FOOTNOTES:

FOOTNOTES:[18]For those unacquainted with such business terms as "gross" or "net" profit: Gross profit on business done is that first profit which remains after deducting the first cost of producing the goods—in this case copper, the metal; and from this gross profit must be deducted other expenses, such as unusual development expenses, the expense of running the executive departments, interest, etc. This leaves the net profit which is available for dividends.

[18]For those unacquainted with such business terms as "gross" or "net" profit: Gross profit on business done is that first profit which remains after deducting the first cost of producing the goods—in this case copper, the metal; and from this gross profit must be deducted other expenses, such as unusual development expenses, the expense of running the executive departments, interest, etc. This leaves the net profit which is available for dividends.

The plan I had so carefully formulated in connection with "Coppers" was simple in application yet vast in scope. It was to buy up all the good producing mines at their market price, or double if necessary, to organize them into a new corporation and offer its stock to the public at a capitalization of double the original cost. By advertising the exceptional merits of the copper industry and the financial power of the men who were backing it, the public would become educated to a knowledge of the values of "Coppers." Under this education the world of capital would invest in copper shares until the price had advanced, because of so much capital seeking this form of investment, to a point where the net return was brought down to the going rate of, say, four per cent. This would mean that the old going prices of good producing Boston copper-mines would advance 100 to 200 per cent., which in turn meant that those who risked their money in the first venture (which I figured would require $100,000,000) would make $100,000,000 to $200,000,000, while at the same time the public would make $200,000,000 to $400,000,000. This seems like an "Aladdin-lamp" story when it is told, but, as a matter of fact, prices afterward did advance in this ratio, and 100 and 200 per cent. beyond, and many of them, notwithstanding the tremendous drops that have taken place since, still show from 200 to 300 per cent. advance over the prices then in vogue.Never in all the history of business was there afforded capitalists so fair an opportunity to make honestly and legitimately so vast a sum of money and at the same time to do so much for the people. Nor was there a more honorable undertaking norone which a man could be more justly proud of carrying to success.

As time went on, this big enterprise was more and more in my thoughts, and I tested it in every way I knew, going over in my mind and trying out each successive step and link until I was certain the whole structure was unassailable. Then it became my purpose in life to launch the venture. The difficulties of the task were never for a moment overlooked, for I well knew that much money would be required, but with strong backing success was sure, and such a success was tremendously worth attaining. Next to putting in force my financial invention which would remedy the evils of the "System," this great copper project seemed the thing—the dollar thing—best worth doing in all the world. It was to execute this project that I allied myself with the "Standard Oil" party, for with their money and backing I knew I could carry through my plans on the lines I had so carefully mapped out.

The chief indictment my critics brought against me when my series of articles appeared inEverybody's Magazinewas that I had turned "State's evidence." Having been "in with" "Standard Oil" in their robberies of the public, it was not until we disagreed and "split" that I thought of taking the public into my confidence. The truth is, my relation with "Standard Oil" was different from that any other man ever had with that mysterious and reticent institution, and throughout the copper crusade I insistently blurted out our plans and purposes through every channel of publicity I could command. At no time was there the slightest secrecy. From the very first day of the campaign I told the story as I tell it here, and I told it from the housetops by newspaper interviews and advertisements, market letters and circulars frankly and freely explaining what I was about. The absolute truth of the foregoing is easily proved through existing records, for the press of the country contains an almost continuous story, beginning in 1896 and running up to date, wherein I have openly and fairly told what I knew about "Coppers" and detailed the progress of our plans. Time and again, during this period, financialwriters commented on my frankness, quoting brokers and bankers to the effect that "Lawson will surely have his head dropped into the 'Standard Oil' basket if he keeps telling people all he knows in this fashion." For the complete realization of my project the public's interest was essential. The creation of the vast business structure that I had designed required the participation of the great mass of the people, and I was determined that no subservience to the selfish ends of my associates should swerve me from my plan. I saw the enterprise whole; saw that there was great profit for all concerned, for "Standard Oil," for myself, and for the public; but if the public were not taken care of or were discouraged from participation, then my institution would surely be only another combination of capitalists and I should fail in my ambition.

