduated in engineering but never got a licence, either because he was a Jew or incompetent.
The sons carried on their father's occupation. The eldest, Irving, became leader of the group. He was
energetic, resourceful and enterprising. Although a schemer, he was likeable. It was hard not to like him, but to
trust him was another matter. It was probably on his initiative that they began buying more scrap, from which
they segregated larger pieces of steel and iron and made bars and columns for building purposes. These they
sold to construction companies. The remainder was sold to smelters. They worked out of their own house,
located on Maria Street in a poor district of Toronto. Earnings increased, but so did competition. The
Tannenbaum family, also originating from Poland and with a similar history, amassed in time a large fortune.
One of them, Max, was considered to be in the 1980s the richest man in Canada. His brother, Joe, competed not
only with Irving, but with his own brother. Joe's daughter married Robert Kaplan, who became minister of
justice in the federal government. Today, his sons are regarded as patrons of the arts in Toronto and across
Canada. It is worthy of admiration that one family was able within two generations to rise from destitution to
great wealth, prominence in government and cultural patronage. And it did not happen for reasons we might
expect.
We may have occasion to return to this subject.
In-house factory
When I started with the Billers they already operated as West Toronto Steel company. Work was in their
original house, but they no longer lived there. In addition to the three of them, Irving's sister-in-law, Honey and
her inept husband, Harold occupied offices downstairs. We, including two Russians: Daniel Poliakoff and
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Sergey Kozakov; the Scot, Jim Mackenzie; the East Indian, Hargit Dhillon; the German, Ted Fitzselman and
myself, worked in the former bedrooms upstairs. Fitzselman did cost estimating and the rest were draftsmen. I
did not admit to being an engineer, fearing I would not be hired. Engineers were still not in fashion. Behind the
house, the garage was modified as a workshop for fabricating construction steel. More than ten iron workers
worked in the garage and the adjoining open yard. They were mostly Ukrainians. Spaces were cramped.
Incredible noise and chaos reigned throughout. In the office the brothers quarrelled loudly everyday and all the
time. Occasionally, there were fights. Authority over this anarchy was wielded by little Honey. Everyone,
including Irving, were scared of her. One of her tasks was to reconcile the adversaries. Theatre, circus and
chaos! All was in the open and accessible to viewers, as if on a stage. But also there were results.
My work as draftsman, similarly like at Hepburn's, was appreciated because of my field experience,
while Irving admired me mostly for that “I attended Oxford”. He boasted to his clients that he had a student
from Oxford working for him. This, because in my resume I had stated that I completed a course in Oxford
English, that being the name of the course.
Upstairs it was quieter. Three bedrooms had been merged for use by draftsmen. An annex, three steps
below, contained the fourth room, probably once a child's, occupied by Fitz. And just as well, because Daniel
hated him.
On every occasion he would point a finger at him and threaten: “I remember you in uniform”. Dan had
lived through a brutal war, was wounded several times and spent some years in German prisoner-of-war camps.
Jim worked across from me. Although not an engineer, he was among us the best qualified as draftsman
of working sketches. He brought these talents from Glasgow. He was even better known and valued for his
exceptional sense of humour. From eight to five, without a break, he told jokes without repeating himself. That
did not interfere with his work. He continues to tell jokes to this day, but from time to time he repeats himself.
Our company regularly went bankrupt. But resourceful Irving never lost his Cadillac, his house or us. There was
only change in the company name. Whenever this happened, Irving transferred the business, including us, to his
competitor Joe Tannenbaum, who held in the vicinity a similar but prosperous plant, under the name
Runnymede Steel. In time, Joe realized that in order to free himself from small clients and small projects from
which it was difficult to make much money, he should seek entry into the upper leagues dominated by the
Anglo-Saxon firms like Dominion Steel and even the lesser John T Hepburn. These reaped projects from the
government, large banks and large firms, such as Ford , General Motors, Chrysler, etc. Bridges, schools, large
factories, skyscrapers. It was not easy, because the freemasons might be involved, probably with connections to
unions and civil servants. Both Joe and Irving operated outside this system and, as Jews, they were still non
grata.
But Joe found a way out. Instead of bidding directly, he bid with his competitors for a part of their
contract, at a lower price than they could do it in their own plants. He could do this because his employees were
not unionized, thus cheaper and more efficient.
Brain for sale
One of such projects was a plan to build a large bridge over Burligton Bay, on which was located the
largest steel smelter in Canada, Stelco Steel. This bridge would shorten the distance from Toronto to the US and
Niagara by a dozen miles or so and would allow access to the smelter by oceangoing ships. The projects was in
two parts, the main bridge over the bay and access ramps to the main structure.
At this time we belonged to Joe. Daniel was a good engineer and designer, although without a licence.
Before the war, he had worked in the USSR on bridges. So Joe assigned to him the task to look at the plans and
find a way to simplify this structure. Dan found a way with excellent results. One of the firms which had
tendered for this project was Dominion Bridge, the largest steel construction company in Canada. Joe knew that
he had no chance to tender directly to the ministry. So he approached Dominion Bridge with the proposition that
if they win the tender based on Dan's project, they grant his firm a subcontract for building access structures.
More steel was needed for these than for the main bridge. He guaranteed to build this cheaper and faster than
they could do it in their own plant. The rest is history.
Dominion won the bidding thanks to Joe and Joe won thanks to Dan. Dan received maybe a ten dollars'
raise. Joe made a pile of money on this job and later garnered hundreds of millions. He became expert in bridge
construction and built bridges all over Canada. His daughter married a future government minister and his sons
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patronize Canadian culture. Eventually, he was probably inducted into the masonic order.
For Daniel and myself this was a good lesson: knowledge and brains can be bought cheaply, as well as a
freemason membership. Money is a wonderful tool! I doubt if Daniel benefited from it. I myself had realized
this two years earlier after launching EDD, but it did not help. However, this lesson confirmed it.
Burlington Skyway
Fitz
When we returned to “our” base, it already had a new name: Irving Steel. At this time, Harry Trefler, a
young and energetic Canadian Jew, joined our group, perhaps with money. While there were no titles in this
new firm, he seemed influential. Fitzselman was now more important and asked Irving for an assistant. He
chose me and I moved to his room. I was quite happy, since cost estimation is of utmost importance in any
business, especially in construction business. Hy Biller did not like it, thinking that as an engineer, he should be
responsible for this. For this reason he hated Fitz maybe even more than Dan did. One day, without warning, he
appeared at the door of our room with a fierce look in his eyes. His hair stood up, his eyes nearly popping out of
their orbits. Looking tall and formidable, he blocked the exit. He started choking, but made a clear signal.
Shaking his fist at Fitz, he screamed: “If you don't leave this minute I will break every bone in your body!
Scram!” Fitz managed to grab his briefcase and disappeared, never to return. And Hy, still in a trance of fury,
went up to the table on which Fitz had worked and which was screwed to the floor, ripped it out and dumped it
in a lake. Irving did not protest, even though he needed Fitz. But he persuaded Fitz to continue working at home
or in his car, at a safe distance from Maria Street.
Almost a year passed since I started working in this extraordinary environment. I purchased a new car, a
1953 Oldsmobile. This impressed Trefler. I bought this car with a view to the future.
Engineer in a “circus”
Before I left, I had one more adventure. Ukrainians brought in plans for an Orthodox Church, to be built
in the western part of the city, on Lakeshore Blvd. Dan elaborated the building plans. But neither Dan nor
Kodak, the architect had a licence to obtain a building permit. Everyone, especially Irving, were surprised when
I revealed that I was licensed, had a P.Eng stamp and offered help. Thus, I left this firm as an engineer.
A year spent in this turbulent setting, a surrealistic experience, taught me more than years of studying.
For this was a school of the street, a school of business. It was a major step on my way to independence. Here, I
also found friends. Everyone from 'upstairs' became a somebody. Hargit is today president of the Foundation
Company of Canada, one of the largest building firms. Fitzselman became a prosperous developer. Sergey
made a career in the US. Dan secured a position of high responsibility in the government, as an engineer. Jim
became manager of the firm, now named Bond Steel, after Irving was finally forced out.
The major role in this drama was played by Irving. He schemed, took risks and seduced. It was difficult
to trust him but he was likeable. He liked people, liked us and took care of us. So we liked him back. Every
Christmas, he organized a great party in his house, for us and those from the yard and the garage. Everybody
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received a present. I got a large Telefunken. I do not remember if he ever fired anyone. Sadly, in the end he lost
his independence for which he had fought so hard. He lost credibility and he lost his business. To be likeable
and popular and even to be good is not enough. In business one must be trustworthy and conscientious.
While working for Irving, first as draftsman and later as estimator, I perused hundreds of plans of
factories, shopping centres, office buildings, houses, apartment buildings, bridges, schools and churches. I got to
know tens of architects, engineers, developers and builders, often only by name or from telephone
conversation. Every one of them became my potential future client.
I was still learning and did not feel ready. I feared another setback. There were still some deficiencies
left to be overcome.
The Przysiezniaks
By chance I ran into Dyzio Klimow. Dyzio graduated in engineering in Lwow and later supplemented
his studies with a degree from PUC, the Polish university in England. A few years after coming to Canada, he
obtained a position as lecturer at Ryerson Polytechnical Institute, electrical engineering department. Despite his
language limitations, his students achieved top results. He lived in an impressive house, on an elegant street,
Palmerston Boulevard. The house belonged to Mr. And Mrs. Przysiezniak, simple people, who had left their
village in Polish Galicia in the 1920s. Next to Dyzio's room there was an unoccupied room which I rented with
board. The owners were childless and Mrs. Przysiezniak treated us like a mother. She was a great cook and I
enjoyed excellent Polish cuisine for the first time. At home, my mother's cooking was closer to German fare,
while hitherto in Canada, I had subsisted on bread and sausages, or cheap restaurant food. Sometimes I starved.
Mr. Przysiezniak worked in real estate and, besides the house that we lived in, he owned two others in
which he let out rooms. Many immigrants, especially those that came from Eastern Europe, got rich in this
simple way. They worked hard, saved, bought houses which they rented to newcomers. Then they used rent
income to pay off mortgages.
The Przysiezniaks did not have it that simple and it took them a long time and a lot of pain.
Immigrants
Canada always needed immigrants. Today, percentagewise, it takes in more of them than any other
country. But, there are prejudices against the newcomers. In the past such attitudes were bolstered with racist
laws. Towards the end of the nineteenth century, a head tax was imposed on Chinese settlers. In 1903 this was
$500, the equivalent of the cost of a new house. In 1923, the authorities, fearing yellow peril, totally denied
entry to the Chinese. But there were no limitations put on British Subjects, citizens of Great Britain and its
empire. During this period there was a large infusion of Englishmen and Scots. At the same time, many
Germans and Irishmen arrived. Today, Canada has a larger population of Irish descent than Ireland. In the early
1920s, Canadian prairies were still sparsely populated. Federal government actively promoted immigration of
white settlers offering them free land. However, the white Eastern European newcomers were treated like cattle.
In the US the influx of eastern European settlers was stopped altogether. During this period the Przysiezniaks
landed in Canada. They were transported by train from Halifax to Toronto in a cattle wagon. In Toronto she
was 'thrown out' of the train, because there was a demand here for housework. He continued on to a prairie
destination in Manitoba. It took several months for them to find each other and two years before they were
rejoined. Although they had 100 acres of land from the government, they still inhabited a dug-out hut. After
several months Mrs. Przysiezniak was pregnant. One day, on return from work in the field, while descending
into the dug-out in the dark, she stepped on a snake. In a shock, she fainted and aborted the child. This tragedy
was made worse by the fact that she could not have another child, which they very much wanted. After a few
years they had enough money saved so they could leave the cruel prairies and came to Toronto. Here, she
worked again at housework, while he repaired houses. Later, he bought a house, repaired it, rented it and sold it.
He repeated this several times. That is why, by the time I came into their house, they owned three of them and
he was now occupied exclusively with buying and selling properties. I was witness, not only to their
resourcefulness and work, but also to the generosity of these simple but noble minded people, people with a
golden heart. They established a family by adopting three Polish orphans.
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Salesman
I spent the next few months thinking about the next step in my career and Przysiezniak helped me make
the final decision. I became a real estate agent working on commission. Whenever a transaction was closed the
pay was very good, otherwise one starved. A majority of agents in this occupation starved. Officially, I was
engaged as an appraiser by Walter Teslia Real Estate firm. I had no clue about appraising properties, but Harry
Nazar, the manager, promised to help. In fact, I was to become a salesman and earn a living as an intermediary.
I needed a salesman's licence, but there was no problem getting one. At the time, the employer made the
decision to grant a licence and government issued it automatically. It is now different and not so easy. The
owner, Walter Teslia was a Canadian with Ukrainian roots. He came from somewhere in west Canada, maybe
Saskatchewan. He had two offices in Toronto. The one out of which I worked employed about forty salesmen;
the other, located farther west, employed about twenty. Apart from Canadians, there were Ukrainians, Poles,
Jews and others.
The work of a salesman was very simple. You had to find client and a house or property that he wanted.
If the transaction closed, the salesman received commission of about 2% or 3% of the selling price. The sale of
a decent property might bring the salesman an equivalent of several months of salaried earnings.
My acquaintance, Stan Russocki, during the nineteen eighties, achieved success in this business, earning more
than a million dollars a year. This, despite strong competition, for there were then nearly 30,000 salesmen in
Toronto, of whom 90% starved, similarly like in my time.
'Salesman' with 1953 Oldsmobile.
Don't I look like a typical salesman?
Neglected client buys a forgotten house
My first clients were an engaged Irish couple. I knew the girl, Norma, from Crump Consultants. She
worked there as a secretary. I remembered that even then they were looking for a house, more than a year
earlier. They had agreed not to marry until they found a house. They gained a reputation among real estate
agents, as shoppers that `buy, but will not buy`, and no agent wanted to deal with them any more. I did not know
about this and with the enthusiasm of a novice I took them, day and night, all over Toronto. Every salesman had
a list of dozens of houses for sale. Contrary to company regulations, I let them have this list to study overnight
so they could compare prices and kinds of houses and make a selection. Next day they asked if they could make
an offer on a house I had showed them earlier. I was surprised, because this house, while well situated, stood on
a small lot without a garage or a place for parking. It had been listed a long time and salesmen decided that it
was overpriced and lost interest in it.
My clients asked me to prepare an offer at a lower price. I agreed, of course, why not? The buying and
selling of a house is something of a ritual. It requires knowledge of regulations and of the property, as well as of
the art and cunning of a salesman-psychologist. The salesman is officially agent of the seller and is supposed
ton represent his interest. Actually, I tried to find a house for my acquaintances, the buyers. Apart from being
enthusiastic, I was quite green in this domain. I did not even know the meaning of a mortgage. The manager
prepared the offer and decided it would be tactically best if I were to present it to them for signing the same
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evening. I did so. They signed it and gave me a cheque for deposit.
The next day Nazar offered to help me and arranged for our meeting with the seller to present the offer.
Closing of the transaction is the culmination of the ritual. The owners invited us to their sitting room and
offered us a cup of tea. A good omen. After an exchange of niceties, Nazar talked generally about the market,
the recession and how difficult it is to find buyers with money. He advised tactfully, in a tone of a friendly
adviser and expert, that this house had been on the market nearly a year; it had no garage or parking space. In
his opinion it was overpriced. And our offer, while below the asking price, was in cash which is is an important
if rare element of a transaction. In his opinion this was a good offer.
The couple excused themselves and went into an adjoining room to deliberate. I noticed that Harry was
biting his nails. I witnessed this ceremony with fascination, without saying a word, sensing that I was part of a
living drama. The family was about to leave the house, where they had lived for years, befriended their
neighbours, their children attended the local school, were baptized in a nearby church and possibly were born
here. Add to that the uncertainty about finding a suitable new place to live in. A tough decision to make.
After a while they returned, not totally convinced. They counter offered with a price between Norma`s
offer and the original listing price. Harry explained in a fatherly manner, that the buyer`s offer is a legally
binding document, supported by the deposit. We had worked hard to obtain it. If there were any changes, the
offer would lose its legal clout and the buyer could retract the offer, thus obliging us to return the deposit. The
market, being in recession, favours the buyers. They looked at each other and signed the offer. I signed as a
witness. We got up and congratulated them. Harry assured them that this was a good deal and they will not
regret it.
When we got back to the office, Harry proudly told everybody present, that I, a novice, closed my first
deal in the initial week of my new career. I began myself to appreciate what had happened. And I did learn a
great deal.
It was already late in the evening when I called Norma. They had waited for the news. I invited them to
a nearby restaurant for a coffee. I did not let on whether the offer was accepted until we met. Norma was in
ecstasy and threw herself into the arms of her fiance. Finally they had their house and could get married.
My success mobilised me to an even greater effort. I worked day and night, seven days a week. All the
more, since clients were accessible only at night and on weekends, because they worked during the day. During
the first month I acquired a large number of exclusive listings for our company. This impressed Nazar and gave
rise to admiration among the salesmen who had worked a long time in this business. My advertisements in the
media enjoyed exceptional results. I suspect, that the secret of my success and confidence bestowed on me by
clients was my shyness and my English accent. My integrity was perhaps only an added benefit. During the next
month, the company threw a party with supper for all employees. The manager wanted me to attend this
undertaking. He insisted, but I was afraid to be exposed to the crowd, as I was at Szuminski`s place in Grzybow.
So I stayed away. Worse, I suspected, that he would talk about me. I promised to come, maybe too convincingly,
because he was sure that I would be there. Probably out of cowardice, I did not come. I lacked the courage. It
was impolite and Harry took it as as an affront.
I found out later that personal praise and accounting of my successes had awaited my ear at the party.
Accordingly, during the previous month, I had the best results among the sixty salesmen. So this upheld the
maxim that hard work pays. Even without experience and expertise.
That was another lesson.
Poker as a respite
The work was very stressful and emotionally exhausting. Occasionaly, a client who may have been
ready to make an offer, or actually made one, would apparently assure closing of the transaction. But either
buyer or seller then changed his mind or, even worse, dealt through a competitor. At night, veteran salesmen sat
exhausted in the office by the phone hoping for good news from their clients. The telephone infrequently rang
and these dejected old campaigners, in order to pass the time, developed a habit of playing cards: poker,
blackjack and sometimes, bridge. There was an obvious relation between their work and poker. The Goddess
Fortune ruled over success or failure. I fell early for her charms. As my enthusiasm for work waned, my sales
performance declined. After only three months, I became a member of this club of fatigued and emotionally
spent veterans. I had learned to play cards back in Knieja, but advanced to bridge and poker later, while in the
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army and during my years as student. That experience did not help, as I lost regularly.
They say that if you have no luck in cards you get it in love.
Two years had passed since I last saw Audrey.
Time and circumstances unloosened our bonds of friendship. The main reason was, however, that
recently I had met Betty O'H, a friend of Jerry's fiancee. I had luck with Bettys. This one was charming, young
and pure. We fell in love. After some time she moved from Peterborough to Toronto, where her friend lived. Our
relationship dominated my life throughout this period.
Lost opportunity?
Harry gave increasingly clear signals that he was not pleased with our 'club'. Eventually, someone in the
club came up with the idea that four of us: Walter Vasis, Stan O'Gels, Emil Kolodziej and I get together in a
partnership. I was flattered by this proposition and that the veterans treated me as an equal. But most of all, this
was a great opportunity to become independent, even if only partially. However, I had reservations about
Walter. We often played cards together. As they say, you get to know people best while playing cards. Walter
was a unique salesman. He once sold Dzialoszynski a house at night. Dzialoszynski, a Polish Jew, had the
reputation of a shrewd and experienced operator. He bought old shacks for next to nothing, spruced them up
cheaply and sold them for large mortgages, with small advance payments. In this way he made a lot of money.
Walter was very proud of having sold the crafty Dzialoszynski in the dark. But, Dzialoszynski was not
happy with this purchase. After a few days he checked his new property in daylight and found, instead of a
splendid rectory, a ramshackle house next to it. The matter ended up in court with probably a poor outcome for
Walter.
Walter also cheated at cards. Several times he was caught red-handed. And when this was pointed out to
him, he would get up bursting with anger, red in the face and eyes popping, threatening and yelling, “how can
you suspect me of such a wicked deed?!” He did this with such a passion, so convincingly, that we doubted
what we had just clearly seen. I wonder where would have Walter ended up had he put to use his talent to
achieve some more exalted, beneficent, or 'saintly' pursuits.
I decided not to join the partnership. I feared Walter. The partnership did form without me, but shortly
after it broke up. Eventually, Emil and Walter started their own independent companies, while Stan became
manager of properties of one of the largest companies in Toronto.
Shortly after, I left Harry's company for Frank Lennox Real Estate, owned by Frank Ziebowicz who, as I
found out later, was a cousin of canon Jankowski of St. Brigid's parish in Gdansk. Frank changed his last name
to Lennox, adopting the name of a telephone company, because Canadians had a problem pronouncing his
Polish name. Frank was a successful man. He later made millions in Canada and even hundreds of millions
more in Florida. He became one of my first clients.
While working with Frank, I sold a house to my friend Rich Zablocki who was very happy with his
purchase. Unfortunately, I was not equally happy with this transaction. Frank was was a very intelligent,
'spellbinding' and persuasive businessman, although, in some transactions, perhaps not entirely fair. For that
reason I left him after only six weeks.
During these last several months, I had learned a good deal, got to know many potential clients, their
wants, preferences and plans. How they achieve success, how they operate and finance their undertakings. I
learned to work independently. But I decided that this career was not for me. Too much scheming and villainy
was involved.
I began to appreciate that work, knowledge and reliability pay. And, that it is easy to go astray, overrate
one's abilities, but underestimate one's limitations. This occupation had been close to giving me independence,
so I kept the experience in reserve, should I be unable to achieve my basic goals.
First step
For an additional bonus, which I brought out of these stormy months as an intermediary in property
selling, I give thanks to Walter. This was indeed a mile-long step towards my goal.
Walter tried to sell his client a house on the corner of Indian Road and Glen Gordon Road. It was a
sizeable house on a large lot. The open part of the lot was narrow and on a steep slope. Walter assured his client
that he could divide this lot and build another house on it. The client was not sure. Walter turned to me as an
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engineer to help persuade his client that it could be done. This client turned out to be Polish, Casimir
Mienkowski.
In this way I got to know a person who was simple but of a noble character, like me a peasant. He was to
be my first client in my career as an engineer-architect and, later, my first partner in my multifarious career.
I told Walter that I must check this out. First, whether space planning regulations and city bylaws would
permit building on such a narrow lot. Second, whether costs of building on the steep slope would be
economically viable.
I went to the city hall to enquire at both offices. I ascertained that building there was permissible. Still, I
was not sure exactly how large a building would be allowed. I presented this opinion to Mienkowski. He
purchased the property and promptly entrusted me with preparing the building plans. I bought manuals treating
on regulations for space planning and building codes. Also, I acquired a drafting table. While still a property
salesman, I began working as a consultant. After perusing the manuals, I was
surprised to find that it might be possible to build on this lot a four-apartment building. I drafted up some
conceptual sketches and without telling the client checked them out at the offices. They did not rule on the
matter decidedly, but did not express definitive reservations either. I startled Mienkowski and Walter with this
news. He could build a four-apartment house on an empty lot. He looked at me in disbelief and admiration. All
at once the value of his property rose by thousands, effortlessly. I emphasized that this was not yet certain, but
based only on my preliminary assessment. He charged me with preparing working sketches required to obtain a
building permit. He did not have much experience with construction, but I promised to help. While I still
considered myself a novice, I had acquired during the past three years ample practical knowledge and
increasing self-confidence. We went to the bank with my sketches and within a few days he obtained a loan.
After three weeks we obtained a permit to build a four-apartment house. Some weeks later, Mienkowski
commenced construction. He found a Polish carpenter who, while working on the site, also supervised all
construction. At various stages of the building process, different financial and legal problems come up. For
these eventualities he engaged and sought advice from David Sher a lawyer and Al Starkman, an accountant.
I observed and admired Mankowski.
Later, his advisers became mine.
Mr. Mienkowski
Mienkowski, like myself, originated from a family of subsistence farmers. He was a few years older
than me. He was uncommonly modest, shy and kind, with a discerning intelligence, a sense of humour and a
high degree of personal culture. This was a man of honourable character. He had been brought up on a farm in a
small village near Bialystok, not far from the village of Jedwabne. In his demeanour and life style, even in
appearance, he remained a peasant to the end. By enduring back-breaking toil and exercising discipline,
imagination and honesty, he amassed millions. Like myself, he had survived gulags and fought in Anders' army
in the Italian campaign. Arriving in Canada a few years before me, he spent two years labouring in the Canadian
taiga. He was young and strong. Despite meagre earnings from this work under slave-labour conditions, he had
saved enough to return to Toronto, where he spent the rest of his life. When he finished the building at 2 Glen
Gordon Rd, he lived there to the end of his days. He could afford a palace, but this was the house which he had
built himself and where his children were born and brought up.
And there he died. He was a nobleman in a peasant`s garb.
Shortly after, I also moved in there. And, likewise, my children were born there. I lived there five years
until I built my own house. We not only shared forty years' of collaboration, but even more, as I realize today,
we were linked by bonds of exceptional friendship, respect and mutual esteem. We never called one another by
the first name. He was always to me Mister Mienkowski and he called me Mister likewise.
I am proud of this friendship.
Wallace and Carruthers
During these last three years, I learned a lot, preparing myself and acquiring valuable experience in the
domain of construction and how to conduct an independent career. I became convinced that the core of the
profession I aimed lay in the practice of construction engineering. The best regarded and largest company in this
domain in Canada was then Wallace and Carruthers. Work experience with this firm conferred a high degree of
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credibility to an engineer of high aspirations. I was able to secure employment with this firm towards the end of
1955. According to plan, I spent there six months and learned the importance of discipline, scrupulous accuracy
and organization in the execution of every project. The engineer is responsible for his work for life. An
engineering mistake cannot be hidden or buried.
20th Century missionary
It was there that I began to discern and appreciate these and even loftier values, which are essential to an
engineer's vocation. Critical thinking for solving problems, how to organize and execute tasks, how to satisfy
needs, challenges and aspirations, not only of clients and associates, but also aspirations of one's own social
circle and of society in general.
This was a mission of an innovator.
Throughout history, starting with the builders of Egyptian pyramids to Steven Wozniak, one of the great
computer inventors, engineer was the creator, sculptor and engine of progress. Beginning with Dedalus and
Icarus and up to the landing of man on the moon, from the microscopic structure of human brain to the tallest
skyscraper; from telephone, radio and television to the computer, which rivals the Almighty, everywhere we
find marks of the imagination, creativity and achievement of an engineer.
Twentieth century was the zenith of these achievements.
“Engineer is the Missionary of the twentieth century.”
My generation had the exclusive privilege to take part in this mission and I, personally, although to a
modest extent, had the unique distinction to be its co-author. History abounds with famous people who were
engineers: Leonardo da Vinci, Tadeusz Kosciuszko, American presidents Jimmy Carter and Herbert Hoover, the
Russian president Boris Yeltsin, Henry Ford, Gugliemo Marconi, Nicola Tesla, Grace Hopper (American
admiral who invented the COBOL computer language), Steve Wozniak (whose Apple computer gave rise to the
personal computer industry) and thousands others.
The only one...
I fell in love easily and passionately. Always, for as long as I can remember. Yet it would be hard to call
love my interest in a blonde in the first class of grade school, to whom I did not have the courage to say one
word. All the same, my interest in fair sex was always a serious affair. These relationships propelled me to
exalted heights. In my heart, intimacy was linked to spirituality. I sought ideals.
Marriage, I imagined, was the summit of perfection in human relations. And family was sacred.
Despite my thirty-something age, I did not think I was ready for marriage, even less to start a family.
After having fallen in love with Betty Nuttall, Wanda and Audrey, and now with Betty O'H, I did not get
any clear signals as to which one of them I could entrust the responsibility to be the mother of my children.
Somewhere in the depths of my subconscious was rooted a conviction that only one person in the world
was predestined for that mission. Rather naive, but that is what I felt.
Towards the end of 1955, I was still passionately in love with Betty O'H.
One evening, my friend Hargit invited me to a dance at the YMCA.
I went there without Betty. Maybe because Hargit did not have a girlfriend? What happened there I ascribe to
destiny. I met Patricia Daly and at once I became convinced that she would be the mother of my children. She
was 19, had manners worthy of an aristocrat, refined diction and sound, with a natural accent, but not a shade of
cockney. A native of London, she was charming, with large clear blue eyes, a baby's complexion and she
blushed easily and often. She had arrived in Toronto a few weeks earlier with three other girls, with whom she
shared an apartment. She worked as secretary to the mayor of Toronto, Alan Lamport.
I fell in love at once. I wonder why and how it happened. After all, I had been in love with Betty,
although towards her I now had only feelings of sympathy, pity and guilt. I betrayed her but maybe still loved
her?
I was partial to English girls. Intellectually and in her cultural deportment Patricia surpassed my
previous acquaintances. It seemed to me that a few years back I saw her in the London subway. I did not forget
her radiant features. Or could this be a reflection?
I was 33 years old, so I became convinced that time has come to consider marriage and have children.
My plan of self-improvement was maturing. In this regard, I was ready to take the next step. By now, four years
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of preparation had passed.
We became engaged six weeks later.
The nest at 62 St George Street
I still occupied a single room in Mr. Przysiezniak's house. Even though we were engaged, I did not
believe my good fortune. I feared that Pat might change her mind, as it happened with Betty and Wanda.
However, immediately after Christmas, I began planning my next stage in life. I rented a bachelor apartment
with a kitchen and bathroom at 62 St George Street. It was available on May first. I decided to make my own
furniture, having spent all my savings on the engagement ring. I wanted to celebrate this once in a lifetime
occasion, as well as endear myself to and impress Patricia. I found a clear goal, a new energy. I was in a state of
intensity and inspiration. I sensed a need for creativeness or, maybe, creation. In the recesses of my imagination,
primitive artistic elements were stirring.
I did not reveal my plans to Patricia. I wanted it to be a surprise for her.
The Przysiezniaks had in their basement a workshop with a solid work table, a vice and tools. They let
me use it. Our apartment was small so the furniture had to be small and lightweight. I chose as basic materials
steel, glass and polystyrene. My hope was that a modernistic style would make up for my lack in artistic skill in
this craft. I scrawled something that did not deserve to be called plans or even sketches. All this germinated in
my head under the pressure of urgency. But, somehow, this process resulted in a stylish and harmonious
outcome. Everything worked. I divided the apartment into two parts: the living room was separated by a
moving metallic screen from the kitchen, dining room and my working area. I began with the dining room table
and only two chairs, because there was no room for more.
The table had two levels. The upper one was made of plate glass and the lower one was of metallic
screen to accomodate flowers or other ornaments. The two side tables for the couch were easiest to make. Both
also had two levels, the upper one for a lamp, the lower for other uses.
The living room table had a dramatic styling. It consisted of a thick glass plate, shaped like a kidney,
plain if abstract in form, with three-legged support consisting of one bent metal rod. I had the most difficulty
with the two armchairs. But all in all, my efforts turned out to be quite chic.
The couch, doubling as a bed, was made of wood and polystyrene. It was a little narrow, but newlyweds
are not so demanding, rather the opposite. I made book shelves using metallic boards, supported stylishly by
cement blocks over a width of a large window. This completed my furniture. Without colourful accents: glass,
the black colour of iron rods and metallic screens, together with the grey fabric of the couch and armchairs,
produced a harmonious whole. They also harmonized with the existing floor cover.
The drafting table fitted in the corner by the entrance, while the record player together with the radio,
which I had brought from England, were placed on the upper shelf. The whole arrangement accented restraint,
minimalism and economy. “Less means more”, according to Ludwig Mies van der Rohe.
The apartment, furnished, looked more spacious than when it was empty. Some of these my creations
still exist. Do they deserve the designation of antiques because they are more than fifty tears old? They still
fulfil their function, far north, in the family cottage on a small
lake, long way
away from where they were put together.
B4. Canada 19
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Armchair, dining room chairs and coffee table, my first tries in furniture design and building
Chair. Minimalism...
First marital act
I saw Patricia rather frequently, although she preferred to meet in a larger company, while she alone was
enough for me. We discovered in each other a common liking for music, concerts, theatre, cinema and
museums. We liked travelling in the the car and discovering Ontario. The automobile became our house on
wheels, assuring privacy. I missed her in my room. We enjoyed loving, but our passions ended with kisses.
At the beginning of May, I brought the furniture to the bachelor apartment and shortly after moved in
there. I completed furnishings, adding items like cutlery, linen and a picture to hang above the couch. It was
time to invite Patricia and impress her with what I had done. We arranged a date for next Saturday. I set the
scene with flowers, a discreet sound of Tchaikovsky and a Polish honey liqueur.
Atmosphere: dimmed light, surprise...
Everything was planned in detail. I created an ambiance and made a display, to impress her, of course,
and to show what I can do for her. I surprised myself how much I had done with very limited means.
A naughty thought came to mind. Is it proper to even think of this? Certainly the subconscious aroused
this energy and inspiration of primal fervour. Or, was it merely a crafty scenario to attain a certain goal? Was it
not an obvious scheme to seduce!? Was it even proper? Or was it a command by the law of nature, a subliminal
instinct?
Did I have in mind my responsibility and respect for her virtue? I had accepted her as immaculate, a
precondition for being the mother of my children. Virginity was then still valued. It was a symbol of discipline,
self-restraint and high personal breeding. To deprive a virgin of this virtue was regarded as a villainous deed.
But this was the law of nature. In the same way as a colourful male animal, I displayed all my “colours” to her
to seduce her. With feigned decency, but consistency. We succumbed to our passions. Did we feel guilty? Not I,
even though I would have liked better to leave it for a few days, after the wedding, as was prescribed by my
grandma, the catechist priest, custom, culture and ecogenes.
