Page 55 - Gary's Book - Final Copy 7.9.2017_Active

collection booth said, “Are you Gary Sprouse from Dow Corning?” I said, “Yes.”
She wanted to know if I had been stopped by a trooper. I said, “No.” She said, “A
Mr. Varner has called us and said you must call him immediately. You may use the
phone booth just outside the exit.” (There were no cell phones back then.) I drove

over to the phone booth, called Bill, and he said, “Do not present the contract; we
have changed our minds on the terms and pricing.” I went ahead to Westinghouse
Electric, discussed other issues, pricings, future orders, and then bowed out
gracefully.

My next relocation was to Midland, Michigan, and the job assignment was to be
the marketing supervisor for the pulp and paper division covering the USA.
During the next 30 months, I directed the technical staff on new product

development for various customer applications. I also worked on quality issue
improvements and pricing on current and future products. I wanted to match
competitive products and company guidelines on return on investment, return on
equity and return on sales, which averaged 70%. I spent a lot of time visiting major
multi-million dollar customers, drafting contract terms and conditions, and training
the sales staff. The product line included pulp defoamers, water and solvent-based

silicone paper release coatings and paper fillers. These encompassed about twenty
products generating $15M to $20M yearly with a profit margin of 70%.

This was an enjoyable assignment since I had excellent managers. Dow Corning
always had all managers report to two other managers, one being analytical and the
other being intuitive. I had good Fortune 500 accounts like Weyerhaeuser Paper,
International Paper, 3M, Avery Dennison, Johnson & Johnson, Bowater and

Kimberly Clark; all required being entertained. Therefore, my manager and I got to
spend many all-nighters at the poker table with Weyerhaeuser management. We
wined and dined and golfed and entertained our customers.

The resin and chemical division had some employee problems, and sales were
paltering in the Eastern USA, so I was promoted to the position of regional sales

manager in Englewood, New Jersey. The territory covered from Cleveland to
Houston to Miami to Maine - 22 states. I moved to Cherry Hill, New Jersey, and
set up a satellite office. This made it easier for me to get in and out of Philadelphia,
which was better than it would have been trying to get in and out of northern New
Jersey or New York.

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