This is why I so persistently kept in the open throughout my "Copper" campaign. I fully realized how anomalous my position was and how far I had departed from "Standard Oil" precedents; but my thought was to protect the integrity of my enterprise, and the best way to do this was to have the people partners in its conception and development. To be perfectly frank, the prospect of millions of profit counted for less in my calculations than the honor and prestige I foresaw in the success of my copper structure. As proof of this, witness how I voluntarily gave back the millions I had secured, to make good. To create a great institution, to erect a new and absolutely staple investment, and in doing so to make millions for one's partners, one's self, and the public, would be to live not in vain. The knowledge of my attitude will perhaps help my readers to comprehend the enthusiasm with which I entered into my "Copper" crusade; help them to understand how strongly I resisted, and how deeply resented, the perversion of my fair structure into a pitfall for those I had expected to benefit. My indignation against the "System" is that which any honest man would feel against ruffians who had used his best ideas and his most generous feelings to lure innocent and unoffending people into some den of vice and infamy. If I have not troubled to correct the misstatements of detractorswho, in an attempt to discredit my facts, have tried to pillory me as a traitor, it is because I knew that when my complete story reached the public it would make plain how and what I had been doing. The succeeding chapters of this narrative will yield unimpeachable evidence that all my dealing in "Coppers" as an associate of "Standard Oil" were open and as much in the interests of the people as it was possible to have them.

Active upon the Boston market during my Bay State Gas operations were two copper-mining companies—the Butte & Boston and the Boston & Montana. Their properties were in Montana and both were large producers of the metal, that is, they were old and equipped mines. These two organizations form to-day the most valuable part of the Amalgamated Copper Company—in fact, more than three-quarters of all the real worth owned by that corporation.

Butte & Boston and Boston & Montana were essentially Boston institutions, and were both officered and directed by the same set of men. It had come to my knowledge, in the course of my stock business, that there had been bought for the Butte & Boston, with its money, some very valuable mines; instead of transferring these to that corporation, however, its directors at the last minute had turned the titles over to the Boston & Montana. It is only fair to these men to say that up to the present this alleged fact has not been proven, although set forth in cases still pending in the courts. This curious proceeding was part of a plot the subsequent steps in which would be to run Butte & Boston through the bankruptcy mill, and, by placing it in the hands of a receiver, to drop the stock to a nominal figure, at which it might all be gathered in from the public. I verified my information sufficiently to decide to act, and swung the red danger-signal in a public statement telling the stockholders and people in general of the coming move. At once there arose a chorus of denials and recriminations from the management, and the cry, "He's short of the stock and is working a faketo scare us into throwing over our holdings that he may buy them," from the Stock Exchange, stockholders, and the hireling moulders of opinions, the "News Bureaus."

The rôle of Cassandra is not more popular to-day than it was in ancient Troy. The swinger of the red danger-signal is seldom heeded, and is invariably suspected of interested motives by the human moths circling round the flickering flames of frenzied finance. When I gave my warning, Butte & Boston was selling between 25 and 30. In accordance with their plan the insiders began to sell, and soon the price began to slide downward, for the great majority of the stock was held by the people. There was a halt when the denials of the management were heard, but only for a moment. The decline continued, growing swifter as it got lower until the stock struck $2 per share. At this stage, while the stock was on the way to $2, just as I had predicted, the property was cleverly slid into a receiver's hands by the very men who had so indignantly denied my statement that such would be their action. An assessment of $10 per share was next levied, and those who held on, hoping against hope, began to throw over their holdings for what they would bring—which was around a dollar.

So far the scheme had slipped smoothly along the single-rail track constructed for it by those in the deal, and just as my information had led me to expect. At this juncture, however, the train struck an open switch, and with a painful jolt for the conductor and the engineers it slid out on a siding—it was my siding. From the time the stock struck $2 a mysterious purchaser took in all that was offered, and when it struck bottom he was still buying. Suddenly the schemers "tumbled" that the plums they were shaking off the tree were dropping into some other bag than their own, and they started into competition for the coveted fruit.

Next day, and for several days afterward, there were strenuous doings in Butte & Boston on the Boston Stock Exchange. The trading was heavy and the price pushed up from the bottom to 6-1/2. Soon, however, it was slammed to 2-3/4, then back to 6 again, down to 3-1/4, back to 5-3/4, and so on, until the middle of the fourth day, when the rival NewsBureau to the "System's" favorite opinion-moulder sprang the following notice set forth on a double-leaded sheet:

"We have just solved the Butte & Boston conundrum. The enormous blocks of stock purchased during the past few days have come in for transfer, and the management now know who owns the bag into which all the stock they have for months been planning to acquire dropped. We have unmistakable evidence that the bag belonged to Lawson, and that he now is in control of the Butte & Boston Company. A hasty investigation amongst the leading floor brokers which we have just made brings out a consensus of opinion that there will now be music in Coppers."