Why did I write so much on this subject? Maybe there remained in me traces of grandma's and religious
teaching? And why should men observe different standards? Is the man to be treated as a virgin? Hardly, unless
he is indolent. Two forces fought a battle and the beast triumphed, wonderfully! Genes defeated ecogenes. The
first marital act took place before the wedding.
The wedding and...
We chose the nineteenth of May, my name-day, as the date of our wedding. We were married in a nearby
Anglican church. Patricia was ready to turn to catholicism. With this in mind we visited the priest of my parish
of St Michael, but we found that preparations were required which included several months of preparatory
courses. We had to leave that for later.
We invited to the church service and wedding reception more than thirty guests. Pat's mother came from
England. Her bridesmaids were friends from England, Stella, Catherine and another Pat. My best men were Jim
Mackenzie and Dyzio Klimow. Eric Bailey stood in for her father. My Pat looked enchanting. She wore a
bright silvery-rose coloured silk taffeta gown. A discrete veil covered her bright face. She was radiant.
And I was doubly radiant after Jim and Dyzio had come earlier to my apartment to celebrate the
occasion with several straight vodkas, I had a few more than they did. Then we left for the church as in my
father's time, although not on horseback. On a photograph, I looked solemn to fit the occasion. For this
ceremony I had outfitted myself with a new charcoal-grey suit, new shoes and shirt and a suitable tie. It was
difficult to match the brilliance of the bride, but together we were well matched. Our celebration was
immortalized on tape by Michael Clifford, an architect and Pat's acquaintance from England.
After church, most of the guests walked over to a nearby house, where Pat lived with her friends, while
Eric drove us there formally in my Oldsmobile. Pat's girlfriends greeted us with a modest reception of snacks,
canapes, biscuits and a wedding cake. I provided vodka, Polish Krupnik and other liqueurs. Wine was not then
in fashion in Canada.
Our wedding was thus not as boisterous as Rzepczyks'. Instead of a band, we had a radio playing Strauss
and instead of three days' merrymaking, a few hours sufficed for us.
B4. Canada 20
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Patricia
Just married
Bermuda
Ten delightful days awaited us in Bermuda. I bought airline tickets and a hotel room. This again was a
surprise for Pat, because she did not know where we would spend our honeymoon, until we arrived at the
airport the next day. Bermuda is a paradise for newlyweds. The climate is tropical but dry and refreshing, the air
is scented with eucalyptus, the beaches are of unblemished pink coral, the sea has the colours of a rainbow,
ranging from sky blue to emerald to turquoise. Water was transparent and warm as in a spa. Schools of fish of
amazing colours, in an underwater theatre of synchronized ballet, entertained us daily, for wherever we went,
we were close to water.
Pink houses had flat white roofs where rainwater was collected for drinking, because no potable water
exists underground. Most local inhabitants are blacks. Their children were beautiful, with large black eyes,
dressed in neat shirts and shorts.
Bermuda is an archipelago of some 130 islets. Our hotel was located in the small town of St George, on
the largest island. We had excellent house service. On most islands there were no cars with only a few on our
island. We rented a scooter and rode from beach to beach, until we found one consisting of a brilliant diamondpink coral with transparent water, secluded and surrounded only by rocks and colourful and fragrant eucalyptus
and hibiscus. The beach was ours, our own idyllic refuge. Our intimacy grew from day to day, from hour to
hour. Passion united us, closeness reinforced physically, spiritually and intellectually. We were building new
bonds, a new unity, a new wholeness – our marriage.
I was becoming aware of a heightened energy, inspiration, pride, faith in my strengths, confidence in the
future, optimism - a new life's mission. I was prepared for the next challenges.
Bermuda
B4. Canada 21
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4. Master Builder
Strength of one. 1 = 2 +
Even before the wedding I had left my job. I looked on my marriage with Patricia as a signal, an omen
and an obligation to revive my dreams about self-sufficiency and to start a career as an independent. I felt ready
after four years of virtual apprenticeship. We returned from Bermuda penniless. Pat moved with me to 62 St
George St the same day and next day she returned to work at city hall. I renewed my firm's licence under the
same name, Engineering Design and Drafting (EDD), its validity having had lapsed four years ago. The lack of
work orders did not terrify me. I had helped Mienkowski and did not charge him a penny. I don't know why.
Maybe I thought that his trust in me and letting me do the task was a sufficient reward. The construction's
progress was very slow. It was now in its second year, without end in sight. After two weeks, I received two
small projects from Michael Clifford and his Scottish partner, Peter Lawrie and towards the end of the month
some more work from another architect, Bill Saccocio. Both started practices around the same as I did, but even
if they had too much to handle, they were reluctant to sub-contract to a beginner. What I earned from them was
not enough to pay the rent, especially that I was paid late. Early in July 1956, my former colleague from West
Toronto Steel, Hargit Dhillon, let me know that his firm could not cope with the requirements of its client,
General Engineering Company (Geco). That company, owned by the Hamilton Brothers, held large copper-zinc
deposits in Northern Ontario. It was preparing two mines for production. There was a high demand for their
copper and zinc. But their mine construction plans required the use of large amounts of steel which was scarce
on the market and the prices were high. The company was looking urgently for a solution.
It came to me that it might be possible to use wood instead of steel for much of their construction. I
sensed an opportunity which could be exploited. While at Wallace's I had executed one project using this
material. I perused manuals and browsed in libraries to update my knowledge on the subject and telephoned
firms which were active in this area. In Canada there was a nascent industry of laminated wooden beams and
posts. Cedar and Douglas fir, suitable raw materials, had to be brought from British Columbia, while fasteners
and rings for metallic connections, as well as special glue, came from the USA. In Ontario there was only one
company which produced laminated wood, Gluelam Industries, located in Peterborough. but it had no
capability for construction. I contacted them and met with their officials. They were on my side. They wanted to
sell their product and I might help them do it. They would likewise help me. Peter Robertson of this company
agreed that we meet the director of Geco. He knew that my firm consisted of myself only and that I worked out
of my apartment. It was rather unconvincing, considering the enormity of the project. But we understood each
other. Although we had not yet agreed on whether I should represent his firm or he mine (consisting of one
person!?). I asked Peter, since he spoke without an accent and bore a credible surname, to arrange the meeting.
It was done without delay. On a Monday we met in Geco's office with Tamplin, the director and Bill Bates,
chief engineer. Before us lay a pile of drawings of several buildings, the headframe and other supporting
structures for a planned mine in Chelmsford, near Sudbury, Northern Ontario. The director asked us about our
competences, costs and how fast we can do our work. Also, about who will undertake the construction. Peter
and I sensed that we had passed the preliminary exam. After an exhausting conversation, somewhat like an
interrogation, came the question of how long it would take us to prepare preliminary drawings of the largest one
of these buildings. This was the complicated structure of the rock grinding mill. I responded: next Friday. Peter
looked at me sceptically, while the director eyed Bates meaningfully with a barely discernible smirk. I
concluded that their own office would not undertake a similar task.
We emerged with a large pile of drawings. Peter immediately told me that the drafting would be
impossible to accomplish on time, that his company had no means to help me and could not take any
responsibility for it. Thus all the responsibility rested on my shoulders. Maybe this is what I wanted?
But it did look as though I had needlessly exaggerated. If I had added a week or two, or at least a few
days to be sure... So be it! Now I had crossed the Rubicon...
Sleepless – three nights and three days
I returned home. Pat had not yet come back from work. I put down the drawings on the floor. They
covered nearly the whole living room. I had no doubt that the task was indeed impossible to realize, that I went
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too far with expectations. There was no going back. It was an opportunity which could not be underestimated
and had to be exploited. It was time to act, get to work. I started drafting immediately and left calculations for
later. After a few hours, Pat came in, stood in the doorway and did not know how to get into the kitchen. I
moved the drawings aside. Did she realize, that hardly a month after coming back from our honeymoon, she
would have to share our home, this nest of ours and our time, with a rival, my career, my new passion? This was
a compulsion, destiny ordered by my ecogenes!
I worked day and night, for three nights and nearly four days, stopping
only for a few minutes to eat. Life's worldly passions took on a new aspect. Lust versus lust. A call to act, a
challenge to emotions of the flesh and spirit.
Scenario and first act
On Thursday afternoon, now by myself, I called Tamplin to say we were ready. He seemed startled. I
called Peter to tell him about the meeting. He was incredulous. I finished up the plans by adding headings,
details of scale, date, etc. On each drawing, I marked the client company's name and, on a spot below, I put in
discretely the name of 'our' firm, Engineering Design and Drafting and stamped on each one, with some
hesitation, my engineer's seal. It was about ten at night. I was exhausted. Without eating , I lay down on the bed
or, rather, couch. After three nights of sleeping alone, Patricia snuggled up to me on that narrow couch, but I
was not aware of it. I slept like a log. In the morning we got up, I took a hot shower and ate a good breakfast. I
felt reborn. We then left, Pat to work and I, with a pile of drawings, to a printer. The owner was an Austrian who
had already done printing for me in the past. He asked me if I would pay in cash or open an account and put to
me a few question to see if I could pay him. I was not a property owner, but I had a car, although still not paid
off. I also had a wife working for the mayor of Toronto and owned a company, albeit without address. Plus these
drawings which proved that I had a client. That was still uncertain, but he did not know. After some thought he
made me the copies on credit. And he made the right decision, because I did my printing with him for the next
fifty years.
He printed several copies and packed them attractively. In my apartment lobby, Peter was waiting for
me. We discussed the situation and outlined a strategy. I noticed that he treated me now with considerable
respect. It was a matter of an order of thousands of dollars for his company. Our plan still did not include a
contractor who would prefabricate and mount these posts and girders in the field. Peter repeated that his
company only produced them but had no competence in mounting the construction. I was not worried about the
steel connectors because any steel workshop could take care of that. I already knew a firm which supplied
rings, screws and other necessary components needed in wood construction. They, too, became my allies.
We concluded that the construction could be performed by a steel construction company, since they
employ cranes, have operators already experienced with steel who would require only a limited amount of
training in order to be able to deal with wood. The mine was in Chelmsford, near Sudbury, the largest city in
Northern Ontario. There, could be found such an operator. Still, there remained the problem of prefabrication.
One of my university subjects dealt with constructing tools and lathe-beds. At Crump's I had even gained some
experience in this realm. Could such provisional workbench be erected at the construction site in the field? Peter
did not know the answer to that question. It was not, of course, my basic concern. Also, I still was not sure that
Tamplin would assign this work to me. I began seeing myself in the role of an adviser-consultant for a part of
the operation. I tried to put myself in Tamplin`s place as manager and engineer with responsibility for the
totality of the task. I knew that he would need help and he seemed to be aware of it.
Peter and I represented separate interests, but we shared a common concern of how to put up this
agglomeration of buildings, to allow the mine to be developed as fast and as economically as possible. We
reported at the Geco office before eleven o'clock. Bill Bates greeted us in the lobby. Bill, an aide of Tamplin,
made the impression of being a servant rather than an engineer and manager of planners and draftsmen. In
Tamplin`s presence, he was even sitting at attention. After a few minutes, the secretary announced that Mr.
Tamplin was ready to receive us. We entered an enormous room, full of drawings, distributed on tables, shelves
and on the floor. Tamplin gave the impression of being unapproachable and overburdened with his task and
responsibility, but was alert and aware of his authority. It seemed as though a word was to him an unnecessary
signal. He showed us to our chairs, but did not greet us and did not get up from behind his very large table.
While he eyed us furtively, I did not think he did so with mistrust. I interpreted this as his style, a nasty habit.
B4. Canada 23
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Without uttering a word, he asked for my, 'our' plans. He looked keenly at each drawing, without a word,
drawing after drawing, asking no questions. After a long and painful silence, he put the plans aside, straightened
up and started throwing questions at us. How, when and who? But nothing about the drawings. I grew uneasy.
We were prepared for his interrogation. Our earlier session with Peter turned out to be very useful. Peter
responded to most questions and represented well not only the interest of his company, but also of my
Engineering Design and Drafting. I limited myself to commenting on essential issues, to specifics. I wanted to
emphasize, that I, 'we' can be counted on and that I would be needed as part of the team. The session was
extended up to the lunch hour. Tamplin muttered something about coffee to Bill.
Shortly after, the secretary treated us to coffee and snacks. A good signal.
Towards success
After a while, Tamplin summed up his decisions. Peter's firm was to price its product, in units of
volume, to deliver to Chelmsford and give dates of the delivery. And Engineering, Design and Drafting (yes,
the name thereby acquired its valid identity) was to complete plans of all the buildings of this mine, together
with work sketches and a list of materials, including the links. Apart from that, Tamplin charged me with
preparing a preliminary plan of a workbench for the manufacture of girders and posts 'glulam' and of elements
of the plain wood. We were to start with the largest structure, that of the mill.
I made use here of my total knowledge and experience gained during the past three years.
Tamplin dismissed us in his own way, but asked Bates to have us wait in the lobby.
Bates returned after a few minutes with a large bundle of panels and sheets with company headings. All
the drawings and documents had to be done on the company stationery, under the company letterheads. Instead
of my stamp, there would only be a spot for Tamplin's stamp. Our authorship, abbreviated to EDD, with
planner's or draftsman's initials, could figure in draftsman's corner of a drawing. I did not feel offended by any
of this, having learned at Irving's that the customer is always right. After leaving the meeting in a daze, I shook
Peter's hand heartily and thanked him for his contribution. He, of course, was very happy, now that he was
almost assured of probably the largest order which his firm had ever received. Our collaboration proved to be an
immense success.
What I received was beyond my wildest expectations. This project provided work of months for several
draftsmen and planners. It was a great success! My dreams came true.
But just I, alone... I would leave this for the next day, Saturday. I returned home. Pat had arrived from
the office earlier. She could not understand my excitement. I explained that this was an exceptional occasion.
We decided to celebrate with a supper at a nearby restaurant, located at the corner of Davenport and Dupont,
where I promised to explain everything. I doubt if Pat understood from whence came so much emotion. Maybe
even I did not realize why. Before we finished supper, euphoria turned to doubt. Because this was not yet a
success, but a promise of one. How can we complete this project and with whose help? I did not have an office,
draftsmen and materials! No money! There were only I myself and Pat. Because, what I was doing was for her.
To work
This was the tableau of what awaited me during the next fifty years of my career. The taste of success is
an euphoria lasting seconds, whereas 99 percent of the time consists of toil, challenges, chase after success,
struggle, threats and fears. Pain and tears. And always... alone.
My ecogenes bore ever deeper into the subconscious commanding and dictating a future without retreat.
Are results, recognition and money worthy of these sacrifices? That is a question without significance. After
fifty years I still do not have a definite answer. Although money – certainly. Money is, after all, an
indispensable tool.
In 1956 I was not alone. I had Pat with me. She was for me an irreplaceable source of inspiration. I
believed that I could go forward and that everything was possible. Because everything was done for her.
To action
During that night I decided To invite Hargit to a partnership. I wanted to show him gratitude for
suggesting me that idea. I also wanted to propose the same to Jim Mackenzie, because we had become good
friends. Unfortunately, both worked on Saturdays, so we arranged to meet on Sunday. Both agreed to join, but
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not at once. Jim had to give a two month's notice and Hargit was not sure. They did not have much confidence
in this project. I did not understand why. I was disappointed. I needed help right away.
On Monday, I began working on three fronts. I prepared the first list of materials, beams of plain wood,
to show that things are moving. I called Bates asking him to confirm details of the terms of our agreement, not
necessarily on paper, but I was not worried that they would change their mind. He required of us to count hours
of work and to enter into columns in a ledger for three categories of work: engineer, planner-draftsman and
draftsman. I used my company letterhead, as if already in business, in my reply confirming these details. This
already had a form of a valid agreement. I asked if I could send an invoice for the current month and was
pleased to learn that it was possible. Money is an indispensable and essential tool. I started looking for an office
and draftsmen.
I was fortunate to find a place close by, at 62 Avenue Rd, in the centre of the city, near the University of
Toronto. A prestigious location and close to home, within a walking distance. It met my needs marvellously. It
was a third floor attic, with an area of about 100 square metres and with two very large windows. It would have
been suitable for an artist's atelier. Our predecessor had here, in fact, some kind of an exhibit of artistic
products. He left behind two long tables, which took up the length of both side walls. These tables were ideally
suited to hold draftsmen's reference materials. The space between the tables would easily accommodate two
rows of drafting desks. In all, there was enough room for at least ten draftsmen. With the premises unoccupied,
we could move in at once. The owner, Mr. Brent, a friendly Czech Jew, agreed not to charge me rent until the
end of September and did not demand a deposit. The owner of the house had altered the ground floor and
basement into a facility for producing contact lenses. An insurance agency rented the second floor.
I was able to persuade Jerry Cox, probably the best draftsman at Wallace and Carruthers, to join me. He
was an intelligent and handsome young man. His drawings were an art. They were distinct, well put together,
organized and clear-cut. He was a calligrapher. It was important to me to engage the best people. I offered him a
share of the profits. He needed two weeks' notice, but promised to try to come in a week. I looked for other
workers. Profit sharing has since become a part of agreement with every worker hired by me during my entire
practice as consultant and entrepreneur. I needed, without delay, at least four drafting tables and other materials
required for this enterprise. I went to Curry's Art Store, where I had previously bought my signboard. My credit
did not suffice for them, because I did not have enough for a deposit. It did not matter that I had an office, a
prestigious client, a working wife and a car, although still not paid off. They wanted a property, a house, or
something like that. Luckily, Jim and his wife Jean, had recently purchased a house, with which Jim ventured to
guarantee my loan. Next day, they delivered those tables, chairs and lamps to the office. I could not wait for
Jerry and Jim, because if Tamplin or Bates found out that the office contained tables occupied only by errant
ghosts, the consequences would be unpredictable.
Talents for hire
Immediately, I hired two draftsmen from an employment agency. They were ready to start work on
Monday. There were several advantages to be gained by using their services. I could delay paying their wages
and did not have to pay their taxes, insurance and vacations. Just as well, for I had not yet learned the rules of
engagement and did not know how to go about it.
These draftsmen were far below the level of Jerry Cox, so at once I sought better ones. These were
times of recession, therefore, I had no trouble finding others. The one who started started first was Larry
Spencer, an American. He was not as good a draftsman as Jerry, but had wide experience, including working in
the field, which later we were able to put to good use. I suspect, that he was one of thousands of Americans
running away from the Korean war. Canada had often served as a refuge for Americans, who could not come to
terms with the political situation in their country. First were the Loyalists, who had left the US during the War of
Independence. Next were the blacks who were escaping from slavery. During the war in Vietnam, as during the
Korean war, Canada had acquired more than fifty thousand young Americans refugees.
The next hired draftsman was Jack Ashizawa, a young Canadian of Japanese origin, who was equally
proficient at calligraphy as Jerry. A few weeks later, I employed Ann Bennett, a young draftswoman, who not
only drew, but also relieved me from the roles of typist and secretary and also answered the telephone.
All were excellent draftsmen, but had no experience in wooden structures. My four-year experience,
particularly with Irving Biller and with Wallace and Carruthers, proved to be indispensable. Thus in a very
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short time, we were able to adapt ourselves to the new requirements. I myself did the planning, drafting and
prepared lists of materials to order. I worked nights and weekends.
After a few weeks, our drawings and order lists were arriving at Geco almost daily. Clearly, Tamplin
now trusted us enough to commit to us the rest of the buildings and structures of the mine, including the
headframe and the conveyor belts. These were substantial new tasks, so I hired two other workers, Andy
Moldoon and the German, Rudy (I cannot recall his last name). Shortly later we were joined by Jim Mackenzie.
Jim Mackenzie
I got to know Jim at Irving Biller's and we became friends. He was the best man at my wedding with
Pat. At West Toronto Steel he was the best professional and used to entertain us with jokes throughout the day on
the job. From the beginning he tried to convince me to play golf. At the time , I saw golf as a game for old men,
idlers and snobs. In the end he persuaded me. He gave me a set of clubs, a bag and a pull cart. It took Jim
twenty years to convince me to play golf, before he could count on me as a golf partner. Today golf is my and
my wife Lena's favourite sport. Jim, who is six years younger than me, has not played for seven years. He is a
sick old man. He smoked all his life. Three years ago, he had a heart attack, in my car, on the way to a
restaurant. Luckily, I always carry on me aspirins, so I gave him one pill. When we arrived at the hospital, the
doctor acknowledged that it may have saved his life. But he did not stop smoking. It is sad, because cigarette
smoking is such a horribly deadly habit.
Jim is also a freemason. He tactfully pressured me, as did others, to join the order. However, I never saw
myself as a mason. I loathe secret organizations and secret arrangements and associated masonry with mafia and
KGB. Despite my bias, I must admit that this is a powerful institution or, rather, a movement, because it is more
than one organization. More recently, I began to take more interest in this subject, to which I will return later.
We visit Jim regularly. A few weeks ago, during one of these visits I greeted him with a masonic grip.
He looked at me without a word, surprised and indignant, that I dared do this without his blessing.
Today, masonry is no longer a secretive institution, but rather an institution of secrets. And these, almost
all, can be found on the internet, in Google or Wikipedia, together with the text of the vow and description of
the masonic grip. Here is another instance of the power of internet. Too bad, that I could not convince the
mayors of Wrzesnia and editor Sliwinski about the internet. I did, however convince Jim, although he does not
believe in the miracles and revelations of new technology. During another visit, I showed him photographs of
the interior of the world's leading masonic temple, Home Temple in Washington, accessible only to masons of
33rd rank. Who knows, there may be masons of 34th rank, who have not yet been found in Google or Wikipedia?
When Jim joined us in November, production was progressing at full speed. We were supplying Tamplin
with several drawings each day. But Jim had a problem. He had ten years' experience and was expert in the
realm of working sketches. But only with steel. He could not adapt himself to wood. I could not understand this,
because Jerry, Jack and Larry did not have such a problem. If we were short on expertise it was in working
sketches. An uncomfortable situation developed, since our team had achieved a certain rhythm and harmony in
our work. We worked with dedication and efficiency. Only Jim did not produce, but all the time, without a
break, just as in times past, he told jokes. At first everyone was amused, but after a while, I sensed that a few coworkers showed reservations, since someone had to pay for this. I myself worked nights and weekends. This
made me all the more anxious, because on my invoices to Geco I could not enter Jim's time and the profit was
already marginal. Hargit from the start had clearly asserted that he will not join. I decided that there was no
reason to carry on further. Before Christmas, the three of us met and decided to dissolve the partnership.
Jim Mackenzie, Hargit and I came to the conclusion that not one of us is suited for partnership. I was
relieved, because I did not want to leave the impression that I was taking advantage of the opportunity. At the
end of the year we divided the profits and remained friends. And I, just like in 1952 and a few months back,
remained alone. It was for me more convenient and more efficient, because there is strength in one.
After Christmas, we returned to work with a sensational change. Jim broke through his mysterious
barrier and started drafting as efficiently as the rest. Harmony reigned; our work was more like fun. I recall an
instance when I said or decided on something which the team did not like. They physically pushed me out the
door and locked me out. To this day I am proud of this moment, because I felt like one of them.
Towards the end of January, Tamplin gave us an additional project for Wilroy Mines Limited's mine in
the Manitouwadge area of Ontario's northwest taiga. It was smaller than the one in Sudbury, but, nevertheless, it
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gave us cause for celebration and enough work for the next several months.
The interior of Masonic Temple in Washington
2 Glen Gordon
In January we moved to 2 Glen Bank Road. Although the building was not quite finished, the
Mienkowskis already lived there. We occupied the apartment next to theirs on the ground floor. It was spacious,
about three times the size of our St George dwelling. There were two bedrooms, a living room and a large
kitchen connected with the dining room. I could have planned it better. Later, I partly reorganized it by moving
the furniture around. We had our daily meals in the kitchen, and filled the living room with newly purchased
dining room tables and chairs. We did not yet have all the required furniture, which made the apartment look
empty. By the end of the month, Pat stopped going to work. She was eight months pregnant.
2 Glen Gordon to-day.
Stephen, our first son was born.
March of 1957 was an exceptional month, of both celebration and mourning. Stephen, our first son, was
born on the seventh. We were proud of this event. First, that the birth was without complications and second,
that it was a son, because that was what we both had hoped for. Before giving birth, Pat used to say that she
dreamed of having six children. I do not remember, but after the experience, she probably changed her mind.
Personally, I would be happy with three. But were we ready to bear this extraordinary responsibility? We both
wanted to start a family quickly. Pat was twenty two years old, she worked in an office, where smoking, as
elsewhere, was taken for granted. While we did not yet have McDonalds, she ate for lunch fish and chips in
cheap restaurants and that certainly did not benefit the newborn. Drinking by her of alcoholic beverages would
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not benefit him either, but whether we were aware of it at the time, I don't know. We drank only sparingly on the
rare occasions when we were receiving guests. We also did not know the significance of folic acid. And we did
not attach sufficient importance to the period of pregnancy. I believed that children from mixed marriages are
more gifted and susceptible to higher cultural values, as for instance, Chopin, Pushkin, Roosevelt and many
Nobel Prize winners. I also thought, perhaps like every father, that whatever I would achieve in life and pass it
on to my son, he would improve on it and thereby enrich his own life.
In all, our knowledge as parents was based less on facts than wishful thinking. Similarly, with regard to
knowledge about early upbringing. It took me nearly forty years to appreciate the importance of two periods,
the nine months of pregnancy and the early years of development, in the life of everyone of us. In 1998 I started
the program, “Mother Raise a Genius”, as part of the initiatives of the Foundation of the Children of Wrzesnia.
It was adopted from the findings of numerous educators, psychologists and perusal of thousands of pages on the
internet, especially pages of UNESCO.
We were not aware of it then. However, we became a family and this was for us a cause for happiness.
Father died
In less than two weeks after the happy event, we received by wire from Wrzesnia the tragic news of the
sudden death of my father. He died of a heart attack on a train, while on the way to the funeral of his sister in
Luszczanow. He was 65. I think that addictive smoking and the time spent in VII Forteca in Poznan during the
war, contributed to his premature death. Suddenly I realized how close he had been to me. No longer would I
have the opportunity to feel his embrace, or hear his words of approval. During my vagrancy of the past dozen
years, my thoughts were closer to my mother and grandma. Nevertheless, in parcels which I had sent home
during that time, I always included something for the father. Even cigarettes or cigars, although I did not smoke
myself. His death has made me often sad, because in a year or two, I could heave earned his praise for having
put to good use the values he had passed on to me. It took many years before I appreciated how much his
influenced my life. Even the last few months before his death demonstrated how hard I had fought to become
independent. Work must be a challenge, but must also give satisfaction; otherwise it would be slavery.
The hurt was all the greater, because I could not go to his funeral. The last time I saw him was in 1940.
My father 1957, the year he died.
The political situation in Poland did not help. The Poznan June riots took place just a few months before.
My first son was born and my only father died.
First Crisis
Towards the end of March, orders from Geco ceased. We had finished both projects. During the past
seven months we had executed 560 drawings. Each one required planning and supervision. For each one,
materials had to be ordered and prepared for construction. There were never more than nine of us in the office.
It is hard to imagine, how such a small team could accomplish so much in such a short time. We got to like one
another and created, during this period, our own rhythm and work culture. It appears that I had passed the test of
a leader of this team. I did not know, however, how I had achieved that. I led by example and dedication. I
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drafted, planned and swept the floor. Day and night and on weekends. I reached an unexpected level of energy,
vigour and efficiency. I was in a constant state of tension. This influenced the others in one form or another.
However, I did not pass the exam as a businessman. I did not prepare a plan for the future of my team
and the enterprise. I entrusted my destiny and future of my business to promises, with only one source and one
client. I deluded myself with promises and hopes. But the bank account gave signals and warnings. I was too
close to the tree to see the forest. My co-workers understood the situation and gradually started to leave me. Just
as well that they did that, because I did not have the courage to let them go myself. And so it was, with some
exceptions, to the end of my career.
A crisis ensued.
Luckily, Tamplin needed help with supervision in the field. I sent Larry Spencer to Manitouwadge and
Jim Mackenzie to Sudbury. They stayed there, with short breaks, more than three months. This gave me some
time to to pull myself together. Only Jerry Cox and Jack Ashizawa remained in the office. I was eager to keep
them, because they were the best and and most versatile draftsmen I knew. I was very happy that I could
persuade them to stay. After a few weeks, I realized in what situation we found ourselves. I began desperately to
seek out new work, new clients.
Reluctant builder
I got some orders from the architect, Saccocio and from Frank Ziebowicz, who in the meantime had
changed his name to Frank Lennox and became active under this label. From him, I found that there were a few
Polish developers active in Toronto. The energetic George Juralewicz, a former reporter from Wilno, who later
also changed his name to George Jordan, had five children, of whom two reportedly returned to the original
name, Juralewicz. Max and John Lewandowski, heroes of the Battle of Britain. Zdzich Radomski, also a pilot,
had lost his arm in that campaign. He never lost, however, his exceptional sense of humour. Zenon Tyczka, a
landowner from Wielkopolska treated me like a brother, embraced and kissed me, because I, too, was from
Wielkopolska. I did not know that Poznan region's people love each other to the extent of kissing one another,
even if they are brothers. Sigmund Tworek, an engineer, who made some money in Switzerland during the war,
was a solid client and always paid on time. All of them became my clients and later, several became my friends,
In the meantime I had the problem of providing for my office and home.
In Toronto there were also many Polish engineers who worked in responsible positions. It was hard to
find them. The majority of those that I did find were not sufficiently confident to turn any work over to their
own countrymen. Nevertheless, I found Tadeusz Goethel, an engineer with General Electric, then the largest
company in the world. Tad was a meticulous engineer, who, although not occupying a high position, was not
afraid to help me. Shortly after we became acquainted, an occasion presented itself to construct a 200 square
metre building, which was to serve as a workshop for testing television antennas for Radio Valve Co., a
subsidiary of GE. This building was to adjoin another one, on the construction of which I had worked several
years before for Anglin Norcross. There was, however a condition, whereby to get this contract, I could not
qualify as a licenced professional engineer. The management insisted, that I had not only to guarantee my cost
estimate, but also to erect the building. And this was counter to regulations. One could either be an engineer or a
builder, not both. I was very anxious to get this project. First, because it was commissioned by GE and second
because there was no work in the office. I agreed to the terms, albeit reluctantly. I found a way out of the
dilemma. I formed and registered a new firm, Ontario Construction Co. EDD would be the planner, while
Ontario Construction would do the the actual building to General Electric's specifications.
The client was anxious to have it done it quickly. We finished planning, signed the agreement and
obtained the building permit, all in one week. On the Monday following, we started digging the foundations.
While the bricklayers were building the walls, Polish carpenters, recommended to me by Mienkowski, were
putting together roof trusses, covering them with plywood, one by one, on nearby flat ground. Jack, Jerry and I
spent every day on the site, since there was no more office work. We helped the carpenters, and enjoyed the
change from our routine. We finished the roof construction at the same time as the Italian bricklayers ended
their task. I ordered two cranes, which raised the roof complex like a hat and placed it on the finished walls of
the building. Roof tilers, electricians, plumbers and installers of heating and ventilation immediately proceeded
with the finishing touches.
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We finished the job in a record time – in three weeks. I passed another exam, this time as a builder,
although unofficially and somewhat reluctantly. Nonetheless, this was a key step in the development of my
career.
First building I ever built. It was finished in 3 weeks, for General Electric.
Bridges
I do not remember now how I succeeded to obtain two orders for constructing bridges from the Ministry
of Highways and Bridges. Normally, access to this kind of work could be acquired only through connections or
by special arrangement. I did not have such connections and I would not even consider a special arrangement. It
is possible that my acquaintance with wood construction (already known, at least in that line) was the reason for
their interest.
It was a matter of simple construction, such as could be realized by even a small operator of limited
means and located away from the industrialized part of the province. All bridges ordered by the ministry, with
maybe a few exceptions, were hitherto planned by their own offices. They were constructed of reinforced
concrete or reinforced concrete and steel. My solution was to their liking. Instead of steel, I employed laminated
wood impregnated with tar. The wooden underside of the structure had a double function. First, during
construction it served as framework. Later, it became an integral part part of the construction, covered with
concrete. From the top, the bridge did not differ in appearance from the typical construction. It had a a 10 metre
wide roadway, with a sidewalk and handrail on each side. The plan, however, had a length limitation. Both
bridges had to be 40 metres from end to end. For this reason, I divided the construction by two rows of posts,
dividing the bridge into three sections, none of which exceeded 14 metres in length.
The final cost of constructing the bridge in Bancroft represented one third of the cost of a standard
bridge! I assume that the cost of the Belleville bridge was similar. However I did not receive additional orders
from this ministry. Perhaps these bridges cost too little!?
It is probably worth adding, that most of the reinforced concrete bridges built more than 20 years ago are
being repaired at a cost of billions of dollars. Salt penetrates the steel cladding, corrodes the steel, causing
rusting and threatening safety. We recently rode across the Bancroft bridge. It is the same as fifty years ago. Salt
does not affect it.
Patent on order
Bill Gardiner was a representative of the American firm, from whom we had ordered for Geco the parts
needed to link wooden constructions. Later, after orders from Geco ceased, he brought us, from time to time,
small projects for the clients of his firm. All these projects required steel plates for roof trusses, which were also
sold by his firm. We used those plates in constructing General Electric's building. The plates were patented by
the Americans and, in Bill's opinion, were highly overpriced. He came to me, asking if I could design
something similar, but sufficiently original to be patented, without infringing on the Americans' patent. The
product would have to be approved by the Canada Mortgage and Housing Corporation, which guaranteed loans
for family housing that mostly used similar products. This was Bill's own private initiative, that could
eventually make him independently wealthy.
I told him clearly, that I will gladly apply myself to this task, but could not guarantee that it would result
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either in getting the patent or the government's approval. The first required a specialist lawyer, while the second
needed laboratory tests. Bill found a partner, John Fleming, who disposed of more means than he did. I
promised to elaborate the idea for free, but they would have to cover the costs connected with the lawyer and
the laboratory tests. We agreed to share the the eventual rights to the patent. It did not take me a lot of time to
conceive something that would meet the required criteria. According to my reckoning, the new product would
prove to have better results than the rival product. But, I was not certain that it will be equal to the demands of
the patent office and of the lab tests. Bill and John were young go-getters and had more faith in my results than I
had myself. Straight away they began preparing for lab tests at the National Research Council in Ottawa. In my
role of engineer, I prepared the method for these tests, supervised the procedures and reported the results..
Everything was done in accordance with the protocols and control of the authorities. It took several weeks. The
results were better than we had expected. We celebrated our success in the Chateau Laurier Hotel, where I
frequently stayed.
Bill and John were optimistic about the patent. At the same time they were working on presses, with the
view of employing them for automatically mounting the roof trusses. I admired their energy, enterprise and
optimism. They were ideal salesmen. But they had one weakness, characteristic of many salesmen, of spending
too much time in bars. Their business model was worthy of admiration. They founded a firm under the name,
Trussco. In Canada there were and are hundreds and perhaps thousands of stores, warehouses and sawmills
selling building products. They planned to sell to these outlets, not just the plates, but the whole system of
building trusses. They intended to make this system available to the outlets under a licence. The system would
consist of three components: the steel plate, mounting press and plans for putting everything together. Projects,
including drawings, would be the task of EDD, with engineer's stamp, not only because it was an engineering
product, but also to serve as a business card profiling their firm. It also would give us publicity. Bill and John
were ready to proceed when we were granted the patent. I received the news with relief, since I did not believe
that our solution deserved to be called an invention or patent. But they had invested all of their resources on this
idea.
They started an intensive promotion following the tests in Ottawa. Presentations and receptions were
organized almost daily. I was often invited when present in or close to Toronto. Results were almost immediate.
Within two years they sold 120 licences. To us, it resulted in a continuous stream of orders. There were only
three of us now – Jerry, Jack and myself. Jim had returned to his former company as manager and Larry had left
us when there was no work. Now, apart from Trussco, small orders started arriving from other sources, some
from Polish developers. After a few months I decided to hire an engineer, Harry Balodis. He was of Latvian
origin, and had studied at the University of Toronto. He was modest and very likeable, a meticulous planner, but
drafting was not beneath him, if the need arose. He quickly familiarized himself with the requirements of
Trussco and the new clients.
I escaped another crisis. Now I had more time to devote to my family, especially when our next son, Mark was
born on February 10, 1959.
Forward!
From 1958, I began to realize that my professional practice, even on a modest scale, could include a
wide variety of services. This was accepted even more by my clients than by myself. For Geco and Trussco,
only my know-how in the field of engineering and drafting was needed. New clients, for the most part
immigrants, especially Poles and Jews, expected to get all the plans required to obtain building permits. They
wanted the construction to be simple and least expensive possible. Likewise, the plans had to be simplest and
cheapest. For the beginners in this country, minimalism was the axiom guaranteeing survival.
Two years later I had a draftsman-architect-engineer, Louis Auer who alone completed plans for an
apartment building with twenty four apartments. He did this during one weekend. On the following Tuesday we
went together with a client to see a building inspector and after a two-hour session we left with the permit.
During that same year, I established a new company, L.C. Bachorz Consultants Ltd. This company had
the status of an engineering firm. At that time, such partnership was the only one which enjoyed this privilege,
provided that its principal was a professional engineer (P.Eng), in this case myself. As a result, I split the tasks
between drafting function, assigning it to EDD and planning to the new company.
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Architecture
Most of the contracts now coming in required architectural planning. Despite my formal education as
engineer, my early aspirations motivated me towards architecture and I visualized myself as an engineerarchitect. In London, I had worked for the government in an architectural branch. The plans that I prepared for
Mienkowski were mainly architectural plans. With Biller and Wallace and Carruthers, I had learned a good deal
by perusing hundreds of plans by different architects. In order to obtain a building permit, regulations in most
areas then demanded that the projects and plans be prepared under the supervision of a licensed engineer. My
potential clients considered “architecture” to be a costly and unnecessary outlay. They thought that that
architects are needed only by those who build for other people's money, like governments, churches, schools or
by those who have too much money, like banks and insurance firms. That is why it was then difficult to find an
architect in Toronto. A pity, because maybe that was why Toronto was then still called “Hog Town”. It took a lot
of time and effort to remedy this situation. The first architect since the time of Edward Lennox, the architect of
the old city hall at the turn of the twentieth century, who proved and justified the significance of the profession
in Toronto, was a Finn, Viljo Revell. He won an international competition for building the new city hall. The
author of the idea for the competition was the “Mayor of all the People”, Nathan Phillips. He was the first
mayor of Toronto who was not a freemason. He was a Jew whose parents and, perhaps he too, came from
Poland. Today, descendants of my clients consider architecture as a necessary and profitable investment.
Construction
Apart from drafting and engineering tasks, I provided my customers with architectural services. I
suppose, I was also a pretty fair builder, having, after all, completed that building for General Electric in record
time. I also observed how Mienkowski financed the building, where we both now were living.
However, not everyone liked what I was doing. Architects complained that I was not a licensed architect,
although I worked according to regulations. Engineers, likewise maintained that, as a professional engineer, I
should not be building. Building partnerships also were not pleased, since according to them, I excluded them
from the building process. It took me some time before I found an answer to these charges. In protocols,
regulations and ethical directives, which as professional engineers we had to observe, our conduct was clearly
and strictly regulated. It was our responsibility to act in the public interest and to serve the client in the most
efficient manner. With regard to “community” it was mainly a matter of safety, whereas with regard to the client
the product had to be safe, simple and economical. Actually, our product was elaborated, not only in accordance
with requirements of the law, but above all, with the requirements of the market. In time, I found a fitting
appellation to designate this product - “Project Management”. It was simple yet meaningful. The association of
engineers, which at first threatened take away my licence, because I was building, added in 1967 “Project
Management” to the disciplines of engineering, which qualified its practitioners to obtain the title of a licensed
engineer. The largest construction firms in Canada, such as Ellis Don, no longer “build”, but “manage” and
employ staffs of engineers and architects, calling themselves “Project Managers”.
These were the beginnings of my career as “Project Manager” and my mission of a “Master Builder”. I
invented, planned, built and managed.
Please forgive me if I ask myself immodestly: can it be said that I became qualified to call myself
entrepreneur, a leader, “Master Builder”, a “master of creation”?
Rhydwen Apartments
The next stage in my career as “Master Builder” were Rhydwen Apartments. It was an example of a
project, where my function was that of a “Project Manager”. The market began to notice me. One day, Michael
Sawchuk came into my office with a bundle of drawings. He said that he owned some land, with plans for two
apartment blocks, in suburban Scarborough. He was looking for a partner, but might be willing to sell it. He
asked me, if I could interest one of my clients with this proposition. I was surprised, especially when I found
out, who Michael Sawchuk was.
It turned out, that Michael was a human dynamo. Slim and short, under the age of forty, he was
incessantly on the go. He had an aeroplane and two offices, one in Toronto and the other in Montreal. He had to
his credit fourteen inventions. He came from Saskatchewan, where his father or uncle was a senator of that
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province. I was impressed. A new customer!? And what a man!
He left the plans. I perused them again. They were prepared by the architects Venchiarutti and
Venchiarutti, then the best known apartment block planning firm. In all, there were sixty apartments in two
buildings on a long and relatively narrow lot. The trouble was, that the buildings would stand on an escarpment,
much like Glen Gordon. These were precise plans, but without structural, electrical and plumbing drawings. I
took them home. That same evening, I called Juralewicz and Mienkowski. Juralewicz was not interested. His
pursuits were confined to commercial, retail and office building projects. Mienkowski came to see me the same
evening. We looked at the plans. I already had some suggestions how to simplify and economize the project.
Most important was joining the two buildings. I was worried about the slope of the lot. On the street side, the
building was to have three stories and in the back five, which meant higher costs. Mienkowski was not too
much troubled by this, since the situation was similar to his Glen Gordon. He concluded that this was worth
looking into and was interested, provided that I partner with him. He surprised me, because he surely knew that
I did not have any means at my disposal, as I already had told him. He said there was no problem. Simply and
unceremoniously. He said that almost shyly.
I did not think that his assets would satisfy the demands of the bank. After all, this was a substantial
project. On the other hand, he had a small painting business, with a team of painters, mostly Italians. He had
learnt some Italian during the Italian campaign. His work was mainly for Polish Jews and those of other origin,
such as the brothers Merkur and Green, who were already then putting up large apartment buildings. It was
difficult to make big money there, but resourceful Cas, as he was called, squeezed out whatever was available.
Besides, he owned the four-apartment block and the neighbouring house, which he rented to tenants.
Reconnaissance
Early the next morning we went to look at that lot. It was located at the intersection of two arteries,
Danforth Ave. and Birchmount Rd., but separated from Danforth by a charming little park and a nearly parallel
lane, Parkette St. The escarpment was quite distinct and grown over. This did not surprise either Mienkowski or
myself. On the other side of Birchmount stood a small catholic church and a large park with a sports field. To
the south, along Rhydwen street there were single houses. Schools and stores were in the vicinity. An industrial
district lay one kilometre north of the lot. There was a good connection to Danforth. In short, the location was
good. Before parting company, we agreed, that before we meet with Sawchuk, I will check with the
municipality about space planning regulations and the state of infrastructure: sewers, water, electricity, etc.
Later, we would have to reach accommodation with CMHC and come to terms with their requirements. CMHC
was a federal government institution which guaranteed mortgages to banks and insurance firms for houses and
apartment buildings. Without CMHC`s guarantee, banks demanded higher security from home buyers and
investors. In order to be approved by this institution, it was necessary to meet its demands. That included
submitting plans, location, financial state and qualifications of the building firm and, most important of all, the
user`s ability to repay the debt.
We agreed with Mienkowski, that he will represent our partnership as owner, including my portion, and
I will act as engineer-consultant at the early stage and later, if and when we form a partnership.
I had already dealt before with CMHC. When I came to the office, I saw the same official whom I had
met earlier. His institution regularly made surveys and maintained statistics of housing in various localities.
During our conversation, he mentioned that in the last few days a new regulation came out, affecting housing
for families of the working poor. Housing for them was in short supply. Within the framework of this program,
government would make available direct loans at low interest and covering 95% of the total cost of
construction (including the cost of the lot). Sensational news! Thanks to this Mienkowski would certainly be
able to enter on this project. Normally, banks granted mortgages to worthy clients, but only for 80% of the costs
and maybe less. And there were conditions. The owner had to enter into a 50-year contract with CMHC,
guarantee a low rent and limit profits from this project to 5% of annual turnover. There were, besides, two very
significant elements, which determined us to undertake this task. Construction was then dominated by two
cultures. One was dominated by unions, which imposed their discipline, including their rates of pay and their
efficiency, or rather lack thereof. The largest building firms were dominated by unions. Governments, large
institutions, schools, large industrial and commercial firms demanded that their building programs be carried
out by “unionized” firms. The whole sector of “private” construction shunned unions. Construction of houses,
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apartment blocks, industrial and commercial centres was in private hands, largely small firms, developers and
the like. They built at lower cost and faster, without restrictions imposed by the unions. I could not have built
that house for General Electric in such a short time and for so little, if I had used unionized contractors.
Although CMHC is a government institution, they were conscious of the fact that our partnership, if formed,
would be a private one. It would build and own this project. A second equally important factor in our approach
to the project was the fact, that plans and construction, would be in our hands. Venchiarutti's plans did not meet
the requirements of CMHC for this kind of project. My office would prepare new plans in accordance with
CMHC regulations, with a larger number of two- and three-bedroom apartments and a connected and simplified
building. CMHC was very meticulous in checking plans, construction costs and verifying assets and
qualifications of the applicant. It mattered to them particularly, because this was the first project of its kind in
Canada and it would be funded by them, at least to the extent of 95% of total costs.
To us, the applicants, it was crucial to qualify and get the largest mortgage possible. During the long
process of construction, regardless of how scrupulous were the calculations, it was impossible to predict what
may happen. Could it be affected adversely by the weather, strikes, bankruptcy, accidents, etc.?
To illustrate, I will bring up an interesting, maybe even amusing, but a sad, example. In 1976, the
construction of the Olympic Stadium in Montreal was allotted via tender, to one of the largest companies in
Canada for $134 million. First, the stadium was not finished on time, because of strikes. It was finished later,
after the Olympiad for a total of $264 million. But then, even worse, it did not function properly. After 10 years
of repairs and numerous expenses, the final sum for this project totalled $1.61 billion! After thirty years, the
taxpayers made the last payment on this debt in 2006. An economist I know, Martin O'Connell, who was then
minister of the federal government, asked me what I thought of this. I had the courage to respond with what I
really thought, even though one has to be careful with politicians. As far as costs were concerned, I replied, I
think that one third was the real cost of construction, another third was the cost of extravagant imagination and
unjustified arrogance of the architect and the rest was the cost of corruption.
In private sector it would not be possible. An entrepreneur-owner would be bankrupt long ago. The
taxpayer is naive and defenceless, has deep pockets and never goes bankrupt.
We were aware of the different eventualities, but it was not easy to foresee surprises. We realized that
this project would be large for us to handle, but we had faith in our abilities and decided to take up the
challenge.
Plan of action
Soon later, we met with Sawchuk in my office. I now had a separate room, which I had carved out of the
back of the office, with my own entrance, telephone, a drafting table, an oaken desk and two chairs for
customers or guests, purchased in a second hand store. I had been promoted.
This office was useful, for this meeting required privacy and discretion. I introduced Mienkowski as my
client interested in this project. After initial talk, I sensed that Mienkowski did not impress Sawchuk as his
potential partner. Or, perhaps he underestimated him!? Mienkowski, in turn, had found out earlier from a client
that Sawchuk wanted to get rid of this land for some time. He apparently became convinced that he could not
manage with it. We became conscious of this during the meeting. Mienkowski said that the price is excessive
and that he would not be able to use Venciarutti's plans. Sawchuk suggested to present him with an offer on
paper for his consideration.
I prepared this offer myself, because I had learned to do this earlier, but we went to see David Sher,
Mienkowski's lawyer, to have a look at it. Sher was a competent lawyer, specializing in properties and matters
related to construction. He had many clients for whom Mienkowski had worked, small entrepreneurs,
developers and contractors. We confided in him our plans, with some misgivings, because, often, competition is
created by people who are paid to help us. He was surprised, being unaware of this new program. I sensed that
he now had a higher esteem of me. The offer was conditional for two weeks, with a small deposit and a price
lower than that stipulated by Sawchuk. After exchanges of proposals, Mienkowski and Sawchuk came to terms.
These two weeks gave us an opportunity to prepare preliminary plans, rechecking of municipal and CMHC
regulations, ground testing, preparation of the status of our partnership to meet CMHC requirements, legal
agreement between Mienkowski and myself, as well as preparation of the initial application to CMHC, based on
our plans. A visit to the bank finalized our process of information gathering. During this period, we found that
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much work remained to be done before we could get approval from CMHC. They had reservations with regard
to our qualifications, since we had never accomplished anything on this scale. They demanded a financial report
by a sworn accountant. I had already used a young accountant, Al Starkman to prepare my annual income tax
statements. Like Sher, Al was a Jew and knew the ropes – that when his client gets richer he will also make
more money. Al prepared this report quickly and proved magically that I was worth $13,700. I did not realize I
was that rich!?
Minkowski was worth $57,000, according to his sworn book-keeper, Norm Rosenberg. Although
together we represented more than 5% of the requirement and had to sign personal guarantees, CMHC officials
were not impressed. They also demanded from us a precise schedule and cost estimate, which was to be entered
on their forms and confirmed by final contract bids or price lists from suppliers. We knew many contractors, so
this did not cause us problems. CMHC's forms had spaces for entering cost estimates for each component of the
project, with amounts accorded by regulation, but on which we counted on considerable savings in practice.
This would be critical to achieving success in our undertaking. In the space for plans we could count 6% of the
costs of construction, as was anticipated by regulations. In my office costs of plans and specifications usually
did not exceed 2%.This amounted to 4% savings. For supervision and management, they allowed 10% of the
costs of construction. Mienkowski managed his company from the small pocket of his vest. I managed my
affairs during sleepless nights, although I now had an office, but costs related to it were marginal. I counted
them as 2% of the costs of plans. The form also had an important entry for overheads: costs of financing during
construction, lawyer and accountant expenses, and other small unforeseen sums. Here we would also save at
least one half. We, both country boys, brought up in a culture of small farm management, did not know such
notions as overheads, administrative spending and the like. I from Grzybow and Mienkowski from a village
near Bialystok.
In all, by executing the project efficiently, we would not only become owners of this $850,000
investment, but there would be left a hefty sum of money, which we could split. Of course, this money, came in
95% from borrowed funds, which would have to be returned, but in payments spread over the next 50 years. In
the meantime it could be put to use in the next project. It seems almost dishonest, but this is the way the free
market works.
In the meantime, before we were to achieve this, there remained plenty of arduous toil, sweat, sacrifice,
uncertainty and lots of sleepless nights.
Action!
We purchased the lot from Sawchuk along with the company, Parkette Apartments Ltd, whose only investment
was this land. According to the agreement with CMHC, we had to form a new limited dividend partnership with
a special status. We called it Rhydwen Apartments Ltd, after a neighbouring street. The name was Welsh, as if a
souvenir of my stay in Wales. We agreed that Mienkowski become president of both partnerships. Acting as an
engineer-architect, I would manage the construction through Parkette, the operating company. All agreements
and cheques would be signed by us both. My office would serve as head office of these companies. Each one of
us owned one half of them. Neither one of us was to price his personal time spent on the project. David Sher
became the official lawyer and Norm Rosenberg the accountant. Eileen Rose would take care of book-keeping.
I engaged her part-time almost from the beginning of my career as consultant. All of them turned out to be
excellent advisers. For supervision of construction I hired Burns, an Englishman. Perhaps he was not the best,
but he was conscientious and honest.
We began construction in the fall and at once we encountered unanticipated problems. The weather was
terrible. The building site became one great mud puddle. This caused delays and additional costs. Our building
permit had been granted under the condition that we connect sewage to the main line a few hundred metres
away. Earlier, the municipal water and sewer authority had indicated that we could link up with the sewer line
on nearby Birchmount St. This was an unanticipated additional cost amounting to a dozen or so thousand
dollars. We suspected that it was an invitation to a bribe. But I had already decided long time ago, maybe having
been taught by grandma or the catechist priest, that bribing is a sin. And this precept has stayed with me for life.
Later we ran into another crisis. I held up payment to a sub-contractor, for not having completed his
work as required by the plan. He submitted his claim on the real estate register, as permitted by law. As a
consequence, CMHC stopped our funding until the matter was settled. These kinds of incidents often happen
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and usually the company deposits the claimed amount plus any anticipated additional costs, as a security, with
the court, which then removes the entry from the register. The bank, in this case CMHC, then resumes funding.
However, in our case, this did not happen. A young lawyer, Harold Elliot, representing the sub-contractor,
conceived an idea which did not admit to a routine settlement. This astonished Sher who had tens of years
experience in these matters. It caused further delays, but was less troubling.
On the next project, I commenced working with Harold, who served me well for many
subsequent years
It was a good thing that we could count on the margins which we elaborated in the cost
estimate. We had hoped that they would be adequate. Luckily, we had only those two costly reverses. We
finished the project in nine months and, despite the setbacks, our margins were even higher than we had
anticipated. Co-operation with Mienkowski went along ideally. We trusted each other without reservations. He
realized, that in a system of command there is room for only one leader. He left to me absolute control over the
project. I think I passed this exam with excellent results. As ”Project Manager”.
Rhydwen Apartments
Criminal a pastor
Tenants started moving in before construction was finished. Several were referred to us by the parish
priest from the catholic parish across the street. We had some trouble, however, to fill the block. There were
many poor people, but CMHC regulations allowed in only those with steady jobs, although with low earnings.
It was necessary right away to make mortgage payments, pay for maintenance, heating, electricity, services and
taxes. Administration and supervision of this investment was left, as if consequentially and naturally, in my
office. I had also a problem finding a superintendent, because that person was required not only for in-house
supervision and collecting rent, but also to make small repairs, clean floors in corridors, the lobby and the
recreation room. The first ones filling these functions were, of course, tenants. They were applying for the job
themselves and I hired them conditionally for a month or two on tryout. It did not work. So I decided to seek a
candidate from outside. I advertised for a week in the local daily and received many applications. I saw thirty
two candidates and interviewed at least a dozen in the office. My choice was Robert White. He was neat,
intelligent and married, about forty years old and was willing to take the job. He was free and would start on
the first of the following month. A day later he telephoned that he wanted to come and talk with me. He came
with his wife. He thanked me for entrusting me with this responsible task and for my faith and trust in him.
Nevertheless, he felt morally obliged to let me know the whole truth about his past. When he was seventeen,
together with a group of young offenders, he broke in and robbed a bank, with a gun in hand. For that, he spent
a dozen years in a maximum security cell – designated for the most dangerous criminals, in Kingston. He said
that this experience completely changed him. He was now a born-again Christian (like his wife and president
Bush) and he stopped drinking and smoking. He would understand if I would not hire him and he would have
no complaints. I did hire him. Together with his wife they turned out to be exemplary workers. They
scrupulously took care of the building and the tenants liked them very much. A year later they came again to the
office. They thanked me for having given them a chance. They had been very happy with their work. And sadly,
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they had to leave it. As born-again Christians, they had an opportunity to go to Africa as missionaries and
decided to take it. They promised to stay on the job until we could find replacement. Three years later, a first
page article in the Toronto Star, the largest Canadian daily, featured Robert White with his photograph, the
history of his criminal past, his career and his recent ordination as a pastor of his Church.
Thus the criminal became a pastor.
Hugh McLachlan
Shortly later, I found a new superintendent, with the help of the neighbouring church. Hugh McLachlan
was a second or third generation Irishman. He had years of experience in this occupation, was married but
childless, around fifty years old and a veteran of WWII. He knew everything and had the presence of a bank
president. I did not understand why his aspirations were not above cleaning floors. He started working at the
same time as the Whites, the future missionaries, left their apartment. Hugh was an excellent worker. The
building was kept impeccable. He took care that no apartments were left unleased and did not allow arrears in
rent payments. He organized trips for children and receptions in the recreation room. And he supervised in army
fashion. He loved supervising. The tenants were happy with the order and discipline. Because the multitude
(“the herd”, as Konrad would call it) loves and quickly adapts to discipline. After several months, I stopped
checking on him. From time to time, he visited the office and we worked out a routine procedure. He was
contacting my secretary, thereby freeing me from my responsibility and letting me devote more time to projects
and new customers.
Mienkowski visited us oce or twice a month, to sign cheques. On those occasions we discussed subjects
dear to us, about Poland, business, the new world order and other themes. We carefully looked at a project of
over two hundred apartments, but decided against it. I had found new challenges and duties closer to my calling
and felt uncomfortable in the function of ownership.
We were delighted with Hugh. For more than ten years neither one of us bothered to visit him and have a
look what goes on there. And this was principally my duty. Now he rarely visited us. We started getting
complaints, that Hugh was behaving as a dictator and that the building was left uncared for. The secretary did
not tell me about the complaints, considering it her duty. One day, came into the office an elderly pair of
tenants, Mr. And Mrs. Bates, whom I knew and who lived there from the beginning. They said that conditions
were were bad in Rhydwen. Garbage was inside and outside. Hugh had hit the bottle and the wife left him.
Those who complainede, he shrewdly dislodged from the building. The secretary admitted that she had been
hearing such complaints for a long time, but Hugh persuaded her, that from among the sixty tenants, there
would always be a few who could not be satisfied and would always complain. I phoned Hugh and told him that
we had an increased number of complaints. He repeated that you could always find some who would never be
satisfied. After all, this building was for the poor and they expected luxury. A few abuse their privileges. As an
example, he described an incident, when a few tenants complained, that, from across the wall of a neighbour,
come some strange noises. When asked what is happening, the neighbour responded, “my dog has matured and
changed its voice”. The other tenant became suspicious, when these strange sounds did not stop; he went into
the apartment and found, instead of a dog, a full-grown bear. I never checked out whether this was the truth or
just Irish blarney. In any case, a good story, with which he tried to deceive me.
Returning to the matter at hand, I suggested that perhaps his work was beginning to bore and tire him,
that his talents merited a more responsible career? Hugh responded that he liked his job, liked people, that it
was his vocation.
Complaints did not cease. After some time I received a call from an inspector at city hall. He had been
receiving complaints from Rhydwen tenants. He wanted to arrange a meeting with me and Hugh at the
apartment block. A few days later I met Hugh there, an hour before the inspector's visit. I had not been in this
building for eleven years. I felt ill at ease with Hugh, because he had let me down and with the tenants because I
had let them down, although, apart from Bates, I probably knew no one and doubted that anybody would
recognize me. I was the anonymous “landlord”, “owner”. I also let down Mienkowski, even though he did not
express any objections. Before the inspector's arrival, we took a walk through the lobby, the ground floor,
recreation room and the third floor. All was relatively clean, apparently Hugh had prepared for our visit. He
gave the impression that this was his domain and I was something of an intruder. The inspector came in and
repeated in Hugh's presence what he had told me over the phone. Hugh behaved as if he represented Rhydwen
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as its owner. Only two weeks later phones again started ringing. Even worse, Hugh entered apartments during
the tenants' absence and stole beer and other alcoholic drinks. I called Hugh and told him that nothing had
changed, tenants were complaining and we were being pressured by city hall. There was no way out, he must
resign. I told him that he will leave on good terms – six weeks and termination pay, much above the standard
compensation. Hugh was resentful. He did not give in. I did not have the courage to force him, because it was
his career, his “calling”, his life.
Around this time, I had hired Ron Mc Allister, one of several young graduates in Master of Business
Administration (MBA), whom I was testing in turn as potential heads of new companies, based on the success
of EDD. I left to him this task. He did not encounter much trouble. Arriving at Hugh's apartment, he forced him
to turn over the keys to the building and gave him a month to get out. After a month Hugh left. Six months later,
I found out that he died of a heart attack. It has bothered me for years, even now. Subconsciously I felt guilty. I
did not discharge my obligations. Hugh needed supervision. He was impressed by authority, force and power,
but could not manage himself. I had the authority, but was afraid to use it. Because authority is not only a
privilege or title, it is more than leading and supervising. Not only supervision, but also care – an obligation and
moral responsibility.
Authority does not impress me, I had worked more efficiently and with more satisfaction for Tamplin,
Geco, and other clients than for myself. I am from my calling a servant, but I value independence and like to
lead, but without authority, but by example and not by force. I prefer to inspire rather than command. In EDD I
led by example, I was the authority, because I worked with dedication and passion. I wonder if I have the
needed qualifications to lead? Today, I have the rank at least of captain, thanks to Walesa and other
circumstances, but I doubt if I could , if I were a soldier in Iraq, to lead?
Authority, rule, strength and power seduce many, especially those who least deserve it. Strength and
authority corrupts, absolute power corrupts most of all.
Donald Trump, the American billionaire and television star, gets his joy with a sick passion, by firing
his employees. He ill-treats his employees publicly. Nobody likes him, but his television programs are very
popular.
Even more interesting example of the relationship between authority and subordinates was Stalin, who
deceitfully achieved the authority of a dictator over the corpses of millions. When he died, millions of enslaved
people shed tears, not only in the USSR. Apparently they liked him, but why?
Canadian Tire
The aunt of Peter Robertson worked for the company, Canadian Tire Corporation. One of her coworkers, Dave Harvie, sought an engineer to help him. Dave was one of two cleaners of CTC's building, a large
store with automobile parts. This building also housed the administrative offices of the company. The owner
charged Dave with the task of installing a window in one of the offices. He called me in the morning and I went
promptly to meet him. It was not far, about fifteen minutes' walk. It amounted to a very simple task, of five
minutes or less for me and half an hour for the draftsman. I returned to the office and had Jack Ashizawa
prepare the sketch on a sheet with EDD's letterhead. After lunch, I went to city hall and came back with a
building permit. The same day, I met Dave again and handed him the permit with the APEO stamp. This very
much impressed him.
I was happy myself, for this was a new potential client. This was at the end of 1957 and, although I was
already emerging from a crisis, I fought desperately for every new opportunity to find work for my office. But, I
did not realize, that this small assignment was a start of a twenty year co-operation with David and Canadian
Tire. As a result, Canadian Tire became the largest customer of my firms, because soon after I split my practice
among two firms. L.C. Bachorz Consultants Ltd became responsible for engineering-architectural work, while
Total Engineering assumed responsibility for construction, both within the system of Project Management. Both
these firms had professional status. David took retirement thirty years later, a millionaire. For a floor cleaner to
become a millionaire was possible only with a company like Canadian Tire.
This company had been formed by two brothers, William and Alfred J. Billes in 1922. The elder brother,
William died suddenly in 1956, therefore the presidency was taken over by AJ, as everyone called him. This
firm also eschewed titles. AJ was like a father and with his employees formed one large family. He served as an
example. Never was he seen driving a new car and for years he wore the same well-worn suit, albeit with a tie.
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He was the first one at work in the morning and did not take vacations, until retiring. He demanded efficiency
and a prompt service for customers. The clerks were using roller skates, in order to speed up service. The prices
at which he sold Canadian Tire products were difficult to match by competitors. He printed his own currency,
“Canadian Tire Money”, which was paid to cash customers, to the extent of 5% of the purchase. In 1958, apart
from the main store, there were in Ontario and Quebec, already more than thirty similar but smaller stores. Each
store was an independent enterprise, but under the sign, Canadian Tire, in a building owned by Canadian Tire,
and selling exclusively Canadian Tire products. Despite these limitations, there always were tens of hopefuls
queuing up, wanting to become Canadian Tire dealers.
All employees of this firm could become partners of AJ. Their earnings were minimal, but each worker had the
right to buy shares in the company at half the market price. The company grew at a lightning speed, enriching
its shareholders, including David. Similarly like our firms, because we were both efficient and competitive.
From among 655 projects carried out by my two firms, more than one sixth was committed to Canadian Tire,
although eighty percent of our construction, using our system, were buildings for CTC.
In my relations with David, I always treated him as though he was my client and not Canadian Tire. I
noted that he was ambitious and jealous, but loyal. Had I not scrupulously paid attention to that, I could have
lost my client and become his enemy. Although of second generation, he remained a Scot. And with them, you
are either a friend or a foe. Just like with Bush Jr., although he is not Scottish, “you are either with us, or against
us”. Dave was proud, that he had an engineer at his service. His image in the eyes of AJ, the company's “father”,
was clearly magnified. Subconsciously, or consciously he was indebted to me. He passed on to me more and
more orders, some from the dealers. He practically became my representative at Canadian Tire.
AJ
Towards the end of 1959, David invited me to their office and said that
AJ wanted to meet me. I was surprised, for while I had been working for
Canadian Tire for more than half a year, I had never met him and saw him
only from a distance. David and I went into his office. It was a spacious room
covered with papers and samples of products. He greeted me, without getting
up from his squeaking wooden chair, similar to mine, which I had purchased
somewhere on sale. He gave the impression of being used to the role of
“father” of his domain. Tall, somewhat stooped, with an elongated face and a
protruding chin, like my mother's-in-law. Straight away, without ceremony,
looking me straight in the eye, with a rather amiable half-smile, as if he knew
me already, he asked if I could manage to construct an additional element to
their warehouse complex in northern Toronto, next to the main expressway.
The deal was for the construction of a building of more than twenty
thousand metres square in area. I did not expect anything like it, for this was a
large structure, but without hesitation I answered: “of course, yes”. I sensed,
that he had expected a straight answer, yes or no, without ifs or buts. And that is what I said. He wanted to see
what I had already accomplished. I did not know exactly, what this was about, since the decision seemed
already made. There was not much to show. There was, of course, the building that I had put up in three weeks,
but that was only two hundred square metres, whereas here we were talking twenty thousand. I don't know,
why I did not show him Rhydwen? It was then almost finished. Maybe I was ashamed that I was its co-owner?
AJ posed banal questions. I felt like a student in a grade school. He probably wanted to size me up better and,
perhaps, to check on whatever David told him about me. And David had likely exaggerated a bit.
During the next twenty years of our co-operation we rarely met. Nevertheless, I felt that he had
increasing confidence in me. After a few years, I had nearly total control over financing of projects which we
executed, together with signing of cheques. I never took advantage of this privilege. We accounted scrupulously
for every penny. Each invoice was checked by three persons (including myself) in our office before being sent
to their accountant. We retained, by the way, this procedure for all clients, even though only AJ trusted me to
sign his cheques. This gave me great satisfaction and I appreciated it enormously. Interests of the client were
above the interest of my firm and above mine.