The announcement was calculated to interest a good many persons, and I was the target of a thousand inquiries. In answer to the innumerable calls for a denial or confirmation of the statement, I issued the following:

'Tis true. 'Tis my bag, and there are 46,000 shares in it.

It was not until the following morning that I realized what a rarely presumptuous thing I had done. I had invaded a valuable preserve. I had coarsely "butted into" a private copper domain without a by-your-leave to the natives who thought it belonged to them. I was an interloper, an intruder, an upstart. The prevailing opinion seemed to be that it now devolved on me to present what I had purchased to those who had been a bit late in getting to the bargain-counter, or that I should, at least, turn it over to the conscience fund of the Stock Exchange. The copper market reflected the indignation of the baffled schemers. It entered for once into an open competition with Donnybrook Fair, and to judge by the action and feeling developed in both individual and corporation classes, the Hub had Donnybrook jigged to a wind-up. In my various contests with the "System" I had accumulated a certain hardihood which now stood me in good stead. I had learned before this that breaking into a secluded treasure-trove is about as pleasant as taking the lining out of a steel furnace with the metal sizzling and the blower on.

I stood to my guns for the time being and then chargedinto the ranks of the enemy. I issued the following statement:

TO MY FELLOW-BROKERS AND THE PUBLICI have stumbled on the fact that the stock—capital 200,000 shares—of the Butte & Boston Copper Mining Company is a nugget. I bought about 46,000 shares of it at an average of something over 2-1/4, or, with the assessment paid, 12-1/4 per share. I am going to hold it until I get over 50 for it. Barring accidents, I shall get it.I advise—strongly and unqualifiedly advise—all my friends and the public to load up with it at anything under that price. My friends and the public know whether or not I mean a thing when I say it. I pledge them that I not only mean this but that I shall fight it out, and shall not sell until there is an active and legitimate market for not only my stock, but for what they buy, at over $50 per share. All intending purchasers must bear in mind this is not a sure thing, for the men who are opposing, and will oppose me, are not conducting their operations from a graveyard, but are as lively and aggressive as Bengal tigers at raw-meat time; but they may rest easy in the knowledge that barring tripping over stumps or into bogs, I'll give whoever buy a run for their investments.Buy and watch Butte all the time, and, above all, pay no attention to what the fake "News Bureau" says.

TO MY FELLOW-BROKERS AND THE PUBLIC

I have stumbled on the fact that the stock—capital 200,000 shares—of the Butte & Boston Copper Mining Company is a nugget. I bought about 46,000 shares of it at an average of something over 2-1/4, or, with the assessment paid, 12-1/4 per share. I am going to hold it until I get over 50 for it. Barring accidents, I shall get it.

I advise—strongly and unqualifiedly advise—all my friends and the public to load up with it at anything under that price. My friends and the public know whether or not I mean a thing when I say it. I pledge them that I not only mean this but that I shall fight it out, and shall not sell until there is an active and legitimate market for not only my stock, but for what they buy, at over $50 per share. All intending purchasers must bear in mind this is not a sure thing, for the men who are opposing, and will oppose me, are not conducting their operations from a graveyard, but are as lively and aggressive as Bengal tigers at raw-meat time; but they may rest easy in the knowledge that barring tripping over stumps or into bogs, I'll give whoever buy a run for their investments.

Buy and watch Butte all the time, and, above all, pay no attention to what the fake "News Bureau" says.

This was the formal declaration of war. State and Wall streets, familiar with my style of fighting, at once lined up and took sides. The papers entered the controversy. According to what one read, Butte & Boston was either the greatest mine in the world or a hole in the ground. Feeling intensified; Geneva and Queensberry conventions were forgotten; it became a go-as-you-please scramble; mud batteries filled the air with liquid dirt, and both sides used Gatling guns to fire off their libels. It was altogether a lusty and vociferous contest, which meant destruction and death for the lame, the halt, and the slow-footed who got between the fighting lines. I was naturally the chief mark for the enemy, and was deluged with vilification. In the Bay State campaign I had learned the personal cost of antagonizing the "System"; the copper magnates showed me that they had terrors at command which might make even "Standard Oil" jealous. In those days I don't believe my bank account varied thirty-five cents without the news being passed around before the ink on the bank-book was dry, and my family,down to my ten-year-old, received daily or weekly through the mails pictorial representations of their parent being hustled along to the realms where sulphur is the standard of all values. Here is a sample of my usual breakfast-table reading:

C. W. Barron, the proprietor of the "Boston News Bureau," feels it his duty to inform his readers, the banks and bankers and brokers and representative investors of New England, that that faking ass of State Street, that knave of knaves, Tom Lawson, is braying again, and such braying!—"Butte is to sell at 50, and going to be worth 50." It would be such a joke that this conservative paper would be only too happy to circulate this scoundrel's vaporings, if it were not for the sad part of such schemer's work—if it were not that the poor and ignorant unfortunates who are unacquainted with this knave, may buy Butte because of his advertised lies at $14 or $15 a share and thereby be robbed of what they can ill afford to lose. There is no more chance of Butte & Boston stock selling at $50, or even $25, than there is of Tom Lawson telling the truth; and this paper does not hesitate to say that if Butte stock ever does sell at 50, we will upon that day close up our office and forever leave Boston and our lucrative business of guarding investors against such knaves as this lying thief; for any man who would do what he is doing to fleece investors is a thief and should wear stripes, and it is surprising to us he has so long escaped.

It was not so long after the above appeared that Butte & Boston stock was selling at $130 per share, and that the same Mr. Barron was using his own and his "News Bureau's" best efforts to induce the people whose Butte showed them over $115 a share profit to exchange it for Amalgamated. At this latter time he was acting for "Standard Oil."

It may be added that this same Butte & Boston stock, which I was such a knave to advise the people to buy at twelve and fifteen, sells to-day in the form of a share of Amalgamated, for which it was exchanged at seventy-five to eighty-dollars, not cents.

My chief weapon in this Butte & Boston fight was publicity. Every morning while the battle waxed hottest I had huge, striking advertisements in the papers urging the public to buy and to hold on to what they had bought. My opponents responded in kind, and being intrenched in the management, told such alarming stories of the mine that it wasoften as much as I could do to prevent my followers from being scared into throwing over their holdings. The tremendous expense of this mode of warfare, together with the immense sums my market operations required, kept me hustling, and there were times when things looked distinctly blue. However, the value of victory is measured by the fierceness of the tussle, and far be it from me to complain of my opponents' energy. There was good fighting over Butte & Boston.

The more deeply I became interested in this struggle and the more familiar I grew with "Coppers," the more advantageous and profitable seemed the prospects of such a consolidation of copper properties as I had in mind. The large holdings of Butte & Boston I had accumulated in the battle gave me a practical basis for my structure, for I could now afford to do all my own part of the work of organization for what I would eventually make when the consolidation was brought about, and I could get for my shares what I knew they were worth. It was at this stage I broached the subject of "Coppers" to Mr. Rogers, and discovered to my surprise that he knew nothing about it or its possibilities, notwithstanding that "Standard Oil" has a department for the sole purpose of keeping the "System" posted about what the world is doing in various directions. Indeed, both he and Mr. Rockefeller laughed when I informed them that we had been trading in copper stocks in Boston long before the Standard Oil Company received its birth certificate.

Before I could get down to business on the subject I had to take advantage of five gas-talks, offering at each a few interesting and striking facts about the metal. One day Mr. Rogers said to me, laughing pleasantly: "Lawson, we're beginning to look for all your talks to taper off with, 'I wish I could get you to listen to Coppers!'"

"Why don't you then?" I said. "It's the biggest opportunity in the world to-day."

"I'll tell you what I'll do," replied Mr. Rogers. "If you will put through for us right away thus and so" (naming quite a difficult little bit of work in connection with the Brooklyn Gas Company), "and do it in good shape, I'll askJohn Moore to run up to Boston next week and listen to your story. If he says it looks anything like good, I'll go over it with you to a finish."

The Brooklyn job was done on time, and I began on John Moore in my office at my hotel in Boston just after breakfast one bleak, rainy morning the week following. I talked for five straight-away hours, and he listened. He was a good listener. On all stock things he was admirably posted, and it was not necessary to waste words. I wasted none. I knew my subject from the letter-head to "Yours truly," and I was playing for a stake that looked as big to me as the sun does to a solitary-confinement life prisoner. At the end of the five uninterrupted hours I agreed with Moore that I had nothing more to produce, and I looked for my verdict. Before starting I had felt sure of winning him; when I was half through I knew nothing could stand against my arguments, and when I had said the last word I felt satisfied that, being human and intelligent, he must be convinced. It took him only ten minutes to show me that I had been talking against ten-inch armor-plate, and that he meant it absolutely when he said, "Lawson, I want to see it your way, but I can't."