And similarly it was for AJ, although his domain was the world of commercial sales, but the basic
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principle was to serve the client. Client dictated and imposed what was to be done. All his “family”, the whole
Canadian Tire organization, was disposed in this way. The client understood this and appreciated it. Today, a
dozen or so years after his death, Canadian Tire is one among the large Canadian companies, which has
survived competition and aggressive pressure of the American Moloch conglomerates and is still growing. I was
acquiring for AJ more and more esteem. Although he lacked education, he had an incredibly high practical
sense, intuition and instinct vis-a-vis the market, the customer and his own “family”. When Canadian Tire
outgrew the boundaries of this “family”, his “family”, he resigned and went into retirement. In 1996 he passed
on the leadership of the company, not to either one of his sons (of whom one is an engineer) or to his daughter,
nor to his closest associate from his “family”, Ralph Slee, but to a young professional, graduate of the school of
management (MBA) of a nearby university, Dean Muncaster. Dean was the son of Walter, a Canadian Tire
dealer in Sudbury. From childhood, he had been watching at work his father, who managed very efficiently the
Canadian Tire store in that city. AJ observed him closely for a year, while he was working near his office. He
then handed over everything to Dean and never meddled in his affairs.
Probably for the first time, he took a vacation and sailed to Alaska. After a year he returned to his
“family”, which now, managed by a professional, gradually ceased to be a family and became a conglomerate,
like other corporations. Their motto was profit and the customer's importance waned.
AJ returned, not as “father”, but as a minor functionary in the complaints section. He still remained the
owner. He had partners and admirers among his former “family” and among his dealers, whom he brought
together into an Association of Dealers. And there were already more than three hundred of them, distributed
throughout Canada. They constituted an energetic group of businessmen and leaders in their social environment.
5. PROJECT MANAGEMENT
After the five first years of struggle in my career, more and more evidence of efficient elements of
enterprise began to take shape. Although still feeling threatened, I was assuming more confidence in my
strength, kept improving my team and built a better system. Gradually, there emerged a logical, even unique,
method of managing. Finally, a system came into being, supported by five fundamental pillars:
1. Strength of one, 2. System, 3. Team, 4. Knowledge, 5. Integrity.
I called this Project Management (Administration of the project).
Genesis
In Canada at that time and for years and even centuries, just as in other free market countries, all
buildings were constructed by builders, contractors, or by owners. I built for GE as a builder and Rhydwen as
owner. In Wrzesnia, my brothers, even then, built their house as owners. Normally, in both cases, plans would
be prepared by a planner from outside. But for GE and for Rhydwen, we had planned and built ourselves,
although under different company names.
We dealt with whatever task the client charged us with. We drafted and planned, if needed, and built, if
that was what he wanted. Most of our clients were owner-builders, therefore most of our projects consisted of
only preparing plans. But we also had projects, such as schools, churches, bridges, sports complexes, or clients,
such as government institutions, large corporations, like Shell Oil, Dominion Stores, Power Corporation, which
demanded services of a building entrepreneur – executor (contractor). As architects or engineers we prepared
plans and specifications and passed them on to contractors for bids. Normally, the lowest bid wins the contract.
During construction, we, as planners, supervised the builder's work, to ensure that building was executed in
accordance with plans and regulations. This system had been in use in Canada, as in most other countries, since
times immemorial. For a long time, since my stay at Norcross, I had noted that a contractor is basically an
intermediary. He includes in his costs of services, besides administrative and so-called incidental costs, his
profit, from five to twenty percent of the total construction costs. Frequently, this method is the basis for a
potential conflict between the architect and the contractor, which harms the project, and, consequently, the
owner. In Rhydwen there were no intermediaries and no conflicts. Thanks to that we had there large savings.
In the project we had from AJ, the planner and and its executor were the same, as it was in the case of
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Rhydwen. The fundamental difference was that the owner was from the outside. From AJ's position, it
demanded a large dose of trust and faith in us, particularly in me personally. I suspect, AJ realized that with this
arrangement, there was an opportunity for large savings. He certainly must have tested and observed me, before
offering me this task.
Thus this system of construction had its simple beginning. It was a consequence of what I did previously
and what I learned from my employers, clients, my own workers and the competitors.
As a result I created a system, new system, which shortly later I called “Project Management”. We
planned as architects, acted as professional engineers, and supervised construction as building entrepreneurs. So
there was one team instead of three. It achieved great results. But not without controversy, for many did not like
it. I replaced the contractor, which imperilled his status quo. The Association of Engineers threatened to strip
me of my licence, and the Association of Architects charged me with some other transgression. I was accused of
activity as builder and contractor, but not as Professional Engineer. I suspect, that even AJ saw me as a builder,
or perhaps as a Master-Builder, although our agreement clearly described my function. It was even written on a
document of the Association of Professional Engineers.
My “Project Management system” was new, but simple. It excluded the function of builder-contractor,
because he would be merely an intermediary (as I had noted with Anglin Norcross). Thus it was useless. Within
our system worked only true builders: bricklayers, carpenters, plumbers, electricians and the like. Instead of one
there were several, but there were no intermediaries. The results were amazing. Savings in time and costs
sometimes exceeded forty percent of the whole project. And this was what the clients and AJ wanted. Strangely,
these savings for the client did not bring us equal benefits. The greater the gains for the client, the lesser for us,
because we worked on a a percentage fee, being a fraction of the whole cost, in accordance with the dictates of
APEO. In my perception this did not have any significance. My obligation was to faithfully serve the customer.
A few years later “my” Association of Professional Engineers not only changed its position, but accepted
“Project Managers”, as worthy members of their “club”. And those whom I got rid of, the intermediaries, turned
precisely into “Project Managers” (!), without changing their label. Regulations and the law allowed it, because
they had on their professional staffs “Project Managers”. This is what Don Smith did. Today his Ellis-Don is
perhaps the largest construction firm in Canada and proudly calls itself “Project Manager”.
In 1969, ten years after I created my system, five volunteers launched the Project Management Institute
(PMI), which today brings together 260,000 members in 171 countries. At the world congress of PMI in 2008,
in Denver, USA, the keynote speaker was general Colin Powell. Eleven years later, the University of Toronto,
within the framework of PMI, started a series of programs leading up to the degree of Project Manager.
I did not quite appreciate what I had created ten years earlier. In the sixties, I attempted to expand this
system, or, rather, multiply my team of managers by projects, but it did not work. I kept using the original
system, nevertheless, to the end of my career, with exceptional results for my clients and for myself, although
for myself with more modest profits.
Were we to observe the genesis of this concept closer, we would come to my idea of “Order”. Order has
two meanings: command and neatness with transparency. And these, in turn, derive from Knieja and Grzybow,
in mom's kitchen, fortified by her spanking.
Let us then have a look at the fundamental elements of management.
Strength of one
How should one value the worth of a single individual, when compared to many? We ascribe the
symbols of our culture and civilization to individuals. Mickiewicz, Shakespeare, Tolstoi, Beethoven, Chopin,
Michelangelo, Sklodowska. Even historical dramas, in which millions had participated, are referred to a single
person. Napoleonic wars, Kosciuszko's uprising, Sobieski, Pilsudski, John Paul II. We experience daily the
single person's authority, whether of father or mother at home, the boss at work, the teacher in school, the
mayor at city hall and the policeman at a street crossing. Even under communist regimes, where culture of “the
herd” reigned, we had Castro and Mao Zedong. In the world of business we admire Henry Ford, Bill Gates,
John Kulczyk and Dennis Kozlowski, although the latter is now in jail. However, in the majority of economic
systems, small undertakings are the most highly valued. The largest number of new employees are created by
entrepreneurs with fewer than ten workers. In these firms, “the power of one” reigns.
Our firm's product was created by “intellect”. Although the result were structures, they were built by
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others. We planned and managed. The strength and value of “one” in the world of “intellect” is much clearer
and even visible in its effects.
Louis Auer worked for us in several positions, as draftsman, planner and construction supervisor. I doubt
if another firm could have offered him so much variety. Towards the end of the sixties we had an order for 24
apartments on Lake Ontario, in suburban Etobicoke. The client was in a hurry, so I left the task to him. Lou
finished the architectural and construction plans during the weekend. I doubt if he had slept. On Tuesday we
went to the municipal office for the building permit. We received it in two days. The client was impressed. Had
I given this work to two or even three others, I doubt ifs achievement.
Towards the end of the fifties and the beginning of the sixties I approached the zenith of my capabilities.
I was filled with dynamism and energy and went at full throttle. I fought and I conquered. I aspired and inspired.
I was craving, and starved with ambition. But I did not realize that. Although my fundamental mission, my
calling, was “to serve” and that's how I saw it. As an engineer-architect I served others. But I also served my
family.
During that first decade of my career as an independent entrepreneur, I achieved exceptional results in
three parallel disciplines. As engineers-architects, through EDD and LC Bachorz Associates, we had executed in
the office several hundred projects. In 1962 we had 62 ongoing projects. As builders and later through Total
Engineering, we built three score or so structures, and through Rhydwen, Laurentian, Strathcona Mews and
Chata, my family became owners or co-owners of several properties.
These were concepts, which had their origins during sleepless nights and which I had brought to fruition
with determination, obstinacy, intense effort, work and sacrifice. I attained a higher level of efficiency. My
capacity of intellect expanded. I brought together, memorized and controlled a mass of details of each project,
every company, every building. The pace and volume of our work demanded constant decision making. I
executed these with ease and without discord. If inferiority complex transformed itself into superiority complex,
I did not notice. The culture of serving remained even for those clients, whom I had created, because my own
family was also a client. In the office or in the field, it made no difference who was the owner of the particular
construction.
I enjoyed the confidence of my clients and of my team.
System. Tools
Office
In the office we planned and from the office we managed. It was a small office with rarely more than ten
workers. If there were more they worked less efficiently. I don't count here our co-workers in the field, who
supervised construction. The office organization dealt with two basic functions: planning and construction.
Properties and administration were subordinate, almost hidden, functions. I wanted to emphasize, that we were
a firm of professional consultants and planners, a team of engineers and architects. That is the way I saw it and I
was anxious to project the same image to our clients. Every project which landed on the table of our planner had
its origin with the client. He described the function, which that building would serve. We endowed this building
with the environment and attire to serve that function efficiently.
Order reigned in the office and in the field. In the office, every piece of paper had its place. Every
decision had its purpose, its consequences and outcome. After work, every document, apart from working
sketches, was returned to file. In the morning that followed, the brain had to recover in order to continue its
task, without going astray and getting lost in details. The whole activity in the field was subordinated to
supervision from the office. In the office, aside from plans and specifications, we organized auctions, prepared
agreements between the sub-contractors and the owner and checked invoices. The construction supervisor took
orders from the office.
On each construction site, regardless of its size, we had, apart from the supervisor a reporter, whose duty
was checking of deliveries and preparing a daily report of construction activity. This way we had quite an
accurate picture of what was going on.. Both men communicated independently with the office. Helpful tools in
our work were the “task chart” and a computer. One of the initial orders, which I had received from CTC, was to
construct a room for (as David called it) a large calculator. It was AJ's idea. The calculator would weigh thirty
tons and had to be built on the mezzanine at the back of their store. I was surprised, since we had an Olivetti
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calculator in the office, which did not weigh more than three kilos.
Shortly after, I met Bill Etherington, a representative of IBM, the firm
which was to build this enormous machine. I found out from him that
this was more than a calculator, it was a computer. The subject of
computer fascinated me, although I knew little about it.
ENIAC. 30 Ton Computer
IBM had been building calculators since 1892 and this
computer, which they were building for Canadian Tire still utilized the
same perforated cards. However, it was a huge electronic machine.
More than ten thousand electronic lamps produced much heat and
required an area of over a hundred square metres. The space required
air-conditioning and a tight coating, free of dust or any dirt. Despite its
imposing dimensions, the power of this computer was less than that of
today's cell telephone.
Task Chart
Shortly after, Harjit Dhillon introduced me to the “critical path” method. It was the latest task graphic
chart, which he had learnt about, while taking courses at Harvard. Critical path required the use of the computer.
Both these devices were to me a revelation and immediately seduced me. I decided that the computer and this
method of planning and managing would become a foundation of my practice as a consultant. At once, I applied
critical path to the very next project. I presented its data to IBM for translation into computer language. Bill
Etherington promised to do this for free, because they were still learning new computer technology and critical
path was to them a novelty. A few weeks later, they came back with a large box containing hundreds of
perforated cards and a computer sketch, elaborated from my data and with a sheet of figures and numbers
designating the basic elements of construction, occasionally even the sequence of executing particular elements
of construction. I was full of admiration for this machine that could “invent” something like that. I was certain
that this sensational product would become a foundation of my firms.
Despite my enthusiasm, I could convince neither my current nor potential clients, not even my own coworkers, of the merits of this method. To them, it seemed too complicated, they did not know and had no faith
in the computer. For years they used line graphs, simple and clear. They did not recognize the potential of the
computer and of the critical path.
After a few months I decided to simplify this method, to make it simpler and comprehensible. I
combined the traditional line schedule with computer's critical path and called it Task Chart. Afterwards, I
always insisted on fitting the whole chart on one page, using the obverse to enter data for computer.
The task chart is useful for managing and planning any task or project, not only for construction. Fifteen
years later, I presented the outline of this chart to my son, Mark, for him to adapt this method to the paramount
task, which is our life. He did not use it, but it could have helped.
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IBM perforated cards used since 1892.
Computer generated 'Task Chart'
Team
I had faith in my team and I had faith in myself. It seemed that if someone had charged me with the
mission of landing on and returning from the moon, I could elaborate this task, create and mobilize a team,
grouping talents and a system to accomplish this.
Our office team numbered only eight members, not counting those in the field. With this number, it
achieved something like an organic and harmonious whole. It had a sense of mission, energy, rhythm and
efficiency. I was a member of this team, but also the authority, because I organized and inspired. For each one of
them I was, as if, a challenge. They attained peaks of their capabilities, for “if he can why not I”, especially that
I am more capable and have better qualifications. So it was. For each member of this team, every project was
“my task” and “my domain”. In their domain, task and project, they were leaders. This was a team of leaders.
We had no titles, but functions and responsibility.
The results were impressive. At the beginning of the sixties I had an opportunity to compare our
efficiency with KVN Ltd. This was a construction company which during this period had built roughly the same
number of structures, as we had. The difference lay in that they employed 52 workers and we 9. Furthermore,
they did only the construction, while the plans of their buildings had been prepared by independent architectural
and engineering firms. We had done both the planning and building. Frequently, we used the same subcontractors.
This was a decisive proof of the efficiency of our system. It saved a lot of time and money. It permitted
us to begin work in the field before obtaining the building permit and often even before we finished the drafting.
For time means money. The traditional system encouraged confrontation, rather than co-operation between the
projector and its executor. Once, I was scrutinizing an engineer, a candidate for our team. He had worked for
McNamara and McNamara, one of then the largest construction companies in Canada. His exclusive task with
that firm was preparing a list of errors and omissions in the plans of an architect or an engineer, before
commencing construction. He thought that the largest savings could be made by changes and corrections. I did
not hire him and that firm later went bankrupt.
I dismissed members of the team only if I was forced into it. Each of these incidents caused me much
pain. McLachlan was the first, although it was McAllister who fired him. Later, Peter Host turned to be a
dangerous psychopath. “The Major” was a fraudster. I also dismissed “the genius”, Louis Auer, but he ignored it
and returned to work the next day, as if nothing had happened. This was repeated several times and it ended by
us becoming friends.
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From time to time, someone left our team. Most of them formed their own enterprises. They learned
with us a great deal. So why not, if “he”, an immigrant, with an accent and an alien name, achieved success,
why not I, a born Canadian and better qualified. Several made it. Others did not and came back. Don O'Donnell
returned about three times. Lena came back and stayed with me for evermore.
Ron Ellis, Charlie Schwenger, Bill Wong, Victor Heinrichs, Paul Roth, Andrew Drozdowicz and others
and, finally, Don O'Donnell succeeded. Of course I was sorry to have each one leave, but I understood and with
all of them I maintained contact and often even took advantage of their services. I became their client.
Knowledge
Knowledge was the fundamental product of our team. The architect and engineer planned, the draftsman
drafted, and the director of construction built, each one exercising his particular knowledge and experience.
Each one created, utilizing his own knowledge. It had to be mobilized and organized. Often our resources were
insufficient. We often solicited the knowledge from our consultants, producers, executors and even our
competitors. In our office we browsed through our modest library and archives of hundreds of projects that we
had completed earlier.
The attractiveness of my career depended on learning and discovering new secrets of my craft,
constantly, every day.
Integrity
Integrity was part and parcel of our system. My first commandment of integrity and honesty probably
derives from grandma's dictates to “act so as to endear yourself to God and people”. It does not mean that I did
not sin, that was known only by my catechist priest. During exams in high school, I surreptitiously helped my
colleagues. While under German occupation, I falsified Ausweises. After gulags, in order to gain entrance to the
military school, I lied that I had finished high school. Nevertheless, I saw myself as being honest and reliable.
Others had the same opinion of me.
I devoted much time and effort to assemble about me and to my team people of integrity. The criteria
that I used in selecting my co-workers, were primarily honesty, then work ethic and, finally, qualifications.
Integrity became something akin to our product, on par with planning, construction and knowledge. However,
in business it is not enough to be honest, but to be perceived as such. Particularly in the profession of a
consultant.
Michelangelo agreed to build the Vatican basilica for one dinar, provided that his patrons assured him
protection from bribes, fraudsters, usurers and charlatans.
Corruption like prostitution is a timeless institution.
I view integrity as a good investment. In the mid-sixties, we began an association with a new client,
Salada Foods, which I was anxious to satisfy. The owner was a vice-president of the largest bank in Canada and
his son, Grant Horsey, was the president of Salada. For a constructor supervisor, I hired a presentable engineer,
who then worked for Foundation Company, probably the largest construction company in the country. Earlier he
had earned the rank of a major, as a professional officer; took early retirement and chose construction as his new
career. The project was close to the headquarters of this company and he really did make a good impression
there. Unfortunately, hardly two weeks passed before I noticed that the quantity of sand and gravel, which he
had ordered, clearly exceeded what we had in the cost estimate. I checked with Harry Balodis, our engineer,
who had prepared these calculations. There was no doubt. A very disturbing situation ensued. But there was no
room for compromise. In this case I had no scruples whatsoever. I detest fraudsters. Immediately, I dismissed
him from work. I arranged to meet the director of construction of that company the next day. I took with me Bill
Yeung, the best field supervisor on our team, although he was not an engineer, wore no military medals, had
slanted eyes, but was a Canadian citizen. I asked the director for a few minutes in private, to explain the
situation. I fired “the major”, because that is what they called him, for such and such reasons. His
responsibilities would be taken over by Bill Yeung. Besides, I would not confirm the tonnage expected on the
invoice. I apologized for the confusion. He did not like that very much.
A few weeks later, three giants, each one at least two metres tall and weighing a hundred kilos, showed
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up in the office. They were three brothers, owners of the gravel pit. They scared me, but I stood my ground. I
told them that we had confirmed what was in our estimates and the rest would be up to the owner, because he
wrote the cheques. The client's director pressed for a compromise. I did not change my mind and he appealed to
the president. In conclusion, this affair not only did us any harm, but the opposite. Not only did we receive from
them several other projects, but later the president invited me to his office and disclosed that that his family had
private assets and asked if I would be interested in investing together with him in buildings and properties. I was
taken aback, because he represented the cream of Canadian finance. I explained that I could also serve them, as
now, in the capacities of adviser and consultant, without sharing the profits. Besides, I did not dispose of that
kind of assets. He said that I need not worry about the money. A few weeks later I found two large apartment
blocks in the centre of the city. They were interested. The owners were a German company and Metropolitan
Trust, a Canadian fiduciary partnership managed their investments in Canada. I negotiated a purchase
agreement with the president of the trust, Dr, Rudolph Frastacky. We submitted an offer and he flew with it to
Frankfurt to present it to its owners. By chance, at the same time, a serious crisis occurred between the
government of John Diefenbaker and the governor of the National Bank of Canada, James Coyne. The result
was a sharp drop in the value of the dollar and the offer was rejected.
In all, from among 655 projects which we had completed during my career, the majority consisted of
architectural or engineering plans for a client who did the building himself. All my Polish customers belonged
to this group. A large group of clients, the likes of Dominion Stores, Shell Oil, schools and bridges, required the
traditional system. Thus architects and engineers were used for planning and building concerns were used for
building.
About one sixth of the projects were executed by our system of 'Total Project Management'. I sometimes
wonder, how it was possible for our small team to handle simultaneously a dozen or more projects? Especially,
that, frequently, half of them we had 'built' using this very system. 'The strength of one' is not enough. It is
necessary to have a suitable team, a proper system and suitable tools.
It took me several years to perfect the 'Total' management system. The GE building could be said to
have been built by the 'strength of one'. We prepared the plans, supervised the construction and hammered the
nails in the field... Rhydwen Apartments, was an incomparably larger structure and required more advanced
organization. Still, however, it was 'the strength of one'. Even though we had a supervisor in the field and an
accountant in the office. I was still using a line graph.
In 1959 the CTC warehouse was the first project, where 'Total Project Management' became an
efficiently functioning system for executing projects, large and small and it passed the examination with
excellent marks.
End of book translation, beginning of the internet version.
6. 1959-1969. DECADE AT THE TOP
Gathering momentum
Towards the end of the fifties and the beginning of the sixties, my career acquired ever greater
dynamism. I had an increasing number of clients and new challenges emerged. Growth seemed to expand
naturally. The level of my effort, energy and intensity and the pace of my work, were peaking. They seemed like
a rhythm, an addiction, a habit, a commonplace...
I had many new Polish customers: Juralewicz, the Lewandowski brothers, Zbig Radomski, Janto,
Zygmund Tworek, Zenon Tyczka and my former boss, Frank Lennox; also several of Jewish origin, including
Alec Grossman, Jack Izraeli, Reisman, Al Melchior, Brad Chapman, Solmor, Fink, Reininger, Freeman and
Irving Biller, my former employer.
But, for the most part, they were Canadians or Canadian firms. The most important were Canadian Tire,
Shell Oil and Dominion Stores.
The preeminent year was 1962, when we had 62 ongoing projects. About that time, there occurred a
number of notable events. I built a small house ('Cottage') on a lake. Soon later, my family had an addition with
the birth of my daughter, Linda. In 1961, I purchased an old house to which we moved. This was not what I
planned to be our family house. It was there, though, where my youngest one, Grant was born. Later, I
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demolished this house and built in its place an apartment block. Today, its owner is, fittingly, Grant.
I sought a small suburban farm and in 1962 purchased a two and a half hectare lot, where I began
building 'Chata', my family house. During the same year I also purchased a building to serve as my office at 575
Bloor StE.
The most important event of that year was my return the country of my origin, after being separated
from my family for 22 years. I flew there with Patricia. This revived our family bonds and was the beginning of
a new romance with my Homeland, my first Homeland.
Warehouse for CTC
This huge warehouse for CTC was the first project, where I applied my system of 'Project Management'.
Our task was supervision and coordination of what went on in the office and in the field. We built it in three
phases, 16 hectares in all, under one roof.
I assumed also the function of an architect, although there was not much need for it. One item worthy of
note, was the enormous display window 3x30msq, without frames. Plates of glass glued together and fortified
by ribbing, also of glass. I contrived this so, because regulations did not allow billboards close ton the
expressway and the client wanted publicity. It was the largest display window of its kind in Canada. But
authorities did not like it.
Harry Balodis, as construction engineer, had most of the work. The building had two levels, the upper
one being accessed by a ramp of reinforced concrete and a roof of steel construction. Jerry Cox and Jack
Ashizawa, the two calligraphers, prepared architectural and constructional drawings. Later we undertook an
additional task of producing steel rods for the construction of reinforced concrete, because the supplier could
not, but it was critical for our task chart... Louis Auer helped Harry with this chore. Engineer Bill Wong planned
and prepared drawings for sewage, plumbing and heating systems. I assigned electricity to Peter Kloc, who was
in the process of establishing his own independent office. Ann Bennett was the receptionist, typist and
'accountant' and in free time also drafted. She prepared specifications, agreements and lists of invoices. Each
invoice went through a formal process, beginning with confirmation from the field, then checking and signing
by Ann, by Harry or Bill Wong and by myself, before being sent to the client for payment.
For supervision at building sites, I was fortunate to acquire the services of one of the best in the
business, Bill Young. Although the process and coordination of work at the construction site was strictly
subordinated to control by the office, the position of supervisor was very important. He also advised whenever
the need for change or to simplify came up in the field. Some orders were based on a 'cost plus' basis, whereby a
percentage was added to the cost in payment. These kinds of situations required control and integrity of the
supervisor. Bill was honest, but liked to take a few drinks with colleagues after work. Of this, I took notice.
At each construction site we also had a 'timekeeper', a field bookkeeper, and reporter. He was
independently responsible to the office. His assignment was preparing meticulous daily reports and checking
supplies. These reports were filled on forms, which I devised myself. They became an essential part of the
system on each project. So that every day, we had almost a current picture of what went on in the field, the
progress, the number of workers on construction employed by each contractor, who and what caused delays and
even what the weather was...
The task graph turned out to be the key tool.
We finished the annex to the warehouse in 1959, in less than a year. In spite of the fact that our building
was indisputably better built, the construction costs were 46% less than the original structure. Our system
passed the test with extraordinary results.
In 1961 and 1962 we built the next two phases of this building. In all, it amounted 40 acres of
construction. It became then one of the largest buildings under one roof in Canada.. Earlier this year this
building was demolished (it took nearly a year to do it), in order to make room for blocks of thousands of
'condo' apartments.
A Chinese firm from Vancouver purchased this lot and will undertake the construction. Its owner is
Victor Li, the son of Li Ka-shing, a Hong Kong multibillionaire. In 1996 Victor was kidnapped and reportedly
ransomed by his father for the phenomenal sum of one billion dollars.
The warehouse had fulfilled its task. Today it is no longer needed, because the marketing system has
changed. The large commercial firms like Wal-Mart, Home Depot and also Canadian Tire, combine their stores
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with warehouses in enormous 100,000 sq metre buildings. The producers and suppliers bring in there their
products. Often they maintain their own stands there and service them with their own employees. During the
construction of this and subsequent projects for Canadian Tire, I cooperated not only with David, but also with
Ralph Slee, the closest associate of AJ. He was also responsible for the internal arrangement of the stores. Our
work relationship thrived and I soon befriended them both.
Building for CTC from Ocean unto Ocean
Success of this project brought us a host of new projects. From CTC alone, we received during the next
three years, more than twenty building orders, using our system, including supermarkets, gas stations and car
washes. While at the same time, we received a similar number of projects from Shell Oil, CTC remained our
key customer.
We rarely met with AJ, but he was greatly amused by our concepts. Hitherto, their buildings were boring,
lacking in inspiration. Although they had cost more than ours to build, they looked cheaper. Counter to the
principles of restraint and costs, AJ discovered architecture and supported diversity. It seems to me, he
perceived that it makes good publicity, consciously or not, and in this way wanted to emphasize that Canadian
Tire products are not only available at low cost, also, but also have quality.
For us it was pure joy, especially for me. I loved architecture. As engineer-architect I embraced the
principle, that 'architecture' ought not to be an additional cost. A well worked out project must be elegant yet
simple. During the 50 years of my career, I employed more than 30 architects. I learned a lot from them, from
each one of them. I do not deny that it would have been difficult for me to match the skills of Ron Ellis, Andrew
Drozdowicz, Paul Roth, or Peter Michno, but as a structural engineer and 'Project Manager', I had a better
understanding of the anatomy of a project and, as one from Grzybow, a son of my mother, I had a better sense
for what was necessary and what was superfluous. However, I did not know how to 'paint'. I was fairly good at
drafting of engineering or working drawings, but not of artistic, architectural ones. This was troubling me,
because an architect must know how to paint.
I was beguiled by prefabrication ever since we constructed the GE building in three weeks and later my
'cottage', which four of us put up during one weekend.
Of the projects that we had completed for Canadian Tire, a few merit particular notice.
And here is a gallery of some...
1960. CTC Sheppard
AJ was fascinated with the architecture. He surveyed it from where he could not be seen, as if this was a
game. We built it with our system. Supervisor of construction here was Bill Young.
Too bad, but it was demolished this year to make space for hundreds of more 'condos'.
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Below in the picture is the back of my Chrysler Imperial. It seemed out of place for its owner from Grzybowo,
but I fell in love with its 'architecture' and vigorous speed.
CTC Keele. Toronto 1961.
Concrete sidewall, of Lou Auer's authorship, one huge billboard
Front wall, 25m x 5m, was slanted and built of glass plate. During hot summer days a film of water
flowed down its face (saving 9 tons of air-conditioning). Water tanks and fountains adorned both sides of the
entrance.
Bill Young also supervised this project.
CTC Ottawa. Glass and concrete prefabs. 1962
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Here was an opportunity to yield again to my fancy. Perhaps, I competed with CTC Sheppard... I worked
out a simple structure from elements of concrete and glass. Texture instead of colours. Only three colours:
white, black and grey. A good example of how engineering and architecture can form a harmonious 'organic'
whole. We repeated this in a few locations, in Quebec, Ottawa and even in Toronto, because this system can be
easily applied to different sizes of buildings.
CTC Gas Bar, Avenue Rd. In central Toronto 1962. Our project authored by Ron Ellis.
This gas bar was built by McCklintock and Sons., a construction company. We were awarded a
commendation for this project..
CTC Car Wash for 1,000 cars per day. O'Connor St., Scarborough. 1964.
AJ's idea. It was at the time the first automatic car wash in Canada and one of the largest in the world. It had
two parallel belts. David, the son of AJ, an engineer, was responsible for this facility and held two patents on its
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mechanisms. However, these mechanisms failed often, if not one, then the other belt was always being repaired.
After years of costly repairs, the dealer gave up on that enterprise. The idea did not pass the test. The building,
of my authorship, was of glass and steel. It presented itself well. An envelope of glass, hung from an exterior
steel construction.
The 'Project Management' system turned out to be a success beyond all expectations. It was elastic, fast
and unrivalled, when it came to costs and speed of execution. It was suited to any project, large or small,
industrial, commercial, or residential. It was equally effective in Toronto as elsewhere.
We erected a Canadian Tire store in Aurora, near Toronto, in 6 weeks, although the supervisor was Tony
Creglia, who had no experience in supervision. Previously, he was a carpenter on some of our buildings. No
doubt, this helped him. It also helped that he was Italian. Italians seem to have a predisposition to construction,
perhaps coded on their genes from Roman times.
In Assiniboia in Winnipeg, the supervisor was, already familiar to us, Louis Auer, the draftsman. First,
he prepared plans in the office and then I sent him to Winnipeg to build what he had drafted up. I visited him
there in the winter. It was -20C and windy, as the metal-workers, stuck onto frigid columns, assembled the steel
structure. And he was upstairs beside them... He hardly looked at me, as if I bothered him. I did not feel
offended, but was, rather, proud, that we have in the team members who take their responsibility so seriously. In
Brandon, 120 km west of Winnipeg, I built a supermarket for CTC, without on site supervision. I supervised by phone... I did have there, however, a young man, who prepared reports and sent them to us daily. I have
never been in Brandon and never had the opportunity to see this building.
Today, I get feverish, realizing, when I use this computer, here in Toronto, on which I am slaving over
these memoirs, that I could assign a part of this screen to supervise similar or any other construction, even in
distant Wrzesnia, utilizing free computer programs, such as Skype and computer camera...
Peter Host
During the initial years of my career, the office at 62 Avenue Road proved to be ideal for our needs. A
good location, low rent, although in the attic, but spacious and well lit. A very helpful, amiable and courteous
landlord, Alfred Bent. It was, however, not very presentable and after 1961 became too small.
Since 1960, most of the new orders required involvement by an architect. Initially, I managed myself,
although I did not have the qualifications of a professional architect.
In 1961, I hired the first professional architect, Peter Host. He was a graduate of the University of
Toronto. I thought, that he would be ideal for our needs, although he did not betray much inspiration in his
planning. However, he liked drafting and was conscientious. In his working sketches it was hard to find any
error. His father had a building firm, where he had acquired a good knowledge of construction. He presented
himself well and was about two metres tall. He made the impression of being honest. In his deportment, he was
rather unapproachable. Nevertheless he befriended Louis Auer, whom he regarded as a genius.
Prior to joining us, he ran his own architectural firm. He must have been well off, since he owned his
own home with a swimming pool and even had his own aeroplane. He invited Patricia and me to his imposing
house. His wife was of Polish extraction and they had two small children. I never did find out how he had
stumbled? But the wounds were quite apparent, since he gave impression of being always under stress. He
chose us, because I shared the profits, but, I suspect, that he had expected more. However, I had realized long
ago that I was not suited for partnership, despite of my ideal relationship with Mienkowski.
Towards the end of 1961, Brent installed air conditioning in the whole building. We were very glad to
have it and I, even more so, because the rent stayed the same.
The day after the installation, Brent came to our office, to see how the air conditioning functioned. I
thanked him, because the difference was evident. It was around noon, so that everyone except me and Peter,
were out to lunch. Brent approached Peter and politely asked his opinion about this installation. Peter, stooped
over his table, cast a fierce glance at Brent and with the rage of a ferocious beast, stuttered: 'You goddam Jew, if
you don't scram this instant I'll throw you out on your ass. Out!'... Never in my life had I witnessed so much
hate in a human being's voice and demeanor. Brent and I were petrified. I attempted to apologize to him, but in
shock, without a word, he left.
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The next day, Brent phoned that he would like to talk to me. I went to his office and apologized again.
He said he was still in shock. For 6 years he was happy with us as tenants, but he could not stand to have
working under his roof such a rabid anti-Semite. He talked with his wife and son and they had come to the
conclusion, that either I dismiss Peter, or we would have to leave our quarters. I probably would have fired
Peter myself, regardless of this ultimatum. Not only because I had Jewish clients and Jewish workers, but
simply, I was afraid to keep in the office someone with such serious psychological derangement.
Until then, I did not have to dismiss anybody from work. Throughout my career I had such scruples.
How to deprive of work and a source income, someone who has a family to support, who is conscientious and
proud of his career and wound his ego in the process?