It was John Moore's turn then, and he showed me the good thing in an industrial scheme he was floating at that time, and as he wound up he said pleasantly:

"Lawson, we must do something to show for our long talk, so I'll put you down for $50,000 underwriting." And he did.

If John Moore had seen "Coppers" as I tried to show them to him that wet morning he could not have made for himself less than three to five millions, for in the operation which hung on his decision I had expected to buy stocks that soon after doubled and trebled in value. Calumet & Hecla then sold at 256, and later as high as 900, while Boston & Montana, then 50, mounted to 520. On the other hand, the stock of which he had sold me $50,000 worth returned at the end of the year but a mere fraction of that amount, and was one of the worst failures of the industrial boom period. It cost John Moore not only an enormous amount of money,but also prestige, and its miscarriage was one of the few bad disappointments of his brilliant career. Afterward, when "Coppers" were the rage and all Wall Street was green with envy at our success and his enterprise was trying to hide itself behind the garbage barrels, John Moore said to me:

"Lawson, we all think we are the masters of our own fortunes, but we are not. We are only working on a schedule laid out by some One who does not take our desires into consideration."

And it is so. The ablest Wall Street man is only like the burglar who, after working for weeks to loot a second story, is astounded to find, while lugging his swag by the police station, that the bag he thought full of dead sealskins contains a live parrot with a lusty vocabulary, "Police! Robbers!"

The next day our gas business brought me to New York, and after Mr. Rogers and myself had threshed out the matter I had come about, he said with a smile:

"Well, I've heard from John Moore. Are you satisfied now? Will you drop that copper will-o'-the-wisp?"

"Far from it," I replied. "I'm surer than ever of my position. In going over the ground with Moore I got the whole business in perspective, and now I know I'm right. All his argument amounted to anyway was that it was impossible for so gigantic a thing to have lain out in the travelled highways all these years."

I ran on vigorously for a few moments, in a way I felt might pique his curiosity, if it did not gain my point. Finally he said:

"Well, Lawson, what more can I do?"

"This," I answered: "go over the matter fully with me yourself. I will surely carry it through one way or another; if not with you, with others, and I cannot drop it with you until I have your personal judgment."

Instantly came one of those flash decisions for which H. H. Rogers is noted among his business associates, the oft-proved correctness of which goes far toward making him the pre-eminent American financier of the day.

"Lawson," he said, "be in New York next Sunday, and I will listen until you have run the subject out."

That decision changed the face of the copper world.

Sunday is Mr. Rogers' pick of days for a lengthy hearing, and returning from church, he came directly to the "stowaway" rooms at the Murray Hill Hotel, at which we frequently met while the Wall Street world was trying to trace and keep track of our movements. I had been there for some time awaiting him and was keyed for the struggle.

Of my ability to land John Moore I had felt confident, yet I had failed; but this time in advance I knew success was mine. Experience has taught me that in all dollar matters the man to "talk up to" is the actual owner of the dollars you are after, who when he hears your story and weighs your goods can deal out theyesornowhich means business. I had discovered some years before that few bull's-eyes are scored shooting at a target by mail or messenger. One's finest word-pictures sound better than they read, and if you would have the next man see them in as vivid colors as they appear on your mind's canvas, you must paint them before his eyes. The enthusiasm of the artist, his love of the subject, the deep or high tones of his voice, the very movements of his hands, are all factors in aiding the other man's vision. When he sees what you do, you have won. Nowadays when I have things to sell, I engage the eyes as well as the ears of my purchaser. When the other fellow would make me his customer, he must first sell his goods to my secretary, who may, if he can, sell them to me. Thus I am always able to dispose of the only merchandise I keep in stock, honest goods, and I seldom buy chromos for oils.

As I waited the coming of my most powerful customer, I could not keep my mind off the momentousness of the interview before me. I knew I was at a fork of the road, at one of those departure points from which coming events must date, and I thought of a dream I had had years before in which I found myself drifting with the grim ferryman across the brimming flood, the far bank of which is eternity. In my hand was a long staff with strange and irregular notches on it. And these represented the actions of my life. Some were shallow, others deep and wide, and as I ran my fingers up and down, I seemed to remember what each nick commemorated—the good things and the bad things, here a death, there a disappointment, this a victory, that an error. I wondered, as the circumstances of the dream came to my mind, what kind of marking this day's events would make on mylife staff, and I felt a conviction that it would be both deep and wide.

Then, as I heard Mr. Rogers' footstep outside my door, I forgot all about dreams and notches and plunged into my argument.

"Mr. Rogers," I began, "you and your associates have unlimited money. You have not always had it. You have obtained it through business projects and you are using it in business projects to get more. There are two ways of adding new dollars to those in your possession: by taking them from others so they are losers and you the gainer, whereby you win at the cost of their happiness; or by expanding the world's wealth so that others gain when you do. You, I know, prefer the latter, that others should make money when you do, rather than that they should lose and suffer when you are benefited."

I did not then know "Standard Oil's" and the "System's" religion as I do now. I had yet to learn the cruelly cynical principles that guide this financial Juggernaut in its relation with men and things. I imputed to it the generosity and freedom which seemed to characterize Henry H. Rogers' personality, ignorant that the man and the machine he served might stand for different things. The "System's" Big Book says: "A dollar honestly made makes another for some one else; but a dollar taken is two dollars, because it increases our power and diminishes the people's. Between the 'System' and the people must be eternal war, and it is the price of the 'System's' existence that all opportunities of weakening the people are sternly utilized."

"Mr. Rogers," I continued, "I have discovered in 'Coppers' an opportunity whereby you and your associates can, by the investment of a hundred millions of dollars, obtain these results:First, your money will be as safe as in anything you now have it invested in.Second, by indorsing this form of investment with the seal of your business success, you will make it known to all who have money and there will at once arise a tremendous demand for its securities. This demand will drive prices up until dividend returns are in normal proportion to the legitimate value ofthe security, namely, four to six per cent., which is, as I can prove to you, a little more than can be got from anything else but 'Copper' with the same elements of safety.Third, when the advance I foresee occurs, your one hundred millions have doubled, and all those who have joined us in the venture or have held on to their stock will gain in the same proportion. As I estimate that we will have but a third interest in all the good American 'Coppers,' there should be something like $200,000,000 for the people, while we will have made $100,000,000. To bring this about I have planned a campaign which will make what you have done known from one end of the world to the other, and will persuade the people at large to look at 'Standard Oil' in a more favorable light than they do now. And, what is more, all this money can be made and all these benefits rendered without taxing any one a single additional dollar, for there will not be a penny a ton added to the price of copper the metal, nor a reduction of a mill a year taken from the wages of those who mine it or work it."

Here I halted. I had made a beginning, and I was familiar with Mr. Rogers' system of diagnosis and treatment. Propositions placed on his operating-table are invariably dissected in parts—this is the winner's method; so if, under the probe of his keen mind, one section or limb is found stiff, dead, or unhitchable to that to which it belongs, he at once stops operating and the corpse is removed.

"How is it the situation is as you outline it?"

I drew the picture of copper Boston as I have given it in the early part of this chapter. It astonished him.

"How do you prove that safety in this class of investment is more assured than in others?"

I reeled off the facts: A copper-mine, from the very nature of the business, must be developed years and years ahead before it entered the ranks as a regular producer. The price of the metal being practically fixed within certain limits, the mine's value, present and future, could always be told to a certainty.

He saw it. He put me through a thorough examination about my second claim that the price would advance 100per cent. I again astonished him by showing him what a market there was and had been for many years for copper stocks, and that it was simply a question of educating investors at large to their merits to advance them to the price my plans called for.

When he came to the question of the amount to be invested and the aggregate amount of profit, he did not attempt to disguise his surprise when I showed him there were 150,000 shares of Boston & Montana which had been selling at 20-odd and were now 50-odd, and could surely be bought between 50 and 100; and 200,000 shares of Butte & Boston, 100,000 outside of what I and those who had bought with me owned that could be had at an average of 20 or 25; that there were 100,000 shares of Calumet & Hecla, selling at 250, large quantities of which could be gathered in between that price and 400, and so on through the list. Mine after mine I enumerated to him, all as sure dividend earners in the future as they had been in the past, to an aggregate, without touching any of the uncertain ones, which it would surely take one hundred millions to purchase, and as I called them off, he listened patiently while I gave him a full history of each.

Then I outlined my sensational but never before attempted plan of campaign for educating the public, he vigorously questioning me as to details and particulars the while.