I asked Peter to see me in my office. I tried to explain to him tactfully the situation which arose. He
listened impatiently. He got up before I finished. 'So I am leaving'. I told him to stay and finish the project
which he had worked on... 'No', he said. He packed his things, bid farewell only to Louis, only Louis and left...
It left a bad taste. I explained to all what happened.
I found out later from Louis, that he found employment with Bergman and Hamman, his former school
mates, who specialized in hospitals. Both were Jews (!?)...
Two years later, when we were already in the new office, Peter called and asked if he could come back?
Just then, I had been looking for and advertised for an architect. I did not have the courage to refuse him.
Perhaps because I sympathized with him, for he had clearly some health problem, he spoke almost in a whisper.
Or, maybe, because he had a Polish wife, or because I had just landed a new client, Dominion Stores, the largest
supermarket company in Canada? Probably the sum of all these reasons.
It took only a few months before a situation similar to the one on Avenue Rd. occurred. On this
occasion it was aimed at me. He was working on one of Dominion's supermarkets. The client asked when the
project would be ready. I approached his table and asked shyly, when can it be expected that the plans would be
ready? He got up, taller than me, by a head. At once I observed the same ferocious look in his face, as
previously with Brent...- 'If you don't disappear this instant...' - aiming with his drafting pen straight in my eye...
I was dumbstruck...
Before me appeared a venomous viper, which I had run into during military exercises in Uzbekistan,
twenty years back... in front of me a viper stretched, ready to strike, - terrified, I froze motionless, eye to eye
with the viper... After many seconds, slowly - and without a word or whisper, I retreated... I waited, before
finishing work I asked him to come into my office. He did not come... He packed his things and left...
I was sorry for him...
In his life he had accumulted so much pain, disappointment, defeats... so much hurt pride... wounds in
soul and body... To begin at the top and stay there is risky, because the bigger you are the harder you fall to the
bottom, so the wounds are deeper... Hard to get up and start anew... The surest way to the top is by climbing
stairs,step by step – whizzing to the top on wings loses the charm of accomplishment...
Even if he had he been born in Grzybow or Luszczanow, it would not have helped.
Peter maintained his contact with Louis. Through him we found out, that shortly after this event, he had
moved to California, where his brother ran a construction business.
He died two years later of cancer of the larynx.
575 Bloor St E
The incident with Peter at Brent's hastened the decision to find my own and larger office. In this matter I
had help from a Polish colonel, then a property salesman. I forgot his name. He found a small building on one
of the two main arteries in Toronto, 537 Bloor St East. I changed the street number to 575, which better
accorded with our telephone number.
This was a split level building, with a raised basement with large windows and a raised ground floor. In
all, this amounted to 150 square metres. The lower level was already divided into four rooms, therefore, we
made little change there. Upstairs required major alterations. I don't know how I found time for this, but with
the help of John, my brother-in-law, we did it all ourselves. I assigned space for reception and a waiting room,
with a niche for a table to accommodate plans for perusal by contractors. The main office had room for five
drafting tables, with a reference table and filing cabinets for the draftsmen, a desk with a telephone and later
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with a computer, a library with catalogues and manuals and a place for plans.
575 Bloor, our Studio.
My office filled the rest of the space. I bought a large used table with a side shelf, two filing cabinets for
documents and three chairs.
This location served for the next 45 years as my workshop, the forge of my dreams, my creativity,
inspiration, my achievements and my successes... Not without pains, but those I have forgotten. There, I
fashioned the mechanism and the rhythm, which daily inspired and lightened my life's labours... In 2005 I sold
this office and ended my fifty-year career. Too early, an error, a bad step, a poor decision, - irreversible, - too
bad...
575 Bloor. Grant's renovation proposal.
Before I sold my office in 2005, Grant elaborated on the computer program CAD, the above project of renovation.
He also simplified the address from 575 to 555 Bloor St,E. I regret that we did not use it.
From this year on, I am also distancing myself from the dear and near to me Foundation of the Children
of Wrzesnia, my Little Homeland. An incalculable loss...
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Other projects
During the decade of the sixties, we had executed, in all, several hundred projects. Many of these originated
from Polish customers.
Jurek Juralewicz, who later changed his name to George Jordan, at took aim at purchasing, for very
low price, lots for shopping centres in good location. The problem was, that the ground was useless – wet sand
with ground water. It would have been possible to erect buildings there on posts, of tens of metres in length.
But it would have been uneconomic. He came to me with this predicament and asked what could be done? He
left me the surveyor's plans and the results of ground tests. I came up with a simple solution. Basements would
be interconnected like floating 'ferries', on which stores would 'swim', with offices overlying some of them. It
did not cost any more than a normal structure. Jurek called this complex, 'Royal York Plaza'. It was his largest
project and the greatest success. He became my friend and the best 'salesman' of our enterprise. Through him I
obtained a series of orders from his Polish and other colleagues. Among them was Zbig Radomski.
Zbig was a very funny guy. He had lost an arm during the Battle of Britain', but this did not bother him
at all. He created a comic squad, comprised of himself, Jurek, Jack Spanton and a Mexican Jew, whose name
escapes me, similar to Frank Sinatra's 'Rat Pack'. Occasionally others joined in. Even Pat and I played a part,
when we visited Bahamas. They travelled the world and showered it with humour.
One of Zbig's adventures, was narrated to me by Jack Spanton. At some time in the sixties, Jack had an
urgent telephone call from Zbig in Paris. 'Don't ask, just pack and fly here by the next plane – very important.'
Jack complied and flew over. On entering Zbig's hotel room, he saw a pile covered by blankets on the floor. He
unwrapped the blankets exposing lumps of gold! 'I don't know what to do with it?' said Zbig helplessly...
This was the time of the war of independence in Angola. Zbig had organized a group of his war
colleagues and transported to Angola some rusty remnants of the war, such as aeroplanes and other wares, in
return for the gold.
Thanks to Zbig, I obtained a very interesting project of a hotel on Grand Bahama, the 'Oceanus Inn'.
Oceanus Inn. Grand Bahama.
Oceanus Hotel. A 168-room hotel and night club, world HQ of the Club of Submarine Exploration. The feasibility study of this complex was
prepared by a firm of hotel consultants from Chicago, while our team was responsible for the buildings. Ron Ellis was then our architect and
acquitted himself splendidly of his task.
We were the planners and a large English firm, McAlpine and Co. were the builders. I was the
coordinator of this process, which required frequent flying, sometimes twice in a week, to Freeport on Grand
Bahama. Our client was one of the largest corporations in Canada, Power Corporation.
Bahamas, like other Caribbean islands, were and are today, popular tax havens to many, who escape
from the responsibility of paying income taxes in their countries. I suspect that it may also have been a rationale
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of our client.
Power Corp purchased the ground for this hotel, where one of the main stakeholders was also a
Canadian, Lou Chester. Lou had earlier made millions selling by mail lots in Florida. Ordinary people bought
them sight unseen, because they were very cheap, and when later they went to verify the ground, they found
swamps, often covered by water.
Later it came out that Chester had connections with the famous 'mafioso', Meyer Lansky. Lansky was
born in 1902 in Grodno, Poland, as Majer Suchowlinski. When he died, he reportedly had 300 millions dollars,
although no one was able to locate this money. There also were problems with his remains. Neither USA, Cuba,
Poland, nor Belarus wanted to have him buried on their territory.
Eventually, he was buried in Israel.
During this period,we acquired one of the most difficult and interesting projects. The company,
'Rotocast', the owner of a smelting works, charged us with demolishing the existing buildings, which
incorporated the smelter and related gas fixtures, and install new ones. With the stipulation that the smelting
operations operations would not be interrupted. It is worth mentioning, that before we undertook this task, our
client had an agreement with a building firm at a fixed price. The construction was not realized, because the
contractor could not get insurance.
In our agreement with Rotocast, I attached a clause, whereby 20% of savings resulting from our work,
would go to a charity of my choice. We finished the project at 46% of the contractor's estimated cost. The client
did not dispense to me this privilege, which was clearly inscribed in the agreement. He explained that he had
allocated these funds for his own charity. I doubt if this happened. We did not work for them any more and I
wonder if that matter should not have been brought to court.
During my career, I avoided the courts and I avoided lawyers. I devised a mechanism, whereby, I
attached a clause in agreements, where possible, for resolving any disputes by arbitration.
In those years, I also began to make investments for my family, although, in a few instances, that came
accidentally
I Enrich the Family.
My career was for me one big entertainment. Even though there were very painful moments. Because
every project can be likened to giving birth. Plenty of delight, but a lot of pain... But I worked, because it was
entertaining... I am not sure that this was my only motivation? I also sacrificed to ensure the future for my
family. This motive may have been the fundamental stimulus in my career...
I admit that this was not the case when I had worked for others. After a few months, work there, not only
bored me but annoyed me. Had I not left, the employer would likely have fired me.
Thus I worked and amused myself almost from the beginning of my independent career. I was enriching
my family. First Rhydwen, later “cottage' and Chata. Even before I started building Chata, I had put up the
apartment building, 'Villettes', where my youngest son, Grant, was born. Today, Grant is the owner of this
building, although it is sagging under the weight of debt. - He not one from Grzybowo.
The work of an engineer-'Project Manager' is a risky profession. As I had mentioned previously, I am
responsible to the end of my life, not only for my work, but also for the mistakes and negligence of my workers
and advisers. In order to mitigate this danger, in 1964 I formalized legally my corporate matters. I was aided in
this by Robert Kaplan, who later became a member of the federal parliament and a minister. Robert was also the
son of Charlie Kaplan, who later worked for me as an agent. I got to know him independently of his son. Since
that time, whatever I could earn for the family would be theirs, not mine. A second advantage of this
arrangement is that when I pass away, their assets will not be subjected to inheritance taxes.
I am glad that, as yet, there has been no need to deal with either one of these eventualities.
Laurentian Village
Dean Muncaster was merely 34 years old, when AJ passed on to him the stewardship of Canadian Tire.
AJ had two sons and a daughter, but chose Dean as his successor. Dean was ambitious and bright. He was the
son of Walter, who ran the Sudbury Canadian Tire dealership. There, since the age of 12, he had been learning
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the skills of running a CTC store. Later, he studied at Western University in London and then in Chicago, where
he obtained his MBA. Dean and MBA was what Canadian Tire needed at the time. The same combination
would not be useful to me, but it met the needs of a large corporation, for which MBA was programmed. Under
Dean's direction of 13 years, CTC's turnover increased from 100 million to 1.3 billion dollars. Dean became a
business celebrity in Ontario. Distinctions and titles multiplied. Laurentian University in Sudbury conferred on
him an honorary Doctorate of Law.
Dean was impressed with our work for CTC. He invited me often for consultations. Sometimes, we
travelled together to inspect buildings, which we were constructing in Montreal, Quebec City, Ottawa and
Sudbury. In Sudbury, he introduced me to his family. His father was a widely respected businessman and a true
gentleman.
While in Sudbury, I often spent the night at their place.
Dean confided in me his plans and ambitions, which, wreathed in laurels, surpassed realistic dimensions.
They were regularly restrained by his wife, Grace, which he did not like. He divorced her and married his
secretary, of Polish origin, also a divorcee with four children.
To me it was early quite obvious, that Dean in his plans did not limit his career to Canadian Tire. But, in
his ambitions, he had a place for me. Already on our first trip together to Sudbury, he proposed to me to join
him in building something on lots that they owned. I insisted that, like for Canadian Tire, I could act for them as
a professional Project Manager, without taking a share of the profits. When they persisted, I agreed, provided
they would accept as partner not me, but my family.
Sudbury was still in recession, so it was not possible to obtain a loan from a bank or a similar institution.
I began then to look around, whether we could obtain a loan directly from the government, as I did with
Rhydwen. We succeeded in doing so on two lots, but it meant two different mortgages and two different
projects. One was for the poor, as in Rhydwen, with a 50-year mortgage for 95% of the costs and with similar
limitations. The other, for the rich, was for 20 years and 80% of the costs of the lot and construction and at a
higher interest. During this time, the concept of a village in the city was crystallizing in my plans. This idea had
already been germinating before 1962 and prior to my visits to Poland and Spain. The municipal authorities in
Sudbury liked it and we planned this accordingly.
The first location was close to the new university, still under construction and near a golf club. It suited
the richer tenants. So we planned 45 large apartments with three bathrooms each, many with a fireplace, an
adjoining deck and common entertainment rooms. Most garages were underground with direct entrance to
basements of individual apartments. Outside, I applied the same architecture as in my Chata. I called this
development, Laurentian Village.
Laurentian Village, 2007. Lena in the middle betweenTony and Agnes van Loon, superintendents.
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The second lot, of 17 acres, was in the northern, poorer, part of the city. From this, we separated out 2 acres and
prepared thereon plans for 84 houses. Smaller apartments, simple architecture, without fireplaces and with
outside parking. I called this development, 'Muncaster Gardens', to honour Walter's contribution to Sudbury.
As we were preparing for construction, we were approached by Robert Reuss, who had been building
houses and small industrial facilities in Sudbury A typical German, he reminded me of my 'Hitleryungen'
billiards partner from Grzybowo. He proposed to build for us, as a building contractor, both these projects.
After confirming with Dean, I charged Reuss with preparing a formal proposition for the building in
New Sudbury, based on our plans, because it was much simpler and located on level ground. In the meantime,
we completed additional drawings and specifications. We received confirmation of our application for a
mortgage and a building permit. Reuss came back shortly with the offer. We decided to meet in two days about
our decision. His price was very competitive. Just like with Rhydwen, we would come out with a decent profit
after costs of of land and construction. I recommended to Dean and Walter to entrust Reuss with this task.
I prepared the agreement, including specifications and additional drawings. I added my favourite clause:
'The construction must be carried out according to plans and specifications and government regulations,
consistent with the accepted norms of this profession and is to serve the intended function, regardless of errors
and omissions in the plans and specifications.'
My function, as engineer-architect, was to supervise the construction, while Walter would represent the
owners of Laurentian Village Ltd.
Reuss made at once large progress and after two months expressed willingness to also build Laurentian
Village. The agreement was reached on similarly favourable to us conditions. The ground here was difficult to
build on. Part of it was rock an part slimy clay.
He had to face plenty of rain in the fall. The ground became one large puddle. This involved additional
costs, which, in keeping with the terms of the agreement, were his responsibility. During construction, as in
every project, the need for changes occurred. Reuss constantly sought them as opportunities to claim more
money. He also looked for shortcuts, hoping that I would not notice. It was my task to ensure that the terms of
the agreement should be fully met and that he would not exceed his due.
He suspected me of being too demanding and, later, when he found out that I had a share in this
undertaking, he accused me of being unfair. This despite that it was not I, but my family who were partners.
Still, I did not demand of him more than what was stipulated in the agreement. Especially, that I was rarely on
construction site, but had there Johnny Massotti, whom I had hired to send me daily reports.
Nevertheless, an atmosphere of constant struggle of wills arose between myself and Reuss. He was
arrogant and sure of himself, while with me, I suspect, remained the memory and bias, which originated from
somewhere in Grzybowo tens of years ago. Dean observed this and was greatly amused.
In sum, both sides came out of it well. Reuss went back to Toronto and built splendid skyscrapers and
the Muncasters were satisfied. For me this was just another adventure.
Simard, the Patriarch
CTC had also its stores in Quebec. Before we started building there, CTC had been building them with
the help of the Simard family. Its patriarch, Philippe in particular behaved as if the whole province belonged to
them. They dictated what and where could be done. This included also CTC. Even before Dean began his rule at
CTC, I had received a secret instruction to free the company from Simard's clutches.
It so happened, that one of the first stores, which CTC charged us with building in the province, was in
Philippe's own backyard, in Quebec City. I was able to secure a building permit and started building straight
away. As soon as the patriarch found that out, he summoned me before him. He gave me a good tongue lashing.
How could I have the courage to operate in his domain without his blessing?!
Before leaving Quebec, a few days later, I appointed Manus Verrault as the local construction supervisor.
He proved to be an excellent manager. We finished the construction in a record time and with record results, as
far as budget was concerned. Towards the end, Philippe came and congratulated me.
This also impressed Dean. When we began building again in Quebec City, Dean joined me in visiting
this city. During the meeting with Alfred Simard, the eldest son of Philippe, they proposed to me to join in their
plans to build a network of hotels from 'ocean unto ocean'. They wanted to buy out Delta Hotels, a partnership
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which owned one hotel in British Columbia and and build others under this label. Alfred matched Dean in
ambition. However, he lacked polish and diplomacy. Besides, he was grossly arrogant. I declined the offer
diplomatically.
In a few years, the Delta chain was indeed built across Canada. I do not know whether with or without
Alfred's or Dean's participation?
Later, Dean wanted to get rid of David Harvie and Ralph Slee. Both were AJ's close co-workers. I also
cooperated with them for the past ten years and we were friends... Dean had even already hired replacements for
them. But he had difficulties, for some reason, to staff them in CTC at a high level. So he asked me if I could
use them in my firm and CTC would pay their salaries. This was even from my point of view an exceptional
occasion to broaden the range of our services as professional consultants. But in the outcome, David and Ralph
would lose their positions. And to them CTC was more than just any employer, to them it was still Family. I
convinced Dean to leave them alone. Both stayed with CTC to the end of their careers, longer than Dean
himself and both retired millionaires.
Signals. Limits.
I received warning signals, which I failed to appreciate, ignored, or did not want to notice them. And for a long
time, a number of years.
One day, in the middle of the sixties, I felt weak and fainted in the office. Joyce Neal, my secretary,
instead of calling the ambulance, called my physician, Dr Zawadzki asking him to come immediately to my aid.
And Dr Zawadzki calmly replied: 'he is younger than I am, have him come to me'... Joyce loaded me into a taxi
and took me to the doctor. He examined me and declared: 'the heart beats majestically'. He gave me a large
bottle of Valium. We returned to the office and work. I kept that bottle in a drawer. For a dozen years I never
took one pill. But it was there, close by, in case...
This was, nevertheless, a warning and I did not ignore it...
Lena...
Joyce Neal reached the limit of her abilities. She was a receptionist, secretary and doubly a bookkeeper,
for both our firm and for projects in construction.
In 1966 we had plenty of work. Several Canadian Tire buildings under construction in London, Ont,
Windsor, Montreal and Quebec City, a number of office projects, including the hotel in Bahamas. We were
starting construction of 45 houses in Sudbury for Laurentian Village, a partnership which was shared by my
family. Although we did not build using our system, but through a construction firm owned by the German,
Robert Reuss. With him I had constant quarrels and confrontations. But I made sure that he completed his task
in accordance with the agreement and without 'extras', which he had hoped for, as did almost every contractor.
During this time, in the office worked thirteen of us: two architects, Victor Heinrichs and Paul Roth, the
engineer, Harry Balodis, several draftsmen and a bookkeeper. Joyce fulfilled the function of a receptionist,
secretary and bookkeeper and she needed help. I looked at many applicants, among them Lena Lis.
Lena was born in Sweden. She was six years old when she came with her family to Canada. When I
found out that her parents were of Polish origin, I accepted her without hesitation. Lena's mother spent five
years in the German concentration camp at Ravensbruck. She was rescued along with hundreds of her
companions by count Bernadotte, who was then director of the Red Cross. Lena was 19 and had less than one
year's experience at Canada Life, a large insurance company. She was also a charming girl. I was anxious to
have our firm well represented by receptionists who ought to be not only intelligent and efficient, but also
presentable.
Since she had no experience in a small office, I entrusted Lena with the position of a receptionist and
typist and to help Joyce with bookkeeping in her spare time. Joyce was to educate her in that craft. Lena at once
acquired a liking for responsibility. In the large company, where she had been previously employed, the
workplace was crowded with typists and the work was monotonous. And here she had independence, variety
and responsibility. She was a better typist than Joyce, so I entrusted her with most of my correspondence,
specifications and agreements with contractors. Thus, she became a typist not only for me, but for the office. In
our office, as at AJ's in Canadian Tire, there were no titles and no bosses. Everyone had had their place and their
function. Joyce and Lena, however had similar functions.
It took Lena less than a few weeks to match Joyce. She was ambitious, worked with dedication, often
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extra hours, although , as a principle, I did not encourage working after normal hours and we did not pay for
overtime. Of course, I did not consider myself to be obliged by this rule. Nevertheless, I stopped being the last
one to leave the office.
It seemed to me that Lena saw Joyce as rival. She worked long hours, as if to relieve Joyce of
responsibilities. For Joyce, the situation became uncomfortable and she left us after a few months. I was sorry,
because she was as if a part of the family. She had worked for us several years. In her place I found a young
man, almost straight out of school, Ron McJury. I had elaborated a simple form of bookkeeping, which ideally
met our needs, so he quickly adapted to it. He had excellent working relationship with Lena.
Lena took on more and more responsibilities... She soon became, as it were, a manager of the office.
And indispensable... She sensed and foresaw what I expected and what it was about. In time she became
irreplaceable. I depended on her...
MBA
I sensed that not only I and Joyce but our team and system had limitations. In one year we had 14
workers, but but the work was less efficient than with 8. Responsibilities were divided, challenges were
becoming blurred. 'The strength of one' was weakening.
I came to the clear conclusion, that rather than increasing it, this 'Team' ought to be multiplied, or
cloned.
Towards the end of the sixties and the beginning of the seventies, graduates of higher school of
management, MBAs, came into fashion. Universities created new departments, whose task was to 'produce'
professional managers.
This intrigued me, even though the system which I had worked out in the previous ten years, had no
room for 'management'. Each one of us, including myself, filled out daily a 'time sheet', a five-minute report of
what was done and for whom, on that particular day. There was no place there for 'management'. Even the one
who directed the on site construction, did not supervise, he built... I charged the client only for what I had
planned, drafted, or calculated. I managed at night, when I could not sleep and I did not charge for it.
My system of Project Management had limitations. Although we were efficient, but such a small team
could only do so much and not more. Enlarging the team proved to be counter-productive. I considered then
how could this team be doubled, trebled, how to multiply, how clone it? I speculated that this could be achieved
by opening agencies in such places as Montreal, Vancouver and even in Bahamas and the USA. We already had
clients there. Or, to divide into separate firms, depending on function: planning, construction and properties.
Especially, that shoots had already sprouted. The firm, L.C. Bachorz and Associates Ltd. did the planning. Total
Engineering Ltd. did the building and already existed as owner of properties. There already were firms like
Rhydwen, later Laurentian Village Ltd and Villettes Ltd. Outside of Toronto, we had been building in Montreal,
Quebec City, Ottawa and Winnipeg.
I decided to take advantage of the newest knowledge in the field of management by a professional and to
employ a MBA graduate. I sought from among those who were also engineers or accountants and had at least
two years experience. I also expected them to be useful, because management is seems imperceptible, a mere
bonus... I avoided those from high positions, large companies and public service. The relevance of this was
aptly expressed in a standing joke by Poles working under the communist regime: 'Whether you lie down or
stand, a hundred zloty is your stipend'.
I looked at more than forty candidates and during the next several years, and tested at least half a dozen
of them. McAllister, Mitchell and Don McConnell were accountants and Richards was an engineer. The most
capable one of them was Andrew Lennox, the son of Frank Ziebowicz.
Don McDonnell came and went about four times. He left for large companies, because his dream was to
become a president of GE, or a similar large firm and when he did not make it, he returned to us, as if to his
nest. He always learned something from us and he liked our atmosphere. Finally,he formed his own real estate
company. For this he did not need a MBA, or any other degree. From us, he did not learn management, but the
art of entrepreneurship and the value of independence. We did not lose by his leaving either, because he was a
good accountant.
The nearest thing which I had expected from these young, enthusiastic and educated people, was
Raymond Siwiec., a Canadian of Polish origin. He very quickly got the hang of what was going on and made
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fast and accurate decisions, worked well with others and assessed them well. He left us early, after receiving a
generous offer in Alberta.
I wondered why he and not others. I determined, that it was not MBA, but the fact that he had been
brought up in a family of small shop owners. Elements of entrepreneurship, level-headed thinking and simple
decision-making were encoded early.. Because eucogenes come into being in mother's womb and during the
early years of upbringing, while schools and universities give access to sources of knowledge and expand one's
horizons.
After a few years of tests, nothing came of it.
Steve Pym, one of my co-workers said, that it is not enough to clone the Team and the System, but also
to clone me. I did not see it that way. Because each one of them was better educated and was more talented than
me.
7. FAMILY
Family.
'Family is the Homeland of the heart. There, in the Family, lives an angel, who by secret signals of
charm, warmth and love, eases arduous labours and soothes bitter suffering'. Giuseppe Mazzini.
I then saw Family as sacred... as a blessed world. The source of dreams, inspiration, creativity... During
the initial years of my career, the engine of my energy was, undoubtedly, love for my family, for Patricia and
our children. After seven years, the family grew to four children and my career approached its zenith.
Everything that I earned I gave to my family. I adored Pat and each child. I was dependent on both, on the
family and on my career.
I was careful not to allow the world of business to disturb family life. Yet, on weekends I took
everybody to building projects. The kids even composed a melodic tune, whenever we approached a new site
and sang in unison: 'C-a-n-a-d-i-a-n T-i-r-e...'.
Pat and Children.
Pat, who by disposition was rather independent, spent the next several years committed to diapers and
cleaning. Did this role suit her? Probably not, but the family and a loving atmosphere mitigated these
monotonous tasks...
They say that the basis for an exemplary upbringing is love and discipline. But is that enough?
In my case, love came from grandma, discipline from mother, while father imposed guidance...
I loved my children with all my heart and tried to enforce discipline at home, but not consistently
enough. Patricia was more inclined to yield and listen to them, rather than the opposite. And frustration perhaps
prevailed over love. From the perspective of time, I conclude that responsibility rather than calling was here the
right thing to do – and it predominated..
Of course, we did not have total control over the street and the school. We sent them to the best schools.
Stephen to De la Salle College, Mark and Grant to Trinity College School in Port Hope and Linda to
Branksome Hall. It involved major expenses, but I considered it a priority.
At home, they received music lessons from a professional music teacher. So, at least, all of them nicely
play the piano. Mark later even composed and had his own rock band. Mark, Linda and Grant studied at
universities, but not one graduated. Today, all of them have problems in their careers, despite having had such
exceptional opportunities. I try to help them, but to no avail, perhaps because it is too late.
I return to these initial years of their childhood, because, it seems, that we did not quite appreciate how
important are these early years of upbringing. The parents shape their future, because whatever is instilled at the
diaper stage, will be the tool, which will endure to the end of life... How essential is the recognition by parents
of their role in rearing their offspring, I learned 30 years later, while preparing one of the programs for my
Foundation of the Children of Wrzesnia (FCW), 'Mother Conceive a Genius'. More on this subject in the
following chapter.
I refer to these years, because they were idyllic times for the family. They left a memory of family bliss,
love, delight and charm. Most of it is associated with 'Chata', our family house, the 'Cottage' and a farm on
Amherst Island.
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Every day, as I returned home, before crossing the threshold of Chata, the children would throw
themselves in my arms, hugging and kissing me. Those were moments of relaxation and intimate contact with
the family. I played with the kids as if I was one of them, as a child for the first time in my life. Because my
childhood knew no playing. I had to look after the cows, or work in the store, even though to me it was a game,
because I pretended to be a grown up.
And later, I really grew up in the gulags...
I was very conscious of the fact, that I still had a part of my family in Poland, my mother and brothers. I
felt responsible for them and helped them as much as I could, especially my mother. My first return after the
war, together with Pat, in 1962, after 22 years outside the country and the family, was not only an exceptionally
emotional experience, but also a new sprouting of dreams and the beginning of a new romance with my
'Homeland', a new 'Existence'... I decided that I must do something there. To repay and help. To transfer what I
had learned in Canada. There were definite needs, but limited possibilities. The country was close to my heart
but the regime foreign to me. And to the regime, I was not only foreigner, but a spy...
From the time of this visit, my career gradually took on new dimensions. Homeland and Wrzesnia
became evermore significant objects whichy I could serve...
This was the beginning of my 'Return to the Roots'...
More on this in the next chapter.
Cottage
I had been searching for a long time for a nest for my
expanding family. And places where I could breathe easier after
long hours of work. The suburban farms were, however,
expensive, beyond my means. But there was an opportunity to at
least partially satisfy these dreams.
The Province of Ontario has tens of thousands of lakes.
The dream of every city dweller is to have a summer cottage on a
lake. At that time most of the lands in Ontario were Crown
Lands, belonging to the government. The government sold this
ground for one dollar per acre, provided the buyer built
something thereon within 18 months of the purchase. It was also
my dream to build something for my young family. A cottage
seemed possible to realize, especially now for Pat and little
Stephen. Unfortunately, those one dollar lots were sold out long
ago in the vicinity of Toronto and those still available were
located far to the north.
David knew about my dreams. One weekend, he
proposed to drive together wit his friend, John Barjarov, to visit
his family up north. It was early spring and after a three hours of
driving on curved country roads, we reached his small
dilapidated farm in the spread-out village of Guilford, located in
Cottage built during one weekend.
a desolate region. John's
family had been living here for generations. This locality was inhabited by Irishmen, Indians and
Frenchmen. They welcomed us heartily. Little children were happy to see their Dad. The soil here was so
infertile, that the poor 'farmers' took part-time jobs in wintertime in order to support their families, as did John
who worked during the winters for Canadian Tire in Toronto.
Most of John's neighbours were related to each other. Next day, John introduced us yo his father-in-law,
who had a similar farm in the neighbourhood. There were numerous lakes in the vicinity, but most were not
accessible. The father's-in-law farm had access to a small lake through a separate lot of more than one acre,
which adjoined a road. John convinced his father-in-law to sell it to me. I bought it for 600 dollars...
At once, I fell in love with this idyllic place. The lot was covered by enormous spruce, pine and cedar
trees. The lake was small and picturesque. You could drink its water without filtering or boiling. The sand at the
bottom was almost of a rosy colour, although partially overgrown by shrubbery.. There were, reportedly, about
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six cottages around the lake, but they could not be seen, being hidden by trees.
Upon return, I started right away on the project. At that time I did not dispose of superfluous assets. So,
it was important that the construction should be simple, low cost and quick to execute. Nevertheless, I wanted
the little house to be comfortable, if spartan. I achieved this with about 52 square metres of space. Three
bedrooms with a bathroom, an open kitchen with a bar, connected to a dining-sitting room. Plenty of light and
minimal finish. I was predisposed to prefabs and focused on using them. For exterior walls, I devised a module
of plate 1.2m by 2.3m. The plate, framed by wood, was insulated for warmth and on it were to be mounted
windows and doors. Five plates in width by seven in length. The roof was supported by the exterior walls and a
beam supported by one pole. The roof, made of 5cm by 14cm planks, also served as a ceiling.
The floor, was also made of planks of raw wood, lying on wooden beams. The beams rested on cement
blocks, but there was no foundation.
Heating, lighting and hot water were activated by electricity accessed from the road. Water was pumped from
the lake. A septic tank completed the basic necessities.
I ordered plates from a large international firm, Atlas Asbestos. Although this was a producer of cement asbestos products, they agreed to do complete preparation of these plates, including the mounting of windows
and doors. Over two consecutive weekends, while awaiting delivery and under the supervision of Pat, who was
pregnant expecting our next child, I prepared the ground and laid down the floor on cement blocks.
At the end of August, we celebrate in Canada a labour holiday, which gives us a three-day weekend.
For this weekend, I made sure that everything, in all detail, would be ready on the building site. Plates
for walls, planks and tiles for the roof, nails and screws and a suitable place for nesting electricity.
David insisted on helping me and persuaded two Finn acquaintances, both carpenters, to join us. He
urged me to bring lots of beer and cigars. I complied and additionally brought with me from Toronto abundant
provisions of Polish smoked meats, sausages, cheese , bread and Polish donuts.
We started early on Saturday. The Finns immediately observed, that my platform was not ideally
rectangular, but fixed that quickly and efficiently. The mounting of the walls with plates turned out to be easier
than we had anticipated. So, that by the end of the day, we had put in the walls (and, therefore, also windows
and doors), the pole and the beam. We were proud of our work, since the construction already had an outline of
a cottage that had doors and windows.
Sunday was incredibly hot. We were partly protected by the tall pines and maples and, of course, by
litres of beer. I even forgot about my experience with Hucknall. We spent the whole day on the roof. The planks
had to to be nailed with 20cm nails. Although the holes had been partly drilled, the work was arduous and tiring.
We finished the roof, including the tiles, in the late afternoon of the following day.,. So we could commend
ourselves for having built the cottage, with tightly fitting walls, roof and floor, in three days!...
In order to sanctify this occasion, on the way home, the Finns invited us to to their own cottage. We
relaxed our weary muscles in the heat of their Finnish sauna. Beer, the remains of Polish sausage and a swim in
the lake concluded our celebrations. The Finns proved not only to be exceedingly hospitable, but categorically
refused payment for their invaluable labours of three days...
Could it be that David had something to do with it?...
Bill Gardiner from Trussco persuaded me to obtain confirmation of this system by CHMC, to permit
financing this type of a house at reduced mortgage interest. Contrary to my expectation, CHMC confirmed this
system.. This was the first prefabricated house confirmed by CHMC in Canada.
George Juralewicz attempted to persuade me for us to go into partnership to sell and build by this system
'from ocean unto ocean'. I kept putting the decision off and in the end nothing happened. It turned out that
prefabrication of houses never caught on. They were built only in the far north, for the Eskimos.
I finished the inside of the cottage myself. Physical work relaxed me and incredibly amused me. I built
the interior walls, wooden cots and kitchen. I installed plumbing, the bathroom, fireplace, electricity and
heating. But Jerry Szymanowski helped me with the electricity...