It does not take Henry H. Rogers months, weeks, nor even days to grasp any plan, however vast, nor many minutes to come to a decision after he has grasped it. I believe he would, if the world were going to be auctioned off next week, be the first man on earth to decide upon a limit price that he would take it at, and three minutes after it was knocked down to him he would be selling stock in it at 150 per cent. profit.

Just before lunch-time I saw that the effect of my arguments on Mr. Rogers was the exact opposite to that they had made on John Moore. When I had come to a finish, Mr. Rogers simply said: "It's curious, Lawson, why I have not listened to you before. I'll talk with William Rockefeller to-morrow. No—I'll make it this afternoon if I can get at him."

And his eyes snapped a bit when, as I was helping him on with his coat, he said, "We must not lose a minute in getting to work."

As he left the hotel and before I crossed the street to the Grand Central to take my train back to Boston—I suppose I should not say it, but I shook my own hand in self-congratulation. How many times since I have thought that had old Dame Fate but hung out a danger-signal for this faithful servitor of her behests, or had but given him a glimpse ahead through the years 1899, 1900, 1901, 1902, 1903, and 1904, instead of using his hands in cordial self-clasping he would have employed his feet in the more fitting task of kicking himself.

If Henry H. Rogers had been slow at getting started on "Coppers," once in he made up for his early tardiness. After our Sunday interview things moved swiftly forward. Before noon next day he called me up on the telephone to say that both he and William Rockefeller were impatient to have my facts and figures verified, and would I at once send my data to start his experts on? I mailed him a bale of "pointers," and from that hour until the flotation of Amalgamated Mr. Rogers' enthusiasm on "Coppers" constantly grew until there actually came a time when it went beyond my own. It took him months to complete that rounding-up of the situation which is the absolutely necessary preliminary to the making of final decisions on any far-reaching and important project to which the magic name of "Standard Oil" is to be permanently attached.

This period of waiting I duly improved by continuing my fight on Butte & Boston, and by way of intensifying the campaign I included Boston & Montana in the tussle, and led a fierce attack into the stronghold of my opponents. While this war was at its bitter height I received word from 26 Broadway that at last reports were all in, and that they were ready to talk business. Next day I was in New York.

"Lawson," said Mr. Rogers, "our experts have examinedyour plans step by step and have verified your conclusions. It is an exceptional situation, and one we are equipped to handle."

Then and there we had a "to-a-finish-sit-down," and while I had in my time gone pretty thoroughly into the general subject of "Coppers," and thought myself well informed thereon, I was surprised at the completeness and detail of the reports that had been prepared for the "System's" master. In beautiful shape, concise, clear, comprehensive, the entire copper industry of the world was spread out before me. Every mine had its place and its history—not merely the mines of America, but those of Europe as well; and fully set forth were the extent and cost of the product of each, the profit it made, the men who owned it, and—miraculous "Standard Oil"—the standing, financial and otherwise, of the men who might have to be dealt with in our prospective trades.

Rogers smiled watching my growing surprise as I ran over the extraordinary budget of facts he had collected. I said to him:

"This is wonderful. You have here all there's to be known about the subject, and I marvel how you got hold of so much inside information."

"'Standard Oil' has its own way of doing things," he replied. "You told us your copper plans would mean an investment of $100,000,000 of our money, and now's the time, not after we have parted with it, to find just what we are to get for it."

The world has never yet heard of "Standard Oil" locking its barn door after some one has stolen its mule; for that matter, it is not of record that any one ever locked the gate after his barn had been visited by "Standard Oil." The reason is that, with the thoroughness characteristic of this great reaping-machine, it never fails to take the barn with the mule.

At this meeting it was agreed that Henry H. Rogers, William Rockefeller, and myself should become partners in my plan of "Coppers," they to furnish the capital and to have three-quarters of the profit, I to have the remainingquarter. The campaign for the execution of the enterprise I agreed to work out and submit as soon as possible, and we parted.

As I bade them good-by Mr. Rogers said to me:

"Your baby is born, Lawson, and if you put the same kind of work on raising it you have in bringing it into the world, it will be a giant."

From that day it was understood that we were together, and that all my dealings in "Coppers" outside Butte & Boston were for the joint account—that is, they were to have the right to come into all my operations. Those they did not care to join in I had the right to put through alone. On the other hand, I must not undertake anything on their behalf without a specific understanding with them.

Thus began Amalgamated, that extraordinary dollar-thing which shot up in a night and grew as grows the whirlwind, until even its creators wondered at its mightiness. It waxed greater and stronger while the world watched and waited, until finally there came that tremendous and unprecedented culmination when lines of investors fought round the portals of the greatest money mart in America, the National City Bank, for a chance to obtain the $100 shares of this $75,000,000 institution. And the world wondered indeed when it was announced that Amalgamated had been oversubscribed over $300,000,000.

Thus began Amalgamated. It might have brought to all the world good-will and happiness, and to the men who made it much glory and the great regard of their fellows. Instead, it has wrought havoc and desolation, and its Apache-like trail is strewn with the scalped and mutilated corpses of its victims. The very nameAmalgamatedconjures up visions of hatred and betrayal, of ambush, pitfalls, and assassination. It stands forth the Judas of corporations, a monument to greed and a warning to rapacity. May the story that I am to tell so set forth its infamies and horrors that never again shall such a monster be suffered to violate and defile our civilization.

My plans for the great copper campaign were most carefully diagrammed, then spread before Mr. Rogers and Mr. Rockefeller, who, before approving, tested every detail of them. The formal scope of our action decided on, it was agreed that I should be free to work in my own way, and it was understood that I should, as far as possible, carry the campaign on my own shoulders, using to the limit my personal capital and credit. "Coppers" was to be a Lawson operation on the face of it, and I was determined, for many reasons, to avail myself of "Standard Oil's" aid only in taking care of completed transactions and not at all in the preliminary negotiations. This was not always possible, but my attitude in the matter and my desire to make a brilliant showing explain the straits I was sometimes put to in conducting some of my deals. From the start I had a big personal stake in the success of my campaign, for at the time I first showed Mr. Rogers my hand I had 46,000 shares of Butte & Boston, and my following among the public owned as many more. They had agreed that the profits on this stock, when it was taken into the consolidation, should be mine entirely in payment of my own work and risk.

There was another transaction I had in mind which also fairly belonged to me. As I have stated, I had undertaken to dispose of Bay State Gas stock, and by this time I had succeeded in placing a large number of the shares. The proceeds, $2,300,000, were in the treasury of the company. Now the charter of Addicks' company permitted it to buy, sell, and deal in anything and everything, and I saw here a good opportunity to enable Bay State to earn the balance of the money necessary to relieve its indebtedness to Mr.Rogers—between four and six millions of dollars. So I explained to Mr. Rogers that as soon as our copper deal had progressed to a point where there was absolutely no risk, and a large gain was assured, I would make a bargain with Bay State whereby for a part of the profits I would pilot the investment of the company's cash in Butte & Boston. This proposition he considered fair, and he agreed that neither he nor Mr. Rockefeller would consider themselves "in" on that bargain, save as indirectly profiting by it through the successful winding up of their Boston gas investments.

It is impossible for any great move to be begun in the stock-market without some suggestion getting into the air which notifies "the Street"[19]that "something is up." Not long after my alliance with Rogers had been formally arranged, the atmosphere of State Street grew thick with rumors about "Coppers." Some of these announced that I had hitched up with "Standard Oil"; others denied it; between them all a movement was created, and the leading stocks became very active and increased rapidly in price.

We had agreed that the first companies to go into our consolidation should be Butte & Boston, Boston & Montana, Calumet & Hecla, Osceola, Quincy, Tamarack, and any other of the long-established properties of which we could get hold. It would be difficult, we knew, to purchase the control of the Calumet & Hecla, for its owners thought too highly of their investment to part with it, but it was safe to buy whatever was offered, and if we accumulated less than a majority of the shares we could easily resell at a large profit. I began my operation with Boston & Montana stock, buying cautiously and obtaining it at fair prices, and this transaction, though conducted quietly, added fresh fuel to the rumor blaze. Finally Boston became so excited over the situation that I came out with a public statement in which I franklyshowed what I was trying to do. In all such affairs, however, the explanations of any man known in his business as a stock speculator or manipulator are never accepted as true. It is assumed that such announcements are merely blinds to disguise his real purpose; that they are feints or manœuvres in his campaign. So when I declared that I was working out plans for the consolidation of all good Boston "Coppers," and that associated with me were the strongest capitalists in the world, a laugh went up from a goodly portion of "the Street." The hireling news bureaus shrieked at my presumption and the absurdity of my combination, and when after a hot day's operations I was quoted in the financial press as telling my followers that it was "Standard Oil" money which was to back "Coppers," Barron, whose News Bureau moulded opinion for the opposing copper magnates, came out with a statement:

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