The cottage served me for half a century, as an escape from the pressures of a large city and the stresses
of my career. We visited this place with Patricia and the children, whenever time permitted, in summer and
winter, without regard for the weather (great fun,since I built with Pat and the kids at my side...).
Today it likewise serves new generations.
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'Chata' My Home. My Castle, My Temple!
After decades of planning and building hundreds of
different projects, I became convinced, that planning and
building my own house is the loftiest challenge and the
grandest experience. Because a home is more than a mere
building. It is 'my home'. 'My Family Home'. 'My Chata'.
The place, a treasury of my intimate sensations, raptures
and inspiration. A place to be with oneself and with the
Dear Ones... My Home is 'My Temple'...
It need not be large luxurious, or expensive – but it
must be exclusively 'Mine'...
In the book, 'The Most Beautiful House in the
World', by Witold Rybczynski, professor of architecture at
the University of Montreal, describes his four-room shanty
at his boat landing. He planned and built it himself and
lives there with his wife.
A home is, of course, also a lodging, a place where
you eat meals, rest and sleep, and more often now a place
of work. A shelter, a functional object, a locum for
subsisting. It must supply a roof and walls, lighting,
warmth and comfort, interior and exterior spaces. It must
ensure privacy, as well as scenery and panoramic sights. It
must provide the occupant with his own lifestyle and his
cultural preferences. It must respect the interests of neighbours and protect the environment.
'Chata',
I am building 'Chata'
In 1963, I began to build my Chata. The lot which I had purchased a year earlier, has a magnificent view
of the Rouge River valley, so I located the building at the edge of the escarpment. It contains hundreds and
maybe thousands of trees. Maples, cedars, ashes, white pines, linden trees and spruce. There are also
raspberries, apple trees, wild grapes and gooseberries. And also, deer, foxes and wolves... scarlet cardinals, blue
jays, woodpeckers and enormous wild turkeys... and snakes, beautiful, white-copper coloured, 'milk snakes'...
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'Chata' my Home, my Temple...
The Chata, my Home, is far from being perfect, is not even pretty or comfortable.It is meant to be spartan, almost ascetic; its roof is leaking, the walls
had been built by Polish lawyers, who pretended to be carpenters and so nothing is plumb, there are too many entries without door bells...And never
finished...
This is a concept which never matures. It is a 'life process' – a continuous challenge...
And, decidedly, it is not a post-modernistic dream...
But my children were brought up here, Lena is here; here I listen to Albinoni, Handel, or Gorecki;, here I
dream, grieve over my setbacks, aspire to new challenges, observe my grandchildren as they frolic in the
swimming pool, take walks with Lena and Kobe, our dog... and most important I built it myself... and I still
keep building it...
Plans which emerged from my dreams, did not merely take nature into account. I gave it special
treatment. I fought for every tree. And the most impressive ones were on top of the escarpment, where my
Shack was to be built. Many of them I saved, some just a metre from the walls. We had to cut out almost half
the roots of one enormous spruce. For years I have been climbing this, more than twenty metre high, tree to coat
it with a nourishing substance, in order to save it. And it survived. After 45 years it still reigns by the entrance.
Sloping walls, 'rusting' brick and shingles of split cedar made an impression of a 'mushroom, emerging
under a cover of grass'... So it was seen by my then only neighbour, Dr. Boyd. This pleased me greatly, because
he loved the environment and worked in the realm of its protection. Later, we we called this short street of ours,
Boydwood Lane., to honour his contribution in this domain,
Even though it was an activity dearest to me, I did not have much time to inspect the construction. Most
often, I was there early in the morning, before work, or in the evening, after work.
Construction was being delayed, all the more, because all the time I changed or adjusted something,
contrary to principles , which I clearly emphasized to clients. For this I paid a high penalty. The costs of 'Chata',
building, even before it was finished, were almost twice of what I had estimated. If I had worked like this for a
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client, I would probably still be picking tomatoes in a field.
Deer in front yard
'Flying Squad' over the pool.
Chata in the spring.
Today, after 47 years of 'improvements'. The Chata lost its innocence and rules over nature.
From Woodbine, we moved to a town house in Flemington Park, because the Chata was not ready. We moved
in there a year later into an unfinished building...
Patricja never saw the 'Chata' during construction. The day before our move, our bedroom was still accessible
only by a ladder. When I brought Patricia in there, she wept and for me, too, it was hard to hold back my tears...
After all, I built it for her...
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Travels and Entertainment
I sensed, although perhaps not clearly, that house chores often bored and maybe even annoyed Patricia. There
was even a period when she had three babies in diapers at once.
In the Grzybowo culture, that is, in my outlook, there was no place for the mother to have a career outside of
home. Of course, it was different in her home, as it is now in Toronto and Wrzesnia.
I tried to ease her lot. We maintained close social contacts with our friends, the Zablockis, MacKenzies,
Harvies and Szymanowskis. During weekends, although I often worked on Saturdays, we had always found
time to visit neighbourhoods, look at our projects in progress of construction, or drive to the cottage. We
travelled or attended various forms of entertainment. We never missed Polish spectacles. Not only to show
Patricia our cultural achievements, but also to instill in the children a love and pride of their Polish roots. Thus
we attended several times dancing displays by the ‘Mazowsze’ and ‘Slask’ troupes, the Nightingale Choir from
Poznan and the Polish Army Singers. We marvelled at the virtuosity of Malcuzynski, Horszowski, Janina
Fialkowska, Halina Stefanska, Chrystian Zimerman and the conductors, Maksymiuk, Penderecki and Kord. All
of this was available to us in Toronto.
We travelled. Of course, it started with Bermuda where we spent our honeymoon. In 1958, we visited
‘Karlus’ Weronski’s family in Boston. He had changed his name to Steve Vernon and secured a good position
in government. We visited Harvard University and a number of picturesque New England towns on the sea.
Our unforgettable journey was, of course, return to Poland with Pat in 1962 and with the whole family in
1971.
In 1964 the family was was already complete and together we went by train, in two sleeping rooms, to
the New York World Exhibition.
In the following year, on the way to Miami by car, we visited many historically interesting USA cities.
We were delighted by Washington. Disney World in Orlando did not exist then, but we stopped at the John F.
Kennedy Space Centre. Miami itself was not an interesting city.. During this trip we experienced a short but
unforgettable drama. We lost Mark, although for a few minutes only, but with a lot of panic.
While working on the Oceanus Inn, in the Bahamas, I often took Pat with me. On one occasion, we
participated in a semi-pagan ritual, Junkanoo Parade, in Nassau. It was an extraordinary experience.
A great adventure, was, of course, Expo 67 in Montreal, on the one hundredth anniversary of the birth of
Canada as a nation.. We went there twice.
Towards the end of the sixties we travelled over Mexico. We were fascinated by Mexico City, Acapulco and
Guadalajara. I was seduced by the local architecture. As a result, upon return, I planned and constructed ‘El
Pueblo’, an enclosure of 22 houses, a ‘village’ in the central part of Toronto, on Lake Ontario. I received an
award for this project. Already then, three realities of life in Mexico stood out. Extreme poverty, corruption and
an ever-present state of revolt... At every bridge a military guard, in cities a special police force to protect the
tourists...
As the children were growing up, we learned together how to ski and sail. Skiing began on the gentle slopes
by our cottage and sailing on our small lake. Later, we skied on hills near Toronto and then in Quebec; in
Vermont and Lake Placid in the USA and in Banff in the Canadian Rockies. Still later, in Zakopane, Poland,
Zermatt in Switzerland, Zell am See in Austria, Whistler in British Columbia and in Colorado in USA...
8. FOUR TRAGIC BLOWS
Bill Ryan
In 1965 we had, among others, a project of a sports arena in the Toronto suburbs. It was our project, but the
construction was done by a building contractor. Harry Balodis, our engineer and Victor Heinrichs, our architect
were the authors of this project and oversaw its execution. At the time, we we had many new orders and I
sought new supervisors. Harry and Vic had words of praise for the supervisor of this construction, Bill Ryan.
They said that after finishing this job he would like to join us.
I met him later. He was of small stature, but had an impressive curriculum vitae. After his name there were
multitude of letters. An Irishman. While still in England, I became aware of the stereotype of an ethnic slurs,
Irish ‘Paddy’, similar to the one of a ‘Newfie’ in Canada, or Pollack in USA - they like to play, drink and fight.
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The Irish possess, however an extraordinary added gift, ‘the gift of the gab’. It is a gift that enriched Western
Civilization with the greatest literary giants. It’s a gift of a gab, imagination and a spirit.
Nevertheless, I had my doubts about Bill, but Vic and Harry convinced me, so I hired him.
More by the coincidence than choice, some months later, I had three Ryans working in my office. Canadian,
Australian and Bill, real Irishman from County of Cork. That constituted 30% of my employees.
The first project that I entrusted him with was a CTC store in London, 240km west of Toronto. He persuaded
me to rent a large trailer with three compartments. One was to serve as a field office, a second as his sleeping
quarters and the third as a tool shop.
After a few weeks, the CTC dealer, for whom the store was being built, complained that Bill was not
much interested in the construction. Partying and drinking in the trailer went on late into the night, while during
the day he received people who had little to do with the building. I phoned and asked Bill what was going on?
He said that after work he liked to relax and during the day various salesmen and contractors came to him
looking for business. But, from time to time, the visitors brought potential projects. My warnings did little good.
I let him finish the construction job and had no intention to renew the agreement for the next project. I
contracted construction supervisors specifically for each project.
In the meantime, Bill actually began bringing in to the office new clients with orders. I was surprised,
because in the services business it is not easy to get new orders. And he was so unobtrusive and uneducated. I
found out from another Irishman (although from Northern Ireland) that Bill finished only grade 4 and those
letters after his name were an abbreviation of a trade union association to which he belonged, when he still lived
in County Cork, Ireland. This amused me a great deal. But I was intrigued, how he could acquire for us new
projects and with such great ease?
On his return from London, he told me that he would very much like to to stay with our firm. I
confirmed that we do not have a new project for him. He said he would wait and in the meantime he would
bring us all the work we can handle (!?). Irish blarney... But, maybe?...
I proposed a compromise. Why not base it on commission? No, he was really keen to be a part of our
team. And he stayed on. New orders multiplied. Still mysteriously...
After a few months Bill asked for the firm to buy him a new automobile, since his was an old model and
his wife needed it because they had many children. Everybody in our firm drove his own car and the firm paid
for the kilometres driven. He insisted, so I bought him a Volkswagen. He was clearly dissatisfied. A few days
passed when a very long black limousine, almost as long as our building. arrived at the office. As I drew aside
the curtain, I saw emerging from this enormous caravan... our little Bill dressed in a dark suit. Although I was
not alone, I could not hold back from bursting out laughing...
But I understood. He compensated for his inadequacies by exaggerating, posing and... by his Irish
blarney. For me it was clear, even if grotesque, but it was still intriguing. Inferiority complex in Irish edition...
And maybe I underrated him? Probably so. He often used to come to my office to confide in me about his
family and his problems - always standing erect, because had he sat down, he would be smaller than me... I
listened to his confidences and preferred that he did this standing, for if he were to sit down I would not have
enough time to serve my clients. He was, nevertheless likable... And he liked me also, perhaps seeing in me the
spectre of his father. Or, maybe this was his way of approaching people and to winning over new clients?...
In 90% of our orders, I charged the client, as I charged CTC, less than half the fee recommended by our
Association. For us this sufficed and I wanted to stay competitive. However, Bill had recently brought two
orders at a full fee. One of these was a school for Chingacoussy County. I had never heard of this county and its
Indian name. The final decision was to be confirmed by the Council and Bill asked that I present to them our
proposition. Victor had prepared the initial sketches, so I suggested that he should accompany Bill. But Bill
insisted that I do it.
In the end I agreed to come, provided he made the presentation. On the day of the meeting, when our
turn came, Bill went unto the podium. He bowed elegantly and with marked respect towards the Chief
Councillor and the Council emphasized the merits of our proposition, our firm and the ‘genius’ of its chief, i.e.
me. He spoke convincingly with a large dose of authority. And I was cowering as at Szuminski’s in Grzybowo,
on the last bench behind others’ backs. I made desperate signs to Bill to avert the attention from myself, but he
kept looking in my direction, as if he needed approbation from me for his every word.
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Our project received confirmation without reservations. After the meeting, Bill introduced me to the
Chief Councillor. Knees were bending, because, I heard, that the Chief Councillor ruled this county like a
dictator, even though he was a common farmer... Bill even convinced me that he could not read or write!... I
should add that Bill could read, but made errors in writing. On the way back, I congratulated Bill. There was no
way that I could have matched his performance.
However, there were Bill’s clients who refused to pay for our work. Worse, because their number kept
growing. In order to obtain contracts, Bill exaggerated. He persuaded that our projects are ‘unusual’, that I
would find the client financing for his construction, that I would change regulations when necessary, etc. Bill
had observed my work on several fronts, having experienced nothing like it before and maybe came to believe
that some magic was here at work. Apparently he explained things in this light to potential clients, because he
believed in them himself. This was, of course, the wrong view of our activity, as professional Engineers and
Architects. In subsequent agreements, I emphasized clearly our responsibility and our limitations.
More and more often, when I had doubts, I did not approve projects which Bill had brought to the office.
Bill was not happy about it.
Exodus. Ryan’s Revolt...
In 1969, after my return from Mexico, unexpectedly, like a thunderbolt from the sky, happened one of
the most painful reversals of my career. Everybody in the office, apart from Harry Balodis, decided to leave,
including Lena. Tragedy. Shock... The two architects, Vic Heinrichs and Paul Roth also quit, but for ethical
reasons, stayed on to finish projects on which they worked. Jack Ashizawa departed after 12 years, as did Ted
Fernley and others...
And something happened that I never expected... After all, I was not naive... The team of which I was so
proud and which I had assembled with so much care, fell apart in a few days. Greed conquered. Loyalty proved
to be of cheap worth.
Bill had obtained some exceptional client, maybe a few; I suspect an Irishman with several projects.
Instead of passing this on to our firm, as was spelled out in our agreement and dictated by ethics and in the spirit
of decency, he formed his own firm. He promised everyone in our firm a double salary... The field supervisors
stayed on.
It was a disaster on the scale of life.
The worst was the loss of ‘irreplaceable’ Lena... I had faith in her and left her in charge of the office
during my absence. She became an efficient, indispensable manager. I was dependent on her. I did not see how
I could manage by myself.
There remained the genteel and upright Harry.
And Patricia, although I did not tell her what happened in the office, after returning from those
wonderful vacations in Mexico, undoubtedly sensed that something seriously worried me... Vic, Paul and the
draftsmen returned at night to finish their projects. But the ‘irreplaceable’ Lena did not come back...
After six weeks Bill did not have enough money. For a few weeks he paid with promises, but it was not
enough. Most of the team came back. They sinned, but I accepted them. However, Vic Heinrichs did not come
back, having started his own firm with his brother. After a few months Lena returned, temporarily at first and
later for good. It did not take her much time to catch up with outstanding work. She went to work with energy
and full dedication. A great relief for me but again her dependent.(?).. Later, Paul Roth left us and started
working with his colleague, Vic. Both were Mennonites and Germans by origin. They were good architects,
good and honest workers, whom I valued and liked. In their place, I hired Bill Yeung and Andrew Drozdowicz.
Andrew had recently arrived from Poland, was a nephew of Juralewicz and proved to be one of the best
architects with whom I had the good luck to work together.
Bill Ryan continually battled and seduced. One month he was down and bankrupt and the next month he
was up. It is hard to believe, but for a while he was a millionaire and reportedly even owned his own golf
course. But when he was down, he would come to cry on my shoulder. He was about to die, had an operation;
raised his shirt and showed the scar... He asked whether when he dies I would take care of his family. And he
had two, for he had divorced and married his secretary. and multiplied with additional offspring.. He fought, but
in time, he depleted the spring of his charms; drank and died an alcoholic - did not live to be 50.
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Harry Balodis Quits
A gentleman, modest, honest and loyal, Harry, Balodis, the engineer, traveled all over Canada and supervised
construction. A master of all trades. He worked in my team for 13 years. Apart from Lena, he was my most
valuable employee.
Towards the end of 1971, following my return from the trip with Pat and the kids, Harry came to me for
advice. What should he do? He has an opportunity to get a position as engineer with... the Canadian Tire!?...
What shocked me that it was CTC, my best client... How could they be such schemers?!... Dave Harvie, my
friend!? ...Dean Muncaster, my partner!?... supposedly a friend...
I did not blame Harry. He came to me for advice, - but like a member of the family... He had his own family.
He had built himself a house outside the city, in a beautiful, exclusive village and probably was considering
retiring... I told him: ‘Take this opportunity without hesitation. My firm is small and may no longer exist
tomorrow. Canadian Tire will secure your future and provide good working conditions. Don’t have any qualms
on my account. I wish you all the best.’ Harry had tears in his eyes...
Another blow. I lost composure... Who could be so mean?!... Rich Hobbs, Dave Harvie, Dean Muncaster,
Ralph Slee!?? Who was the author of this plot? I concluded that it was Rich Hobbs or Dave Harvie. Probably
both. Hobbs was the vice-president of the company and a close associate of Dean. So, Dean must have known
about it.
We still had many projects ongoing with CTC. Immediately I decided to cut our ties with CTC. I wrote
to Dean, the president of Canadian Tire that I would finish all the ongoing projects and then want nothing to do
with Canadian Tire. Of course, I realized, that this decision deprived us of our most valuable client and could
maybe have serious repercussions on our firm... This was not a businessman’s decision, but I was proud of it
and never regretted it.
Dave Harvie let me down, even though, on reflection, one could expect that of him. Rich Hobbs let me
down, because of his character. I was disappointed with Dean, for he lacked ethical values and courage.. He did
not reply to my letter, apparently because he had no answer. Since that time we never spoke. His father later
often asked me to give him a call, since we were still partners.
Dean rose to the top in the world of Canadian business. It went to his head... considered himself
irreplaceable and looked down on AJ. AJ displayed patience but it had its limits and in the end he fired him
from CTC xxxxxxx. Dean never knew what hit him and never got up again.
For many years I kept up very friendly relations with his father, Walter. When he retired he offered me
to buy his share and that’s what happened.
My losses to CTC were not restricted to Harry. They also took my draftsmen, Alfred Kulp, the architect
and construction supervisors.
I hired new architects: Charlie Schwenger, Bill Yeung and Andrew Drozdowicz; supervisors: Carmen
Antonacci and Johny Masotti and others.
1973. Patricia leaves. Confession...
… It is hard to think about what happened more than 36 years ago... It is a very painful subject and it is
difficulkt to talk about it, although I think of it often... ...almost daily...
However, I am compelled by Plato’s command to look at it , analyze it and meditate. So, that only today I
understood, only in part, what then happened...
‘I haven’t yet heard of a man who would seek advice on how to reconcile a marriage with a career’ (Gloria
Steinem)
For me, really, from the first, Career and Home were as if two independent domains... Home comprises the
Family, Pat and Chata, while the Office and Career are another, separate domain... Two worlds. Home is is the
temple of my soul. There, I found the Family, warmth and a place for inspiration. - the world of dreams...
relaxation...
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At the office, Career is the arena of struggle, fighting, achievements and setbacks... Addiction to
successes and pain of failures. A theatre of dramas...
These were two different worlds. I did not even try to reconcile them...
Ten years later, in 1966, Lena appeared in the Career domain... She became irreplaceable, but three years
later she left along with the others during ‘Ryan’s Exodus’. She came back after a year. Soon after that left
faithful Harry and the old reliable Canadian Tire.
After our return from Poland with Pat and the children in 1971, I was faced with three new tasks and
challenges, each approaching the limits of my ability to deal with: El Pueblo in Toronto, Regent Court in
Sudbury and London Towers in London. There was a recurrence of signals of my limitations... Lena again
became indispensable to me. And I was becoming more dependent on her, emotionally as well. In the Career
domain were emerging elements, to which the exclusive rights were claimed by Home and Patricia...
A conflict was arising. I saw myself as its author.
… It would have been easy to say that it was my fault, but that was not all...
It would be difficult to find fault with Patricia or Lena... ...I and they, we were subjugated by the
circumstances... - Not that I am looking for a scapegoat... Seemingly, there was no way out without serious
consequences and losses... Perhaps I lacked the will and fervour for sacrifices... And the status quo, although
on a shaky ground, had plenty of reason and lots of allure... I simply wanted to have the cake and eat it...
I did not feel in harmony with the principles, which I had learnt at home from grandma and the catechist... I
sensed that I had sinned...
As a result of this situation, in this atmosphere, under the pressure of tasks, conflicts and a sense of guilt and
sin, something had to give... Something that could have been foreseen. I should have understood that. I did not
understand, or rather I did not want to understand it...
Pat undoubtedly sensed it and it hurt her, but we never talked about it openly... She was disturbed... The
situation was difficult for her to tolerate....
Suddenly, on a cloudy autumn day, after a rather trivial argument, she left home without giving notice...
The sky fell in... I did not understand and never expected it... ...Shock like a bolt from the blue... It was a life
disaster and a blow, which I did not know how to deal with...
And it could all have been foreseen...
I did not see it coming and I was not prepared.. I was seized with a rage, furious with myself.. How could I
allow this to happen?!... - And furious with her... - How could she do that to her children?!... She left the house
and took with her Lynda and Grant. Mark stayed with me. ..Stephen was then 17 and was almost independent...
… It was above all a disaster for the Family, especially for children... - a blow of incalculable consequences...
...For me it was incredibly painful - and this may sound blasphemous - because I loved her and she was the
mother of my children... and probably loved me too...
Shame, disgrace... I did not talk about what happened, to anyone , not to Lena ,nor to those closest to me, not
even to my mother... I confessed to my mother some 5 years later...
Mazzini would certainly find reasons why the marriages of three of our children ended in divorce. And Mark
did not ever even have the courage to enter into a steady relationship with any of the many candidates. Mazzini
would also note that Pat, as a mother, did not meet his definition of ‘Angel Mother’, as a tender and sensitive
author of the future. She was not the symbol of caresses, which soothe the pains of the day. Usually, Pat gave
the impression, that mother’s role was for her an obligation and not a mission... I insisted that she should be
with the children at home, but I think she would have preferred to have been in the office...
And maybe our ‘souls’ were not compatible, mine from Grzybowo and hers from London??...
I did not want a divorce and fought desperately for it not to happen. But both Pat and Lena were
indispensable for me. Patricia, as mother and part of the Family at ‘Home’, and Lena in my career, at work. I
was dependent on both and emotionally involved with both... I could not imagine the home without Patricia
and working without Lena... I saw it then in this light and did not have the courage to change it...
In our culture and tradition it was not acceptable. It would certainly not suit the catechist...
Looking on this from time perspective, both women enriched my life. Pat gave up too early and it turned out
to be costly. It could have been left for later and I fought for it vigorously...
My mother did not know about my divorce for five years, nor did Lena, I presume, for several years...
Our family’s history and customs, as well as our Catholic milieu, had no place for divorce, regarded as a
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shameful action. Only the Vatican could grant dispensation for marriage dissolution. Even though, according to
the canonical law, my marriage with Patricia was not regarded as ‘legal’...
Lena resigns again.
During the months and years following, I tried incessantly and persistently to convince Patricia to come
back. The children, once with her, another time with me, learned to manipulate us. I saw that, but could not
prevent it. Mark was enrolled in TCS, a private school in Port Hope and was joined there by Grant a year later.
Lynda was enrolled as a day student at Branksome Hall, also a private school, in Toronto. But she did not take
education seriously. Often, I drove her to the school gate. She would enter and minutes later turned around and
went either to Pat or to her beloved nag, ‘Mom’.
In the early 1970s, I started with a new team and new clients. I realized, among others, four rather
uncommon projects, among the largest in my career, El Pueblo in Toronto (1971), Regent Court in Sudbury
(1971), London Towers in London and Strathcona Mews in Toronto. We planned and built them all. El Pueblo
was owned by our family and Regent Court was held in partnership by our team. This for me was a very
difficult period. But Lena again showed herself to be indispensable. I did not tell her of my tremendous
problems at home. I hid my embarrassing situation at home from those closest to me. But I think, that Lena
suspected it.
In 1974, I took my children for a trip lasting almost a month to England. There, we found their grandfather,
Bernard Dale, Patricia’s father. He lived incognito with his second family. Nenertheless, he was glad to meet
his new grandchildren. Lynda and Grant saw him for the first time. He knew about my problems with his
daughter, having been in regular contact with his wife, Jessie in Toronto. He welcomed us heartily. He even
invited me to his imposing masonic lodge. I, however, did not feel very comfortable there.
Shortly after my return from England, Lena decided to leave me again. Another blow.
She said that I did not appreciate her.
She found a job with a real estate company, Euro Commerce and, a year later, started a partnership S/L
with her brother-in-law. They sold electrical products to contractors. Even I ordered from them. They did not
fare too well and in 1976 Lena returned. At the time, I was finishing Regent Court and encountered different
problems with this project. I persuaded Lena to help me. She worked, as before, with extraordinary dedication.
She even lived for a year in this unfinished building.
We finished Regent, El Pueblo, London Towers and Strathcona. The challenges were over and Lena decided in
1979 to move to Vancouver, where her sister lived. There she worked until 1981. I feared that this was the final
move and that she would not come back again.
9. INVINCIBLE
POWER OF ONE. A DECADE OF DRAMAS.
Triumphs and defeats, but invincible...
To be defeated but not subdued is a victory
To win and rest on one’s laurels is a disaster
Pilsudski. Dedication to Zolnierz Polski, 24 December, 1918
The seventies were a decade of struggles, defeats and successes; frustrations and achievements, but without
elation... I lost Patricia but kept Chata. Chata remains a temple, even without a complete Family...
The children studied but did not finish and were not achieving anything.
Mark attended three universities, in Toronto, in Strasbourg in France and in Sudbury, but completed nothing,
except for a summer course at the Jagiellonian University.
Stephen studied for two years at La Salle College and it ended there. Lately, I found out that he was in
the same class as Richard Studnicki, the eldest son of my friend, Konrad.
Grant studied at York University, but during the last year he decided to take a year off, and never came
back to finish.
Linda preferred horses and the company of yahoos rather than studying. Later, she followed Lena’s
example by enrolling at the University of Toronto, but did not finish.
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They did not finish, their genes unlike mine, because what I start I finish, even if it is inconvenient or
hurts. I overcome defeats and finish...
I fought and fell, but never subdued, I would get up to fight again... I got up, but not conscious of
victory... - something always was lacking... dreams no longer were in colour.... - I achieved but felt no elation...
Because now it is a matter of habit, compulsion, discipline, a command by the ecogenes...
I formed companies, as it were, my alter ego... Some planned, others built, still others owned... Some
were charitable... I liquidated the useless ones, or those that had fulfilled their purpose. Some should have gone
bankrupt... - that way they would have cost less. But my pride did not allow for it.
Stamps of some of my Companies. Many were lost, some were abandoned... including the stamp of the Foundation of the
Children of Wrzesnia
Lena came and went... Whenever she came she supported me courageously... But she went away... Did I
really not appreciate her enough? Probably so, because I missed her more and more...
In the seventies, I reached two spiritual summits of my life. One was the trip with Patricia and children
to Poland, in 1971.
The other was John Paul II, the greatest Pole of all time. We were respected then by the whole world. I
attended his Inauguration to the Pontificate in 1978.
El Pueblo
Shortly after returning from Mexico in 1969, there came an opportunity to create in Toronto the kind of
architecture that had charmed me in Mexico. Actually my concern went beyond architecture. I had visualized a
village within the centre of the city, similar to Laurentian Village, but with a clearer identity.
I approached some real estate salesman, specializing in sales of lots in Toronto, to find me a lot of
approximately 70m x70m. Charlie Kaplan responded. Later, I found out that he was the father of Robert, who
had set up my corporate structure. According to Charlie, his friend Herzog, a Hungarian Jew, had a lot of that
size in the Beaches district. It was then an impoverished district on Lake Ontario, in the east part of the city.
Herzog had purchased 6 or 7 ramshackle buildings, some unoccupied, on Beech Street. For some years he had
tried to build there a small apartment block, but regulations did not allow it. In order to change the regulations,
acquiescence of both the municipality and of the neighbours was required. But neighbours had differing ideas.
Some did not like change, even for the better. Others did not like it, or were envious of others, or sought a
recompense for their backing.
I liked this lot. A quiet street, close to the lake, the size was right and it had some large oak trees. I perused
the regulations and was convinced that they could not be changed. Herzog tried for several years to no avail.
Regulations did not permit buildings higher than 9.5m high. They also required each building to have
independent access to the street. They did permit, however multiple residences, provided the above criteria were
satisfied.
I did not care how tall the building should be. And as for access to the street, I wanted the opposite, in order
to be shut out from the noise s and smells of the street.
It came to me, that instead of building upwards, why not - sideways?... As long as we would build town
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houses, not apartments. I found the answer in the definition of apartment. It did not specify whether the
apartment should stretch upwards or sideways. The basic requirement of this definition was that all apartments
of the building must be connected by a corridor with a safe exit.
As a result of this interpretation, we came up with a picturesque village of 22 houses built around a court with
a fountain and a kiosk, removed from the turbulent street. Below the street, I ‘buried’ tenants’ cars so they
would not annoy overly sensitive environmentalists, among whom I counted myself. A corridor encircling the
underground garage was connected via basement to each apartment. As a bonus, tenants could access their cars
without having to fight with a hostile weather. This also met the requirements of the regulations. At the rear,
each house had a recreation room with a direct access to a private deck, which was enclosed by a wall and an
ornamental iron fence.
However, there were difficulties on two fronts, which I had not anticipated. I had a problem finding a
bank or an insurance company that would grant me a mortgage. They regarded the district as neglected and in a
state of deterioration. Finally, after many attempts and with the help of Charles Leonard, the manager of my
bank, I obtained a loan, although for less than I had asked for.
When I started demolishing these hovels, a gang of meddlesome mischief-makers suddenly formed a
group opposing construction. Among others, a young professor Greenberg used to come to the office asking
about our plans. I kept him at bay, with courteous excuses that we had not yet obtained a building permit. In
time, we received the permit and then I proudly told him how we were able to solve the problem of meeting the
regulations. He muttered something about the ‘native architecture’ and oak trees.
I had also discussed native architecture with young architect, Paul Roth, who then worked in my office
on this project. I do not regret, however, for abiding by my decision.
In the following year, El Pueblo was singled out as the best project of the year.
Nevertheless, it bothered my conscience that the plans required cutting down some of these magnificent oaks.
At this time I received from the opposing group a notice of a meeting, with a request for me to present our
plans.Paul prepared magnificent drawings of this settlement, which helped us to get the mortgage from the
bank. So I intended to attend this meeting in order to show off our grand design. I invited Charlie to accompany
me. But Charlie immediately shouted me down: ‘For God’s sake don’t do it! They will eat you alive!’ A
Canadian born Jew, he knew what to expect. He offered to go there right away on a reconnaissance,
‘incognito’, to see what should be done. On his return, he urged me to get going on the oak trees. I
procrastinated, because I would really have been sorry to have them put down. Charlie insisted, using his
favourite saying: ‘If it has to be done, do it!’ He knew a band of Indians up north who would cut down these
trees at a reasonable price. The next day the cost was fixed and on the morning of the third day, the whole band
arrived with chain saws and cut down six or seven enormous oak trees. They were cut into pieces, which I
subsequently burned for several years in Chata’s fireplace.
Charlie himself directed this operation. I did not have the courage to witness this crime.
Charlie had good business instincts in foreseeing what might threaten us. We had an agreement, whereby I
would pay him for his services in three instalments. The first upon the purchase of the lot, second after
acquiring the building permit and third after finishing the construction. He was very likable so we liked him a
lot.
On the following Saturday that meeting took place in a room of a nearby church. More than 300 people
attended. Greenberg described to them the project. There were voices of protest, but too late. The project was
under construction.
Later, Charlie wanted to join up and work with us on regular staff. I convinced him that as a free agent he
will have more freedom and time for his granddaughters about whom he talked all the time with Lena.
However, the main reason for my decision followed my discussion with his wife, Pearl who revealed that
Charlie had serious heart problem. and that working full time would be more stressful than acting as an
independent consultant.
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El Pueblo. As in article in a Trade Magazine
Actually, a few months later he had a heart attack in a downtown garage and died before we finished El
Pueblo. His passing greatly saddened us, for Charlie was one of the most congenial and likable people that I had
the pleasure to know.
A year after the construction ended, I received an award for the best project of the year, although it was
not of ‘native’ architecture. Every year, the court of El Pueblo serves as a shooting scene for films or television
serials. It thus became something of an antiquity...
Not long ago, we received a purchase offer for El Pueblo at double the worth of this project...
Architecture pays...
Regent Court
Johnny Massotti began working for us on construction of the Laurentian Village. He had little
experience, but gave me the impression of being conscientious and honest. Later, when I offered him
supervision over a Canadian Tire project in Windsor, located more than 600 kilometres south of Sudbury, he
accepted it with enthusiasm. He worked there with great dedication. Before construction ended, he became
seriously ill, but refused to leave the post. Finally, his brothers, took him, almost by force, straight to a hospital,
where he had a kidney operation.
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I felt obliged to him, so when he phoned me a few years later asking if I could help him and his brothers,
I complied. Johnny and his three brothers originally came from the Olympic town of Cortina d’Empezzo in
northern Italy. For years they were active in Sudbury. Frank, the eldest, built small industrial and commercial
projects. Vito had a business of servicing homes. Tony ran two small restaurants, called Cortina Pizza. And
Johnny, the youngest, had started his career with us.
They had difficulty obtaining a loan to construct an apartment block on their lot, not far from Laurentian
Village. All four came to me in Toronto with plans. I soon realized what it was all about. They expected that I
would become one of the guarantors of their mortgage. I was dismayed by the enormity of responsibility for
such a large project, on a difficult terrain with people, whom, apart from Johnny, I did not know. Nevertheless, I
felt obliged. I would look into it and give it consideration. I checked with Walter Muncaster and Bernie
Langlois, our accountant in Sudbury. They generally had good things to say about the Massottis, but
emphasized that they did not know them well.
Carman Antonacci, another Italian, who had supervised construction of Villettes, was also a partner of
Zenon Tyczka, my client. He sought new opportunities and frequently visited us. I told him of Massottis’
project. He showed interest in this opportunity.
I worked out a proposal. We would form a partnership in which the Massottis will hold a 49% share,
Carman 25% and I (actually my family’s firm) 26%. Carman will act as president of the partnership. The
shareholders’ agreement would provide for each member to buy out the rest under strictly specified conditions.
My firm would prepare new plans of the project with a an additional number of apartments, as foreseen in
initial plans of the Massottis. Construction would proceed in accordance with our system. Carman would be the
general supervisor of construction, while Johnny would supervise in the field. We registered a firm under the
name, ‘Regent Developments Ltd.’
We produced the plans and obtained the building permit.
Carman went to Sudbury to begin construction, but after two weeks he returned suddenly, wanting to
back out of the agreement. He did not want to have anything to do with this project and with the Massottis. I
was in a panic, not knowing if I could deal alone with the four Italians brothers. Besides, I had two large
projects ongoing: El Pueblo in Toronto and London Towers in London. I had faith, nonetheless, in Johnny and
took over Carman’s interest.
Regent Court, a 105 apartment block. Pool and sauna, recreation room and ‘the most beautiful lobby north of Miami’ Underground parking
and two tennis courts.
I was very proud of this, having been the author of the whole project, including the interior. The drawing above, as well as the working
drawings were executed by Billy Leung, then our architect. Harry Balodis prepared structural plans. Billy was aided in draughting by Ray
Tackaberry, an American from Titusville, Florida. Ray was known for frequently falling to sleep over his table and then falling down on the floor wit
a thud. He survived without any bad effects...
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The whole investment had to be executed in keeping with our ‘Project Management’ formula with our
office having complete control over the project. I hired Nick Zowkiewicz, whom I got to know during
construction of Laurentian, to help Johnny and to prepare daily reports to the office.
After a few months, Bernie confidentially advised me to check what was happening on site. I had already
received signals of construction delays and rising costs. I flew into Sudbury without notice and found a mess on
the construction site. While there with Johnny, we both saw how Tony was taking out a truckload of cement
blocks. In answer to my questions what is going on, Johnny responded that Tony was borrowing(!) and would
return the blocks in a few days(?) I began to have doubts about Johnny. Around Sudbury rumours were
circulating that Tony had built 12 additional Cortina Pizza take-out joints in surrounding towns, at the expense
of Regent Court... A shameful and dangerous situation.
Worse, because soon there was not enough money in the partnership. The brothers started quarrelling among
themselves, for real. Maybe because one was less honorable than the other? I had to reconcile them myself.
They had no money to provide their share. Vito repudiated his brothers, left Sudbury and got a job as a chef in
an Italian restaurant in Toronto. He used to visit our office.
They asked to be bought out, to which I acceded readily. I let Johnny stay as a supervisor until construction
was finished. Some apartments had been already let out, but were not ready to move into, because, apparently,
Johnny, instead of supervising, amused himself with a cleaning girl.
Income from the property was below what was anticipated, but taxes, mortgage, heating, electricity, together
with Johnny’s and Nick’s wages had to be paid... A crisis was looming...
Lena, courageous and unfailing, agreed to go to Sudbury to keep an eye on and supervise Johnny and Nick...
Irreplaceable Lena, often when needed, cleaned and scrubbed bathrooms herself, in order to make apartments
suitable for use.
The building was finished and Lena returned to Toronto.
About 30% of apartments were still unleased. Sudbury suffered from a cyclical recession. It was hard to find
tenants. We advertised in the local press, on radio and on a new TV station. I even earned a prize for the best
TV ad. I was its author. I remember that Beethoven’s Concerto No. 5 and chess served as background. But it
hardly helped.
Worse, because a new and unexpected crisis came up. Into the building, a gang of drug dealers got in, under
the guise of tenants. One day it even came to a gunfight on the top floor. Instead of gaining tenants, we were
losing them. The superintendent, Toivanen was helpless. The situation threatened to have dire consequences. I
left the office in Lena’s charge and flew to Sudbury. Settling down in a nearby motel, I spent days in a small
office with windows at the entrance to the block. I intended to uncover and get rid of these criminals and their
leader.
I realized that this was a dangerous task. We had cable TV in the building so that each tenant had access to
the camera at the entrance. I also had a television in my office, so I could observe and often even listen to the
conversation between the tenant and visitor. It took several days, but I picked up enough material that left no
doubt who the criminals were. The leader was a visitor from London, Ontario. For now, I did not want to report
this to the police. First, because I did not have a concrete proof and secondly, I was afraid.
I did, however, remember the mentality of criminals I got to know in the Brigitki prison in Lwow and
Lubianka prison in Kiev, as well as in the gulags. Besides the camera at the entrance, we also had cameras in
the recreation room and in the swimming pool. One day, I saw on the monitor the leader of the gang, alone in
the swimming pool. Quickly I went there in order to confront him privately. I said ‘confidentially’: “The police
is asking a lot of questions about you and your buddies. I do not want to start a row, because I have serious
problems renting these apartments. It will be of mutual interest to us if you and your friends leave this
building.” He said nothing, but it took only one or two days for them to disappear.
It was a relief, but it took several years before this building functioned efficiently. In 1978, Bernie Langlois
told me that Zulich, one of his clients, would be interested to purchase Regent Court. An agreement was
reached. I recovered all the costs, but the partnership, of which now I was the only shareholder, retained an
adjoining seven-hectare lot of ‘useless’ rock.
Fifteen years later, I found on this rock my favourite solution - a ‘village’... I called it ’Summit Village’. I
needed money and sold this rock to a local builder for several hundred thousand dollars! In cash... Sometimes
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making bucks comes very easily...
I enriched my family on a ‘rock’!...
London Towers
London Towers was largest project of my career, which we planned with my team and built using our system.
It was also one of the largest and highest in London, Ontario. The project consisted of two towers of luxury
apartments, 3000sqm of stores, offices and recreation halls, apartments for guests, together with a covered
swimming pool... And on the 23rd floor of one of
these towers - a ‘cathedral’... 3200sqm , a palace
of the owner, with a concert hall for an audience
of 120 people... three concert organs, a private
pool and a landing pad for a helicopter...
On the top of the other tower, there were eight
luxury penthouses. Each extended over three
levels, with a terrace, fireplace and a barbecue on
the roof... Two levels of parking in the basement.
We built this complex in mid-town
London, on Dundas Street. The city is located
160 km west of Toronto. It is a university town
which today has a population of nearly 500,000.
Several years before we had built there
two supermarkets for Canadian Tire.
London Towers on the cover of ‘Building Management’
Client Gordon Dumaresque Jeffery.
Gordon Dumaresque Jeffery was a lawyer,
composer, conductor, organist and millionaire.
Some considered him to be a genius, while others
saw him as a bohemian and a crank. Normally, he
wore dirty rags and torn mocassins. He lived
downtown in two large connected houses. During
the day all the doors there were open, even as the windows were protected by iron bars. Inside, concert organs, a
grand piano, a clavichord, a lyre and other instruments lay about in disorder. However, he dressed
ceremoniously and elegantly for each concert performance. He always travelled in a brand new Cadillac. He
was a generous philanthropist. He helped local musical groups and choirs and musical departments of the area
universities. As owner of two Stradivarius and one Guamerious, he lent them to promising artists for concert
performances.
In 1947, he purchased an old, but neglected church on Dundas Street, had it refurbished as a concert hall for
500 people and called it, Aeolian Hall. He furnished it with organs which were brought over from New York.
The basement was transformed into a studio, musical classes and a sizable library. At that time he also started
the London Chamber Orchestra, which he often conducted.
In the 1950s he performed often in Europe as an organist. During this period, he recorded two Mozart sonatas
and a Handel organ concerto on the Westminster Abey organs in London, UK. From time to time he plays on
the organs in the local Cathedral of St. Peter.
In 1968, a fire completely destroyed the Aeolian Hall. Some joked that the the perpetrator was Gordon
himself, because he did not like the acoustics of the hall. Shortly after, he purchased an antique old city hall,
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transformed it into a baroque concert hall and called it Aeolian Town Hall...
Together with his three brothers, they were the wealthiest or one of the wealthiest families in Canada. They
owned London Life, probably the largest insurance company in Canada, of which one of the founders was their
grandfather. However, their business card was the law firm, Jeffery and Jeffery. The patriarch, Capt. Joe Jeffery
was Minister of the Navy during the last war. After the war he reportedly ‘inherited’ several war ships,
including a submarine, which they stored on their properties on Tobe Mori in Georgian Bay. Brother Alexander
was a member of the federal parliament. Gordon was the youngest and probably the most intelligent. However,
he was not interested in London Life or in law, or in politics... Music was his dominating interest, but he was
also interested in architecture, art and history. He was well-read.
He was a man of culture.
History
I met Gordon Jeffery as a consequence of my interest in organ music, although indirectly, thanks to Ralph
Stee. Ralph was the main adviser to AJ at Canadian Tire and in the course of working together, we became
friends. In his free time, Ralph was a first class pianist and a virtuoso on clavichord. He was a friend of Glen
Gould, a world famous interpreter of Bach. He had built himself a magnificent house, not far from our Chata.
He furnished it, not only with a grand piano, but also with a unique clavichord... He also had mounted there
small church organs. Because he was an organist.
For his music-lover acquaintances he organized, from time to time, in his unique house, chamber concerts.
For some of them he invited us, Pat and me.
During one of these affairs, Ralph introduced us to Gordon. This was shortly after Gordon had purchased the
Aeolian Town Hall. For its restoration he required the occasional services of an engineer. So he entrusted these
tasks to me.
During one of my visits to London, he showed me the burnt down church. Complete devastation. Only the
walls and the tower remained. He asked me for suggestions. I was taken aback by his request, since I expected
that the authorities and London’s cultural community would demand rebuilding this heritage object. Gordon had
his new hall nearly finished, so this is not what he had in mind. I myself had thought that even a burnt down
church was still a sacred place.
Nevertheless, I offered Gordon to look into the regulations and prepare a concept. A large lot, on the main
street, downtown, although not in the heart of the city. The immediate neighbourhood not ideal, but location is
location. On one side, a large carpet store, on the other, a funeral parlour. The carpet store was owned by an
Armenian family, the brothers Postian.
That same day, I went to the City Hall and was surprised to find out, that in that ‘sacred’ place, the regulations
permitted high intensity development of a commercial-residential character. Following calculations, I came up
with a concept for about 230 luxury apartments, two floors of shops, a bar-restaurant, offices, recreation halls
and a covered swimming pool, around a mall under a glass roof. The heritage church tower would stay on a
large square at the entrance to a promenade. Areas of apartments were divided between the two towers with
independent entrances, since the back of the lot also had access from King Street. Parking, to accommodate all
tenants and clients, would be located underground on two levels.
The entire top floor of the higher tower was assigned for the use of the owner. A luxurious apartment,
comprising more than 350 square metres, with a spacious living room, a raised glass ceiling, a place for organs,
a grand piano and a large imposing fireplace. A library, studio, four bedrooms and five bathrooms, kitchen, a
large dining room and a bar in the living room. The rest of this level would include terraces and flower beds.
Later, during the preparation of working sketches, we added there a covered swimming pool.
Bill Leung prepared a spatial plan and Andrew Drozdowicz elaborated the initial plans of the mall and
prepared a very credible version, in colour, of how this project might present itself. I allotted more time than
usual for this initial process, because I saw here an opportunity for an exciting project. The client could afford it
and I was convinced that it would be for him an excellent investment.
Gordon was delighted. That was what he wanted.
He wanted to present it to his brothers, so he asked if I could that same day meet them in the office. This was
my first visit o their office and my first meeting with the brothers. I arrived punctually and the secretary
immediately led me to a large office. Dimmed light was coming in from two small windows. Walls of a dark
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formal colour. Empty, spartan room, except for an enormous oaken table, at the back of the room... Behind it sat
three figures in dark suits... A scene from a masonic lodge?... I felt ill at ease... Were it not for Gordon, I would
have been scared... And Gordon, in a dirty shirt and slippers, followed by a limping companion, an old, faithful
dog. He introduced me to his brothers. They did not get up or extend their hands... maybe the table was too
wide... A surrealistic and grotesque tableau...
Wearing a ‘uniform’, albeit brighter, I presented to them the project, our firm and our system. Gordon, the
dog at his side, was standing at a distance, as if afraid to sit down... clearly, he did not belong here, or did not
want to, but, it seemed to me, he was awaiting his brothers’ approval. But then I am not sure that he expected it.
I did not get any positive signal from his uniformed brothers...
Gordon escorted me to the outside - he would keep in touch...
JBS Corporation Ltd.
A few months later, probably in the summer of 1972, Gordon asked us to prepare more definitive drawings
and a cost estimate of this project, for bank’s approval. So the project was resurrected. I don’t know whether
with his brothers’ approbation, or he was going alone... He invited me to a meeting with his bank manager. The
Bank of Montreal. It was about credits. The meeting turned out well. I assumed that he acted alone but probably
with his brothers’ approval, because, I heard before from other sources, maybe from Ralph. that their father in
his will had stipulated, that approval of all brothers was required for major undertakings.
During the next few months we finished the architectural drawings. I chose well-known firms as consultants.
Even for structural planning, I employed my competitors, the Australian firm of Cooper Brothers. They were
specialists in skyscrapers. I got to know them, when I worked for Wallace and Carruthers.
About this time, Gordon’s mother died. He experienced
this loss painfully. She left him a large family house with three hectares of land. All four brothers were born and
brought up there. However, he did not move in there.
During one visit to our office he came with Ralph Slee. He proposed to us a partnership, which surprised me.
I do not understand what caused him to do it. I assured them that it was not necessary, that I would execute this
task scrupulously, as if for myself, maybe even better, as I had done for Canadian Tire and others. Besides, I did
not dispose of sufficient assets. Gordon said not to worry about money. Ralph said that he would participate,
provided I did.
Gordon explained, that the value of land, together with the bank’s mortgage would suffice to finish the
project. If necessary, he would take a second mortgage on the value of the lot.
Still, I could not understand, although it was also like this with Mienkowski, Muncaster and Horsey.
Seemingly, they trusted me as a partner, but not as an adviser and consultant?... With Gordon, the rationale may
have been different. He was a cynic by conviction, did not believe in people’s honesty and integrity. He
concluded from dealing with the people around him that everybody had his price. But I, someone from another
planet... I agreed, after all, to join in, provided that before the project was finished, I could sell my share for one
dollar...
We established a partnership, called JBS Corporation (for Jeffery, Bachorz and Slee). Gordon
arranged to have the partnership purchase the house and lot of his mother, with more than another 10 acres of
land adjoining. That was, for the most part, unusable waste land. But for the ground near the house, we prepared
plans for a ‘village’ of 22 houses. This significantly augmented the value of that lot.
Titanic Struggles.
Beginning of construction was fast approaching. I was under siege, having to repel attacks on several fronts. I
fought for my Family. I faced serious problems in Sudbury. El Pueblo was still under construction... Would I be
able to cope?
I was hardly looking for successes and prizes... rather, I was defending valiantly... From whence such energy
and will? Was it a challenge or duty?... Or, a habit, obsession, a command of the ecogenes?... I became enslaved
by them...
And I was alone. I did not confide in anyone. Nobody knew of my struggles and pains... However, Lena was
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then at my side again, though she did not know that my marriage was falling apart...
London Towers was becoming a task ever more complicated. Our plans were nearly finished, when on a
given Monday, Gordon and Ralph came into our office with a sheaf of drawings. That luxurious apartment,
taking up 23rd floor fully was not enough... It took some time before I understood what they wanted. I was
dumbfounded... In their new plans, they proposed more than 3000 square metres. A three level apartment, with
seven bedrooms, two kitchens and a bar, a formal dining room to sit forty people and two other informal ones,
several sitting rooms and guest rooms, two lobbies, a covered swimming pool and a helicopter pad!... All of
this on the eastern side of the tower. And on the western side... a ‘Cathedral’!! - A concert hall for an audience
of 120, three large organs, one baroque, already being put together, the other two: ‘romantic’ and ‘echo’ being
planned. Two libraries, a studio and a bar. The hall, 17m high, by 40m long and 13m wide. Is this for real!?...
Or a joke?... I fell into panic... Surely it’s unreal. I explained that the plans were already finished. The new
scenario would require two additional elevators, one more entrance with a lobby, widened emergency exits and
stairs... and who will pay for it?... Who would take over, should Gordon change his mind, or if he passed away?
I suspect that it was Ralph who had these drawings prepared and that Gordon dreamed about this for several
weeks, but did not have the courage to present it to us directly. They had thought it over and this is what they
wanted. Gordon would rent this complex as a tenant and prepay the rent for the next 20 years, which would
cover the costs of this addition., Heating, air conditioning and electricity would be on separate registers and paid
additionally by Gordon. Similarly with taxes. Instead of two extra elevators, one would suffice, and at the time
of performances other elevators in the building could be used to transport the audience. We would only have to
finish roughing in this part, while the interior would be
Gordon’s responsibility.
We started excavation in March 1974, although we still did not have the building permit. But we had
permission for digging and driving in piles. We obtained the building permit after a delay because of the
changes. I had difficulty finding a suitable supervisor and ultimately I hired Terry Whelan. Later, I engaged Eric
Matchett, an engineer, who once was my client with Dominion Stores, to help him. Both were rather inept.
A few months later, Lena left again. A serious blow. I did not have Patricia at home nor Lena in the
office... And before me stood two skyscrapers... and Gordon’s ‘castle in the sky’... There was no retreat...
From time perspective I see it as a nightmare, unimaginable reality... … How to cope with it? … A
superhuman effort was in store for me, - hard for me to understand today how I got through with it...
We are building the Towers.
We chose reinforced concrete as the basic material of the structure. So that floors, columns and walls in
the basements were of reinforced concrete. The choice of a sub-contractor, with sources of required materials,
experience and proper equipment, was critical. During the 1960s, the system of so-called ‘flying forms’ became
very popular. Di Lorenzo Brothers, who started their career in Rhydwen Apartments, later became pioneers of
this system in Canada. They even served orders in USA.
In London, there was only one firm of this type with the requisite expertise, London Concrete Co. Di
Lorenzos also took part in the auction. Nevertheless, I was pleased that London Concrete made the lowest bid.
Especially because they were also producers of reinforced concrete. In this contract we had also included steel,
so that the most important elements of construction would be provided by one firm.
London Concrete acquitted themselves beyond expectations, even though though it was their largest
project ever. They had an exceptional manager in the engineer Dobbs. After emerging from the basements, they
‘poured’, on the average, one floor per week. They were followed by bricklayers, plumbers, electricians, air
conditioning and windows. We synchronized this process from the office, but London Concrete imposed its
rhythm. The two towers grew like mushrooms after rain, as seen by Gordon, because he lived almost across the
street. He credited me, exaggerating of course, with this stage management and choreography and called me a
Beethoven. He saw in me the composer and conductor of his lofty dreams...
The reality was for me less than prosaic.
This process was also observed by Don Smith, president of Ellis Don, then already one of the largest
building companies in Canada, who was a close acquaintance of the Jeffery brothers. Gordon told me that he
wanted to meet me. He was intrigued that such an unknown small firm was building one of the largest structures
in his own backyard. I was putting off that meeting, fearing that perhaps he might find some function, which
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could only hinder our position. I managed to avoid that. Today, Ellis Don is one of the world’s largest ‘Project
Manager’ firms.
Lawyers’ Playground...
‘A lawyer with his brief-case can steal more than a hundred criminals with pistols’.
Mario Puzo, American writer.
Early on, while piles were driven into the excavation, the neighbouring Armenians submitted a claim.
Accordingly, the outer wall of their building was fractured and they demanded $34,000 in damages. I looked at
this and estimated the fracture to be minor; it did not threaten safety and could be fixed for less than $2,000... I
did not know at the time, that Postian and Gordon had been negotiating for years the sale of their property. It
concerned a good sized lot underlying their store. Being unaware of this, I expected that a compromise would
be reached. However, Postian turned this matter over to Earl Czerniak, a litigation lawyer, known not only in
London, but also in Toronto. From that moment began a spectacle, deserving to be called ‘Lawyers’
Playground’. I did not take this seriously enough, expecting a sensible resolution. In the end, I lost control of a
seemingly trifling matter. The consequences turned out to be catastrophic for my client, Gordon, and very
humiliating for us.
Czerniak submitted a suit to the court and, besides the firm which drove in the piles, he listed as
defendants Gordon and JBS, his insurance firm, the firm of my consultants, Cooper and Cooper, Total
Engineering Ltd., LCBachorz Associates Ltd and myself.
The case never went to trial. We were finishing the construction, the tenants had already moved into
finished apartments and this theatre still kept going.
In the end, after three years of manipulation by a herd of lawyers, with costs of their ‘services’ totalling
$755,000, Gordon and Postian reached a settlement. And it began with only $2,000, at the most $34,000. As a
result, Gordon agreed to buy out Postian. His insurance company paid these usurers a large part of their claims.
Other defendants supplemented the lawyers’ haul, but I and my companies did not pay a cent.
How did that happen? In agreements with my clients, I added a clause, whereby any litigation costs
connected with a project would be covered by the client, in this case Gordon. He was represented by the firm,
McCarthy and McCarthy, one of the best known law firms in Canada. During the initial months of the litigation,
they also represented me, since I had been their client in some matters. After a few months, however, they
decided that they could not continue. I chose then to represent myself and also to defend my firms. Some of the
lawyers were opposed, since the law ostensibly requires that registered partnerships must be represented by a
lawyer. But I stood by my option. I did this for several reasons. First, I wanted to emphasize, that my agreement
with Gordon was still binding. Secondly, I wanted to find a way to end this farce. And I did not want to engage
my insurance company, because regardless of whether I won or lost, my annual premiums would have gone up.
Seven of these lawyers combined into a mafia-like club. They came to London from different parts of
the country to examine witnesses and experts, contrived legal trickery, while secretaries printed volumes of
documents... They sowed discord among clients who had hitherto worked in harmony building London Towers.
This was amusing to them and all the while, they enjoyed themselves, playing golf or tennis. For the costs of all
of this, they hit their clients in the pocket.
After a few weeks, I recognized what all this circus was about and soon after, these ‘pros’ began to
appreciate my tactics and insights. And, maybe they feared, that I could unveil their ‘conspiracy’ and serve a
process against them. Since, after all, it was only a question of a harmless, petty fracture in a wall.
In the end it ended with a victory for me and my firms, but not with success, since those, whom I had
engaged in building London Towers, suffered losses. But, worst of all. my client experienced a disaster. He had
to buy ground, which he did not need and pay most of the costs of the manipulations by these ‘conspiring
usurers’.
Because that’s really what they were.
All of this was choreographed by Czerniak, although he never himself took part in that charade. He did
show up, however, at the last meeting, when all sides formally signed the settlement agreement. After the
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meeting, he invited me for a coffee and congratulated me. He offered, that if I ever were looking for a job, he
would find me a place in his office, as a... lawyer...
End of Gordon’s Dreams
The project was in its final stages and the tenants started to move in. Nevertheless, a lot of work remained on
Gordon’s ‘castle’. The commercial mall was also not quite finished. I turned over my share to Gordon, as I had
promised. Ralph did likewise.
The bank, unexpectedly, at least for me, withheld the incoming funds. Gordon counted on the bank to finance
his ‘castle in the heavens’, but the bank decided to do this only if his brothers would guarantee the mortgage.
Until now, the brothers did not intrude on his venture. But, I suspect, that finding out about the ‘castle’,
infuriated them. What then happened behind the scenes, between Gordon, his brothers and the bank, is difficult
to know.
I wrote the brothers a letter, defending Gordon and met with Alexander, the member of parliament. They
blamed me also for allowing him to act so foolishly. I replied, that originally I saw it their way and clearly told
Gordon so, but now it was too late to change it. I suggested, that the ‘castle’ could be converted into a centre or
a club for Londoners’ cultural elite.. It did not impress them. They were furious and wanted to punish him with
a vengeance. As, a result they pushed him aside brutally. Gordon gave up, almost without a fight. He wrote me,
apologizing for having had to break the agreement...
For him it was a disaster and for us a sad experience.
The brothers hired their own architect and contractor and transformed Gordon’s ‘castle’ into 34
apartments. It was hard for me to believe. After finishing, they sold the whole property. They made a profit, but
the purchaser made far more. He converted this property to a condominium and sold the apartments to
individual proprietors, thereby earning millions.
Gordon returned to Aeolian Town Hall. Henceforth he composed and conducted with even more
sensitivity... For pain and tragedy spur on poets and artists to ever greater heights...
STRATHCONA MEWS
Secretary a Millionaire.
In January 2004 I enjoyed an unexpected experience, which gave me much satisfaction.
Mrs. Dutschack visited us in the office with a rare gift - an ornamental ceramic jar containing maple syrup.
Her name was familiar, although I never had the occasion to meet her. She told us that she was very grateful to
us, because she suddenly realized that she was a millionaire thanks to us. By occupation a secretary, she lived in
Strathcona Mews, originally as a tenant and now as one of the owners. Strathcona Mews was one project which
can serve us as an example for what lies behind a ‘road to success’. She, of course, made more money on this
project than I did. Nevertheless, I suspect, that at that moment I was more proud and happy than she was, Why?
That project took us ten years of arduous effort, pioneering challenges, doubts, setbacks, humiliation and
successes. This undertaking ended in success for us, but above all for our clients, who had accorded us their
trust and patience.
Many in our community, particularly in Poland, look upon success as manna dropping from the heavens - a
lot of luck, contacts, money...
So what hides behind this anecdote?
Zenon Tyczka and Stewart
In 1963, Zenon Tyczka, my client, came into our office with his partner, Bob Stewart. Stewart was a lawyer,
as well as a councillor in Scarborough, a suburb of Toronto.
They had an agreement with an option to buy a sizable lot, or, rather, two adjoining lots, in the eastern part of
Toronto, relatively close to downtown. What could be built here? I checked the regulations. The ground was
designated industrial. The current owner, Miller Paving, a road building firm, had an asphalt plant at the south
end of their lot.
But when I looked closer at these regulations, it appeared that this category of industrial designation also
allows for commercial buildings. Further, by definition, a commercial building allows for apartments, as long as
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the larger part of the building is for commercial use, such as stores and offices. And this is what they wanted.
However, they had some doubts about my interpretation. I suspect, that Stewart verified with a city lawyer, or a
minor official, who looked at the map and saw that this ground was designated for industrial use. They also
found out, that the lot once contained a gravel pit, which later was filled with garbage. So, it was not clear
where to find the ground for foundations. They were afraid to proceed and decided to back out of the agreement
with Miller Paving.
There remained more than ten months of the purchase option, with several hundred dollar monthly payments.
I value my knowledge and, coming from Grzybowo, I am stubborn and don’t like wasting opportunities...
I asked them to let me buy this agreement from them. I would pay them all the costs. They agreed.
Strathcona Square
I went to the office to check again. They showed me on a map that this area was clearly marked as industrial.
Are stores allowed? Yes, but residences, absolutely not. I studied these regulations again, maybe several times
and found nowhere a stipulation contrary to my interpretation. I did, however, find the answer. It was along a
different line of thinking. If the proposed building had industrial character, then there would be no place there
for residences. But, a building with an exclusive commercial designation, is allowed to be 49% residential in
area. Also, even if my version would not prevail, I still had a chance to have the designation changed by the
provincial jurisdiction, because the Miller Paving property was the only one in the area to have this designation.
All the neighbouring land was residential or of related character.
I hired a geologist to examine the terrain and started working on conception.
I also changed the strategy for dealing with this project. Because of the costs of of the ground and of driving
in piles, as Tyczka and Stewart had noted , the normal approach would not be feasible. And I could not afford a
more expensive one. So I would have to look for a partner or sell. One way or another, I would have to
elaborate a concept and also obtain a building permit. The geologist’s findings confirmed not only a need for
driving piles, but also for thorough cleaning out the garbage, because it contained toxic substances.
Taking everything under consideration,, I reached a solution, which actually scared me. As a consequence, I
opted for embracing the maximum of what the regulations permitted. Thus came into being the concept of an
apartment-hotel. Of course, I did not have in mind a hotel, but using that definition, the regulations would allow
what could be justified from the business point of view, giving regard to all the criteria above. The complex
would have to be planned so as to be basically a business complex from the standpoint of regulations, although
the main element from the business perspective would be apartment residences.
As a result, three 18-storey towers emerged, with two floors of shops and recreation quarters, such as a
bowling-alley, a billiard hall, a swimming pool and two floors of parking. Each tower had twelve floors of
apartments and six floors of hotel rooms, which actually would serve as bachelor apartments. The hotel rooms
rooms had commercial designation, while the bachelor apartments were residential. There was little difference
between the two. The rooms could have a bar , but not a kitchen. The difference between a bar and a kitchen
was that the bar could not have a sink. According to regulations, the hotel room was a commercial entity, but
was in fact a bachelor apartment.
A large project emerged. I ordered a mock-up. The complex dominated the neighbourhood, but did not
fit well with its surroundings, because the district was rather impoverished. It was, however, not far from the
city’s centre and the subway. And according to my interpretation, regulations allowed it. How the authorities
would see that, I admit that I had doubts. Although I did not find precedents, I was prepared to fight for my
rights in a court of law.
It took a lot of time and money to prepare plans. Ron Ellis and Billy Leung elaborated the concept and
helped with the working sketches. We clearly indicated which areas were commercial and which residential.
Harry Balodis worked on plans of the structure and Bill Wong on electricity and heating. They were aided by
draftsmen, Ted Fernley, Jack Ashizawa and others. Plumbing plans were put together by the firm of Peter Kloc.
I submitted an application for the building permit, which required a substantial payment... After a week,
I called the city hall. They still had not worked on it, but I learned which official was going to check these
plans. We arranged to meet... I explained what was involved. That we understood that this was an industrial
zone, but within this designation there was an ascription of a commercial context... Yes, was the response, but it
does not include residences. Politely, I explained that this designation referred only to zones of heavy industry,
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that this object is a commercial building and that does allow residences. He would have to check with his
superior. I asked if I could see his boss. The chief of the department, Richards, came in. He listened to what I
had to say and responded that he would have to study the matter thoroughly and then would let us know. As we
waited for the verdict, time was marching on and the date of expiration of the purchase agreement with Miller
Paving was approaching. I negotiated another year’s extension of the option, which involved paying an
additional sum of prepayment.
After a few weeks, a letter came from the city, asking for additional fire emergency plans... That meant
that they had confirmed my interpretation. Hurray! What a relief... Two months later we received the building
permit.
Success!...
Expropriation... New Orleans.
The building permit resulted in considerably augmenting the value of the lot in question. I sought partners,
without a clear success. The Barr family from the Bahamas showed interest. I had become acquainted with one
of the brothers, when we had worked there on the Oceanus Inn. However, we did not get far with the
negotiations, when quite suddenly we received a letter from the city, that they decided to expropriate a major
part of this lot and convert it into a park. Maybe they were scared by the plans of such a large complex?
It did not come to an agreement, but the law allowed arbitration by a tribunal of the provincial government. I
retained Harold Elliott a lawyer whom I got to know during the building of Rhydwen. He, in turn, hired his
acquaintance, Kellogh, an expert in appraising real estate. Elliott and Kellogh acquitted themselves in their roles
beyond all expectations. In its verdict, the tribunal assessed the value of this ground at three times more than
what the city had proposed and twice as much as I had reckoned. The city regarded it as waste and the tribunal
as an apartment-hotel, as was indicated on our plans, maybe unrealistically...
Many would say: ‘The guy was fortunate. What luck!’. Does that mean, that Zenon Tyczka and Stewart were
not lucky? They did not give ‘luck’ a chance by giving up at once. It took me five years of time and work to
ferret out this ‘luck’.
As a reward, I took Harold and Kellogh, along with Harold’s aide, Richardson for a long weekend to New
Orleans, on the Bay of Mexico. We visited the famous French Quarter, where I was acquainted with jazz, real
jazz. We ate breakfast with alcoholic soup at famous Bannerman’s.
A year ago hurricane Katrina demolished this exotic city.
Strathcona Mews
But that was not the end with Strathcona.
The city expropriated the western part of the lot.There remained a lot of about one acre on the east side of
Blake Street. The ground there was good and did not require driving piles. The location had now improved.
There would be a park on the west side, a school was on the north side across Strathcona Street and behind, on
the east side, houses were situated. So, it should not be difficult to convert the zone designation from industrial
to residential.
We prepared plans for 36 houses in a ‘downtown village’, my favourite concept. I called it Strathcona Mews.
We obtained a building permit. It was already early seventies. The money which I had received from the city
were used for Regent Court in Sudbury and El Pueblo. So this project had to wait.
Carman Antonacci had for years been in and around our office. Sometimes he was our supervisor of
construction and sometimes our client. He was the president of our partnership in Regent Court, but gave up
after two weeks and returned to Toronto. In April 1974 he came in, asking if I would sell him the lot on
Strathcona Mews. For tax reasons it would not be worthwhile, but I offered him a lease on this ground for a
fifty year term. He formed a partnership under the name, Manton Co. Ltd. We signed an agreement and he
started construction. The building was erected up to the roof and most residences had windows installed.
Suddenly progress ceased. On my return from Sudbury, I tried to contact Antonacci, but to no avail. Later, I
learned from Tyczka’s widow that he had departed for USA.
Many contractors, who had not been paid, submitted claims before the courts and included us, the owners of
the ground, as creditors. After a year, the city started making claims against us, for similar reasons. I turned the
matter over to lawyers and we settled the claims of suppliers, contractors and the city. We completed the
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construction.
It was a costly and sad process. I never found out what was the explanation for Antonacci’s behaviour.
Tenant Owners.
I changed the name of one of my firm, Fidest Holdings Ltd to Strathcona Mews Ltd., which became the
owner of this project. I arranged for the financing and we finished this project under the supervision of Stan
Baran. He was a carpenter by trade, but I had known him now for some time. He was conscientious and honest
and acquitted himself in his new role splendidly.
Carman’s action cost me more than this investment could justify being a rental building. If it were possible to
get a permission to sell individual residences, as condos, one could have made a decent profit. Unfortunately,
regulations did not allow it.
But I conceived a formula, which permitted the tenants to purchase shares in Strathcona Mews Ltd. with the
right to lease their residences for 21 years. The amount of shares depended on the value of their particular
residence. Some lawyers disagreed. They asserted that shares could be sold only as stock on a stock exchange.
But they did not check legal regulations. For one, the partnership could have up to 50 shareholders. Besides,
Strathcona made this a prerogative available only to its tenants. Most of them availed themselves of this
opportunity. Mrs. Dutshack bought the equivalent of five houses. Prices went up and after 20 years she became
a millionaire... She still lives there.
Co-Ops.
The philosophy behind co-operatives is not new. The residents of pre-historic Biskupin lived as a cooperative. Staszic talked about that in the 19th century. A housing co-operative sprang up on Wilson place in
Warsaw in 1913.
A very interesting experiment along these lines occurred in Toronto. In 1968, came into being an institution
of ‘alternative education and co-operative apartments’ under the name, Rochdale College. An eighteen-floor
building contained 800 apartments, meeting and recreation halls, a communal kitchen, etc. There were no
university controls, no academic titles or grades. Students themselves managed this institution and prepared
subjects of their own choice for discussion. It was the largest co-operative of its kind on this continent.
Concepts of this type were fashionable in the sixties, but rarely succeeded. The aim were lofty, but at once
this was transformed into what could be called an organized anarchy and later narcotics, ‘free love’ and gangs...
a flop. It was not easy to suppress. Police frequently intervened. It ended in 1975.
What I set up at Strathcona Mews was a form of a housing co-operative. This formula permitted people with
low earnings to become rich. This was a step up from Rhydwen or Muncaster Gardens. We handed over the
helm to the tenants, when they bought out 75% of the apartments. We prepared them to administer their own
building.
Shortly after, changes were made in legal regulations of financing housing co-operatives in Canada. They
gave access not only to preferential credit, but also subsidizes to poor families. With my experience, I could see
a great opportunity to build several and perhaps a dozen or so these kinds of projects in Toronto and other cities.
At this time, I got to know Martin O’Connell through my sons who had studied together at the same school in
Port Hope. He was earlier a member of parliament and a minister under Pierre Trudeau. He did not make it in
the last elections and decided to end his political career.
He became interested in housing co-operatives. We decided to work together and put in a great deal of
energy, work and time. We began these programs in a number of cities, London, Peterborough, Sudbury and
others. We succeeded only in Kapuskasing, in the far north of Ontario and this thanks to the initiative of Patrick
Mousseau from Sudbury.
Legislative regulations demanded procedures seemingly on a meritorious basis, although soon, the well
connected and local political schemers captured this market... Hundreds of these co-ops sprang up. The
schemers profited the most, while taxpayers suffered the greatest loss. Nevertheless, the program made housing
available for thousands, though for the majority it came from income supplements.
This was the beginning of our 30-year friendship with Martin O’Connell and his wife Helen. We lost them both
three years ago. They both passed on within 5 months of each other, after 60 years of life together.
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10. LENA RETURNS
During the second half of the seventies, I gradually reconciled myself with the idea that the marriage
with Patricia cannot be repaired. Mark and Grant were attending Trinity College School in Port Hope. Linda
shunned schooling and Stephen sought self-sufficiency. But he spent most of the time with me in the family
Chata, rather than with Pat.
Lena came and went. She came and helped me courageously. But she left... She was never far away and
helped us casually. Did I really not appreciate her? Probably so, because I missed her more and more... It was
difficult to find someone who could fill her shoes. She was irreplaceable, versatile and conscientious. Beginning
in 1974 , Toni Backstrom worked for us several years. She could not cope and left. In 1979 Lena shocked me by
deciding to leave for faraway Vancouver, where her sister Chris with her husband Douglas lived in a splendid
16-metre yacht. I felt lonesome and feared that she would not return.
Wirh Lena in London in 1998
My daughter Lynda came to help me with work. There were no new challenges in the office.
Next winter, the four of us, Lena, Chris, Doug and myself arranged to go skiing together to Whistler in the
Canadian Rockies. I flew into Vancouver - a beautiful city, with flowers and golf in the city and above, on the
horizon, Grouse Mountain, snow and skis. The next day we drove to that mountain. Magnificent skiing,
wonderful views and a tasty supper in an enormous restaurant on the summit.The next day we went to Whistler.
I had been there before, probably long ago, because I did not recognize this place. Because now, here were two
huge ski mountains, Whistler and Blackcomb and a new village of Whistler. Previously, the village and the
Blackcomb ski runs did not exist. On our return to Vancouver we played mini-golf in Stanley Park.
I was looking for opportunities to get things going in Vancouver.
Lena would not be swayed to come back. I returned with a heavy heart to the daily routine in Toronto. I
flew to Vancouver again in the following summer. We sailed on this amazing yacht, played golf again and
toured this wonderful city on bicycles. I returned, as before, without result.
Next year, Lena agreed for the two of us to go together to Hawaii. We spent two weeks there, staying in
the Royal Hawaiian Hotel - white beaches, active volcanoes and a ‘rain of sunshine’. It could have been called
our pre-wedding honeymoon. We returned to Vancouver and after a few weeks Lena flew to Toronto. We were
married on 13th December of 1981, on the day when Martial Law was declared in Poland...
Since that time we live happily together in our beloved Chata... forever...
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Lena-Mom...
Twenty eight years have elapsed. Our life
with Lena is a constant idyll. We experience
crises and triumphs, but together. We faced up
to Frontenac Village, my health problems
with a cancer and my heart. She takes care of
my family, the children and grandchildren,
more so than their mothers. As the
grandchildren were growing up they called
her ‘Lena-Mom’.
Lena - my wife, my secretary, bookkeeper
and manager for 40 years with short intervals.
My partner, lover, adopted mother of my
children and my grandchildren. In a word,
Angel-Woman... We have similar interests,
we like the same friends, the same music, play
golf together. Although she hates to lose, as I
do.
We like sports, tennis, skiing. We like to
travel.
She relieves me of all current duties, so, as
Marian Rzeznik says, ‘I do not even need to
think’...
Although born in Sweden, she feels more at
home in Poland than in her native country.
She was my companion in all the life’s
dramas for 40 years.
Lena is the greatest blessing which
Providence had bestowed on me.
I cannot imagine living without her.
1984. Sitting from the right: Lena, Les, Grant, Marek, Steve.
Standing from the right: Lynda and Debb, future wife of Steve
11. KINGSTON
Farm on Amherst Island.
The idea of ‘returning to the land’ never left me. Towards the end of the 60s, an opportunity arose to
purchase, at a very reasonable cost, a 154-acre farm, 150km east of |Toronto, on Amherst Island in Lake
Ontario. On the island, there were more than 100 similar farms, nearly all impoverished, some abandoned. The
soil was not very fertile, so the majority of the land was used for pasture. It was a time of recession and farmers,
in order to provide for their families, worked part time outside. McGinness, from whom I purchased the farm,
worked also part time as a roofer. He had 6 children, of which the eldest one served in the army.The farm was
in a state of dilapidation. The house and barn, with the cow-shed below, were in poor shape, requiring thorough
repair. Beside the house were two hen houses and a tool shed, with a privy in a nearby grove. In the purchase
agreement, I inherited an antique tractor, some rusty machinery and a wagon on rubber wheels. There were also
a few cows, but these McGinness sold separately.
This farm had two interesting features. It had more than 100 metres of waterfront and it had history. Back in
1810 this land had been purchased by Daniel Fowler, a young artist painter who came here from England. At
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that time he built a simple house by the water from local stone. After a few years, he became ill and returned to
England. But not for very long; when he became well, he came again to Canada and built himself, close by, a
magnificent villa, also on the lake. And he turned over the original house to servants.
Today, Fowler is regarded as one of the better known painters. He also is to be commended for being one of
the founders of the Royal Canadian Art Society. The villa, which he had inhabited to the end of his life, is
designated a heritage building, although that original house is not.
To this day, I have pangs of conscience, because I never had this house restored.
I repaired only those parts that were necessary for sleeping and the kitchen.. For several years, we played
with the children at being weekend farmers. The tractor, while an antique, functioned together with the mowing
machine to cut hay, but most of all for pulling the wagon on trips to different parts of the farm. There were
woods on this farm, one with about 30 acres of cedar; another comprised 10 acres of old oaks, Canadian maples
and white pines.
I bought a 5-metre boat and with the help of my team, I built a dock on the lake. The kids took a liking to
eating fish, although the responsibility for its preparation lay with Patricia.
Our farmers’ passion was, however, accompanied by frequent accidents. I armed the children with hockey
helmets, but even that did not help. Visits to the nearest hospital in nearby Kingston, became almost routine and
after a few years, or enthusiasm cooled and we stopped visiting the farm. Nevertheless, I was haunted by a
feeling of guilt, that I let this land go fallow... The base of this guilt feeling was probably born in the heart of a
rustic. Conrad would say, ‘in a peasant’, whose roots originated in far-off Grzybowo, Knieja and Luszczanow.
So, I leased this farm to the Dickson, family, cousins of the McGuinness, who lived on the island. They had
many children, about a dozen, and a similar number of cows and sheep. In exchange, they agreed to repair
fences, since the whole farm was fenced with a barbed wire and the posts were were rotting.
A few months had passed, when I was notified by the local authorities that a cow was lying near the lake with
a broken leg and could not be moved from there, because it lay near the top of a two-metre rocky cliff. I called
Dixon, ‘baby’ Dixon, because she made the decisions and was in charge of everything. She said that she had
taken care of it and not to worry. A few weeks later, I received a call from the same inspector, that several sheep
were tied to the barn, dying of starvation. I decided to get rid of these negligent people, but the problem was that
all on this island were interrelated and I was a stranger from Toronto. Worse, because all of Canada hates
Torontonians - with possibly one exception, my neighbour on the island, a little farmer, with an ancient Irish
name of Hugh Drumgoole. I phoned Hugh and asked his advice. Hugh said he knew this Dickson woman very
well and, what’s more, he was her godfather and she his niece. He added, that if he had known beforehand how
she would turn out, ‘instead into church, I would have thrown her into the lake’. ‘Don’t worry, he assured me, I
will take care of it’. And so he did. I heard later that it was not that easy, but little Hugh chased his niece all
over this farm with a shotgun in hand, so it wasn’t a joke.
Kingston
The city of Kingston is only 14 km away from our island. But it takes about an hour to get there; ten minutes
to the ferry, half an hour on the ferry to the landing and another 20 minutes to the city. We used to go there not
only to the hospital but for shopping and sightseeing. During the winter, after the bay froze over, farmers
marked the route with spruce on the ice, in order to find their way home after work in the dark. Tragic accidents
occasionally happened...
Kingston is a picturesque historical city. It is situated near the east end of Lake Ontario at the outlet of the
Rideau Canal, which links Kingston with Ottawa. It had then a population of 50,000. The city was the first
capital of Canada, although only for two years. It is the seat of Queen’s University, one of the best in Canada.
Also located here is the Royal Military College, considered to be one of the best engineering schools. It has its
quarters in Fort Henry, one of the few fortresses built at the beginning of the 19th century, to defend against the
Americans. In 1812, the Americans actually attacked Canada at several points. They even reached Toronto, but
were eventually repelled.
It is interesting, that this ‘mightiest power in history’, as the Americans call themselves, has had no luck in
conquests. It did not come off in Canada and Vietnam, nor is it going well in Iraq. However, they did succeed in
Grenada, a small Caribbean island, which President Reagan attacked, because he did not like that Granada had
democratically elected a socialist prime minister. They won this war, although they lost a few soldiers, mostly
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by ‘friendly fire... by mistake... because war is an affair of mistakes. It is forbidden to speak of it in the open,
because one of the first victims of a war is truth and freedom of speech and not only...
So, the Americans, not only lost that war with Canada, but, as a consequence, lost thousands of their own, not
in battles, but because many of their citizens decided to leave their country and emigrate to Canada. It was
already a second but not the last group of refugees which crossed the boundary of USA and settled in Canada.
During the war in Vietnam, 56,000 young people came to Canada. One of them, John Youland, worked in my
office... He came to work armed with a revolver, because the Americans have this as a right enacted in their
constitution. He was a pleasant fellow, but we were glad when he left.
The first historical wave of American immigrants banded together under the name of ‘Empire
Loyalists’, faithful to the English Crown. They formed their own associations and loges, most often of a
masonic character, and claimed exclusive privileges. Kingston and vicinity, bear clear marks of their heritage
and culture. It is the base of their strength and pride.
Heritage Co-op.
At the beginning of the eighties I saw Kingston as a historical, enchanting and fascinating city. After Lena’s
return, I went back to the subject of building housing co-ops, also in Kingston. I even considered opening there
a small branch office. Lena was not very enthusiastic about it, since our experience, as that of others, of
building outside Toronto was not very positive. Max Tannenbaum, one of the largest developers and later
patron of the arts in Toronto, used to say, ‘I am not interested in a project if I cannot get to it on a bicycle within
20 minutes’...
This time I started looking for a location. King Enright, one of the local real estate brokers, showed me a
lot on Anglin Bay, along the shore of the Rideau Canal and adjoining the heritage ruins of the Fort Frontenac
fortress on the other side. One of the main streets, King Street, ended with an approach to that bay. Marvellous
location, in the centre of town, although of a disagreeable appearance and an industrial designation.
The lot belonged to two owners. The main one, Anglin, was a small smelter company and used this lot
for open storage. In the back lay a a dozen or so metres high pile of slag.
This did not deter me. What surprised me was that no one had yet noticed the potential of this terrain. It
was necessary to test the ground and change the designation. King Enright offered to help. He had served
previously as a city councillor and was well known in the city hall. We worked out a conditional agreement,
whereby he could earn a tidy sum. I began to work on several fronts. We started planning and took steps to get
the zoning designation changed. I ordered geological tests and began organizing the co-operative.
Of course, I started with my favourite concept of ‘Village in the City’. I called it Frontenac Village. It
was a rather large lot, with a place for 88 family houses, with parking in a series of connected underground
garages. And, as in El Pueblo, the houses would be distributed around courts, or atria, with direct access to
parking from the basement of each house. The entrance to each unit would be from the courtyard above, which
would constitute the roof of the garage. Behind each house, in the basement, but on the level of an adjacent
court, there would be a large rec room with two-metre glass doors, leading out to a spacious private deck on the
same level.
I distributed these houses into five groups, each with its own courtyard. Each one had a peculiar character, a
small ‘commune’ around its own court.The ground tests were disappointing. The southern part was rock, but the
northern one was a chasm filled with slag. The wooden posts, which held the slag back from the bay, required
complete replacement.
It appeared from the geological report, that slag was accumulating there for years, therefore it was closely
lumped together. and an upper layer was mixed with gravel and dust with a consistency of a solid ‘raft’. So,
after a thorough analysis and consultation with the geologists, I was convinced that the raft would hold up the
weight of the structure. The concept which I describe above favoured this solution. The foundations would rest
on that raft and the main level of these courts, with the main entrances to the houses, would be, so to speak, on
the upper floor. It would not be seen as such, since we would have ensured access to these courts via ramps,
without stairs.
At once, I started working on organizing the co-operative for my future client. King Enright turned out
to be very helpful. Of course, it was in his interest to succeed, in order to collect a very substantial fee, when the
client, still not existent, made the purchase. He was a very energetic and efficient public relations man and thus
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a good salesman. He introduced me to the mayor, John Gerretsen and other local prominents, somewhat
exaggerating that I was ‘someone’ of import.
When it came to forming the co-operative, I always started with local churches or charitable
organizations. Thus, King introduced me to the Anglican deacon of the local cathedral of St. Paul, Reverend
Baker. He was immediately taken up by this idea. It did not take much time, when between him and King we
rounded up several dozen interested people. We organized a managing board and the deacon entrusted us with a
place for an office in his presbytery. This was a first such initiative in Kingston, so we had frequent sessions to
acquaint the future developers and owners with the arcana of management, financing, construction and
ownership. Of course, I assured them, that I and my team were ready to oversee and execute everything on their
behalf. We named this co-operative, Heritage Co-op Inc. Rev. Baker agreed to be president of this organization.
I based the co-op on the principles of a social co-operative, which would permit acquiring a government
mortgage at 95% of costs of construction, land and related expenses. As in the case of Muncaster Gardens in
Sudbury , CMHC oversaw the financing, building costs, plans and the amount of rent to be paid.
At this time we also began planning the construction of a similar co-operative for seniors on an adjacent lot
which belonged to the city and served as a parking lot. In this case, the project required one bedroom or
bachelor apartments. I proposed the atrium concept. A three storey building around a 25 square metre courtyard
covered by a glass roof in the form of a pyramid. We organized this co-operative similar to the previous one in
the cathedral presbytery.We called it, Frontenac Atrium Co-op Inc. A retired priest, a colleague of the deacon,
became the president. Both initiatives enjoyed enthusiastic support of the city, especially the mayor. The local
branch of CMHC also supported us.
Unfortunately, the central office of CMHC in Ottawa rejected both projects, despite clear needs for such
buildings in Kingston. They judged them to be too large and too costly.
Many were disappointed, I most of all. So much enthusiasm, passion, work and support that came to naught.
Frontenac Village Condominium
This disaster also involved serious costs, most of which were mine. Planning, geological testing, renewing of
option for the lot and frequent travel. I did this in the name of the co-op, but did not expect a recompense,
because it was my concept which failed.
But I did not give up. I still had a valid agreement of a purchase option and the concept which had enticed
many and plans that had been approved by authorities and by CMHC as well. Plus the location in the town
centre and by the lake.
Two options still remained, a rental project similar to El Pueblo, or a condominium (a group of residences
individually owned). In Kingston there already were two condo towers on the water in the city’s centre. So the
local market was familiar with this type of ownership. I did not know at the time, that a young architect and
developer of that project went bankrupt and died prematurely out of despair. I did not know about these
circumstances and why it happened.
I decided on a condominium, with residences for richer people, rather than on a co-op for the poor. I wasn’t
particularly inspired by this alternative. Nevertheless, I did not want to give up the idea of my beloved
architectural concept in such an ideal area. We adapted our plans to these new requirements. We added many
new elements: a large heated swimming pool at the centre of the ‘village’ and a large recreational centre below
Celestyn Mews, with an imposing entrance. It included a reception hall, a pool room, a bridge room, a library
and jaccuzzi.
We added to the individual character of each court. One had a fountain, another a reflecting pool, others had
flower beds. Each had its own name: King (for Enright) Square, Lena Gardens, Charles Place (for one of our
architects, Charlie Schwenger), Celestyn (that’s me) Mews, Kinga Place (for the daughter of Peter Michno,
another one of our architects) and Anglin Gardens. Some houses had their own private yards in front of their
houses.
King Enright was very happy with my decision. Not only did he receive a fee for the purchase of this lot, but
I granted him the exclusive right for the advance sale of these condos for a period of six months, whereby his
firm could potentially earn more than half a million dollars. He ordered for himself the largest house on the bay.
In August 1984, I registered a firm, Frontenac Village Developments Ltd., which became an interim owner of
this project, until the new owners acquired it. This firm would be responsible for the construction, financing and
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marketing, in cooperation, of course, with Total Engineering Ltd and L.C. Bachorz Associates Ltd..
It was necessary to create independently a ‘condominium corporation’, which would be owned by the new
individual residence proprietors, and which would own the communal holdings, such as the swimming pool,
fountains, courts, squares, the recreation centre, parking for guests, flower beds, etc. The corporation would
administer and be responsible for their maintenance, as well as collect fees for that purpose. The process of
forming this corporation was very strictly controlled by laws of the provincial government. To deal with it, I
hired the largest local law firm of Cunningham, Swan. One of its members, John Milliken, is today the marshal
of the federal parliament.
We prepared the architectural plans in our office. I was responsible for the spatial arrangement of the project,
as well as of the individual residences. A majority of them were on two or three floors. As it turned out later, I
did not foresee the need for single floor dwellings for the elderly. Kingston was a city popular with retirees.
Architect, Peter Michno was responsible for the external side of the project, the presentation of its outer
complexion and Charles Schwenger did the working drawings. With planning of air-conditioning, plumbing and
electricity I entrusted the firm of John Kloc. For structural plans I engaged the local firm of the engineer
Garbutt.
We obtained the building permit and final approval by CMHC, which allowed the purchasers to arrange
individually mortages for 95% of the purchase costs at a favourable rate.
Cunningham, Swan had difficulties in obtaining registration for the condominium corporation. I hired a firm
in Toronto with experience in that domain and finally we did get registration, which allowed as to launch
marketing and advance sales.
I employed a local building supervisor, Will Westmiller and Jack Devonshire for preparing daily reports. Jack
was a retired Englishman, a pilot during WWII and was familiar with the local conditions. Two metres in
height, he was presentable, though towards me he was excessively obsequious. I am somewhat suspicious of
such a disposition...
We commenced construction. I travelled there often, first by car and then by train; later still, I connected by
car on super-highway 401, almost directly from Chata to Kingston, which takes only two hours...
After preparing the ground, I gave the contract for reinforce concrete foundations, walls and roofs of garages
to a firm owned by De Souza, a small, energetic Portuguese ‘flying bomb’. De Souza, always in a hurry, drove
a sports car marked “Diablo’ in large letters. He himself was known as Diablo.
His dynamism was cooled by a young archaeologist, Stewart, from Queens University, who unexpectedly
came on the scene. He attempted to stop the construction for six months to test this ground. The south end of
our lot adjoined the ruins of the fort. For nearly 300 years this terrain lay idle, and now, all of a sudden,
someone had turned up from nowhere to disturb us. I did not want to have a confrontation at a time when I was
starting a promotional campaign. We came to an understanding, that we will rotate work, but without delays, his
crew on one part of the lot, Diablo on the other. And indeed, they found a few artifacts: coins. broken vases,
bottles, buttons and some naval tidbits (but nothing on the scale of the riches from the Grzybowo digs). Legaly
these findings belonged to us, but I agreed to donate them to the local museum.
And later, I included this historical subject, as one of the key elements in our promotional campaign.
Return of Count of Frontenac
‘Diablo’, with his crew of Portuguese immigrants, finished his task rather quickly. After them came seven
carpentry firms, who worked on the skeletons of individual blocks. A few days later, into these finished house
skeletons came roofers, electricians, plumbers, then drywall and insulation specialists. I had a problem finding
bricklayers. The largest local firm of developers threatened that if their contractors accept working for us, they
could forget about being hired by them again. With some delay I found two independent Portuguese
‘Stakhanovs’, each of whom laid 1,300 bricks daily. Each one had two helpers, one would prepare the mortar
and the other passed over the brick... Despite the delay, they, alone, finished the 88 houses.
From the moment when the contours of this village began to emerge, we started an intensive promotion on
several fronts. Every week, we issued a 4- or 8-page ‘Frontenac Journal’. It contained information on the
current progress of construction along with some entertaining material. The fence around the project was
painted white, in brown framing. I organized graffiti contests on these fences with prizes for youth artists. We
advertised in all medias. With the aid of producers from the local television, I elaborated a short screenplay
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utilizing my favourite Vivaldi for background.
This interested Michael Davis, the local editor of Whig Standard, the oldest Canadian daily. He asked for a
meeting, where I also met Harvey Schachter, who later wrote very friendly articles about Frontenac Village and
on myself.
This campaign seduced even Lena and me. We decided to keep for ourselves a townhouse at 6 King’s
Court...
In a moment of exuberance and good humour, I decided to include the farm on Amherst Island as a
‘country club’ for the residents of Frontenac Village. They could, I reckoned, keep their yachts and boats there
and shelter their horses in the stable, play tennis and have picnics. Later, it turned out, that the idea did not thrill
these new owners, so I bought this farm back from them for $ 25,000. Afterwards, in order to enrich the
‘landscape’ of our village, we transplanted from the farm hundreds of beautiful juniper trees.
However, the greatest promotional event was a spectacle, organized by potential new owners themselves. The
idea came from professor Bob MacKenzie. Bob and his wife Judy, who was the commissioner of police in
Kingston, were the first to move into the village at 12 Lena Gardens, a few weeks before the construction was
finished. However, it was King and his wife Arlene who expended the most effort on this spectacle.
The event was a recreation of Count de Frontenac’s landing in 1673 on this piece of land where we now were
building Frontenac Village. The count built here a fortress, which was later called Fort Frontenac. The fortress
was the origin of the city of Kingston. The British destroyed it in mid-nineteenth century, but the town not only
survived, but became a nest of their Empire Loyalists. The count was ‘represented’ by a local actor, Richardson,
who together with his retinue, ceremoniously dressed in contemporary attire, was greeted at the pier by city
mayor, Gerretsen, the local members of parliament: Flora MacDonald, Ken Keyes, Bob MacKenzie and King
Enright. I was present in this convoy. Although the weather let us down and the rain poured, albeit with
interruptions, TV cameras were there, as well as reporters and close to 1600 fascinated spectators. Luckily,
having foreseen this eventuality, I had ordered a large tent, where the greeting ceremonies were continued with
speeches, an exchange of gifts and refreshments, to the sounds of a small band of musicians.
The spectacle turned out to be the best promotion that one could imagine. We received scores of new orders,
among others, from former minister Ted Keyes, vice-admiral Martyn, eight professors from Queens University
and a number of local lawyers, along with the local prosecutor, Sampson. Some bought houses as an
investment. Lawyer Wally Viner bought two, and a third was purchased by his daughter and son-in-law, Gregg
Rosen. The Moslem, Andy Merchant bought no less than six.
Lena and I outfitted King Square 6 with stylish furniture, to serve as a model residence and office. We lived
there for the next year and a half.
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An advertisement in Toronto press. Picture above: Count
Frontenac meets Indians at the site of today’s Frontenac Village
in 1673.
On the left below: a fountain in Anglin Gardens. On the right: a
sketch by Peter Michno.
We became friends with Bob and Judy. They had an eleven metre yacht, which they had anchored at the pier
of Frontenac Village. From time to time, they invited us for trips on Lake Ontario. Whenever the wind died
down, Bob hosted us with magnificent steaks, which he barbecued on the yacht. During the winter we went
skiing together to Eastern Townships in Quebec. We also visited our Chata in Toronto. They were also guests at
the wedding of my daughter, Lynda. Bob, as the first owner of Frontenac, while still under construction,
observed me in action from up close. Apparently, I impressed him, for he called me approvingly ‘Master
Builder’, as combining dreamer, improvisator, planner, builder and manager...
A commemorative bronze plaque, mounted at the entrance of the ‘village’ by the new owners, in recognition of our work.
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At that time, accolades came also from an unexpected source. Councillor Ferguson made a proposal to grant
me “Keys to the City’. The motion was defeated; even the mayor, John Gerretsen, who was friendly towards
me, did not support it. The motion was based on the argument that Frontenac Village had brought about radical
change in that neglected part of the city. Using Frontenac Village as an example, city planners later changed
their zoning designation for lands adjacent to the bay, north of our village. Since then, thousands of houses and
apartments were built on lots of derelict industrial lands. It changed the complexion of this part of the city, in
the immediate neighbourhood of city’s centre.
And, most of all, Frontenac Village, our village downtown, was a significant and popular example of
good urbanisation.
I was then also very popular among the new buyers.
From the comparison of costs and returns of this project, there appeared to be a profit of two million
dollars. Most of the buyers had some preference for changes and other extra ideas. And I, who was creating
their lifestyle did not want to disappoint them. I liked to make them happy. Besides, I saw them as my future
neighbours. In all, the costs of these extras amounted to nearly $600,000!... As a result, I was surrounded by
friends and ‘friends’... As we will see, bought popularity does not ensure loyalty...
Another complexion of Kingston...
Historical Kingston, unfortunately, had its other side.
As I mentioned earlier, the traditions of Empire Loyalists are deep-rooted here, and its extreme disciples,
assembled in their loges, the Rotary Club and other gatherings, usurped to themselves claims to special
privileges. Kingston was also the location of seven prisons, including the Kingston Penitentiary, known across
Casnada to accommodate the hardiest criminals. There is no death penalty in Canada and a life sentence ends
after 25 years.
The first indications of this situation, I had experienced earlier. Garbutt, to whom I had entrusted construction
planning, behaved as if I was his subordinate. Later, he was joined by my supervisor of construction,
Westmiller. Together with one of the city building inspectors, they were conspiring and causing problems,
rather than helping to advance the interest of the project. In consequence, others saw it and the discipline began
to deteriorate within the project. The workers insisted on their rights, demanding extra pay and advances on
unfinished work, in defiance of the agreement. Then thefts began to occur. One night, someone took a truckload
of lumber from the site. I worked up the courage, though late, to sack Westmiller. In his place, I hired Marc
Coule. He had better qualifications, as an engineering graduate of Royal Military College. Unfortunately, I
could not trust him and after a few months I dismissed him also. Then, I took over the supervision of
construction myself, aided by two less qualified but honest people from outside of Kingston, Lloyd Campbell
and Howie Young. I engaged nightwatchmen and a warehouse supervisor.
The biggest threats, however, came from another source. We received an offer to purchase for a residence
on Lumb Square (new buyers changed the name from Kinga Place), from the lawyer Olly Prevost. I panicked,
since recentlly I found out that he was the author of the tragedy of that young architect, developer of the two
‘Landmark’ condominium towers in the city centre, by the lake. Olly still lived there. The sin of this young
developer was that he came from Peterborough, here an alien who did not belong. And worse, I was from
Toronto and even more, from a far-off country, which most of the locals would have trouble finding on the map.
I had no way to refuse him. He made an offer at full price, without conditions.
In the last few weeks, I noticed, that the local bank, where I had opened an account, for no apparent
reason, made it difficult for us to operate our account. They also refused me a loan to finish construction. This
surprised me, because, after all, I held substantial assets, El Pueblo, Villettes and shares in Rhydwen and
Laurentian Village. I was even more astonished, when my Toronto bank also refused. My favourite manager,
Charles Leonard had died in a car accident a few years back.
And Olly, as if he knew about my difficulties, visited us frequently, at once addressed me by my first name,
embraced me and asked if I needed some help. He even knew the amount of loan that I needed. He offered to
give me more, a million and a half. And I had asked the bank for only $700,000. I needed help urgently, but I
feared Olly, because I realized quite clearly what would happen if I gave in.
We had several thousand dollars in advances from buyers on a separate account. We could not use these
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funds before registering Condominium Corporation, and that required selling 80% of the houses. Around the
‘village’ rumours started circulating that the project was on the brink of bankruptcy. A few buyers, fearing loss
of their prepayment, withdrew it. The contractors began demanding immediate payment. Don Good, a lawyer
and a crony of Olly, also bought one of our houses and began to instigate others against forming Condo
Corporation. It lasted several long weeks. I became ill with pneumonia and landed in the local hospital for
several days. I left the hospital earlier than my health had warranted and worked out of bed.
I doubt, whether I and Frontenac Village would have survived without the help and care of Lena. From
Toronto came all my sons to help, while Linda, my daughter stayed to tend the office.
During one of my visits to Toronto, Mr. Mienkowski came to see me. He knew what I was doing in Kingston
and now found out about my current problems. I did not ask him for help and did not expect it, but nobleminded Cas, modestly pulled out a cheque for $25,000 from his pocket and, shyly - because maybe it was not
enough, handed it to me. He hoped that this would help and assured me that I would manage and all would be
well. I did not want to accept, not knowing if I would be able to return it. ‘Don’t worry, everything will be OK’.
I was touched by this incredible gesture. He gave me a new hope and faith that all will end well....
And indeed, on my return to Kingston and with the help of King we obtained a loan from Standard Trust, but
on usurious terms. I had no alternative. The loan was set at an incredible 22% rate of interest. As guarantee,
they demanded all my assets, including Chata...
This allowed me, however, to bring the construction and sale of houses to the stage of registering the condo,
which in turn released funds from the sale of 80% of the houses to pay this usurious loan. The remaining 18
houses were sold without a rush, because their prices were appreciating.
I evaded the nightmare of manipulation xxxxx by Olly Prevost and Don Good...
I survived...
Frontenac Village was the biggest challenge of my career. Here, I fought a battle not only for my career, but
for my life. It began innocently, with a noble idea and ended in success, but on the way, aside from some lofty
and and enchanting experiences - a Golgotha... In order to survive and finally succeed, I had to mobilise all the
assets accessible to me, all the possessions that I had amassed in a 30-year career, all the ecogenes acquired
from Grzybowo, through the war and gulags and in England and Canada.
In this epic journey, Lena stood by me.Without her inspiration and help I would not have survived or
achieved this... My children kept my spirits up and helped me. From them I drew inspiration and strength to
overcome...
We still own three houses there.
I am persuading Lynda to move in there, because her daughter, Rosalea, my granddaughter is studying at
Queens. Her sister, Celestine has similar plans, once she passes high school.
Frontenac Village
B4. Canada 95
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B4. Canada 96
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