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Phyllis Kirk JD • Quantum Lite Simplified
On June 28, Werner submitted his final report on Case S.I.-19267-F, showing tax deficiencies of $1,099,944 and a penalty of $549,972. But even this was to be scaled down. After a series of further conferences between IRS officials and Wirtz, Brown & Root was ultimately required to pay a total of only $372,000. There were of course no fraud indi
... See moreRobert A. Caro • The Path to Power: The Years of Lyndon Johnson I
For a country founded on the idea that rights are inalienable and inherent from birth, we’ve developed a high tolerance for conditional rights and conditional citizenship. And the one condition, it turns out, is money. If you have a lot of it, the legal road you get to travel is well lit and beautifully maintained. If you don’t, it’s a dark alley a
... See moreMatt Taibbi • The Divide: American Injustice in the Age of the Wealth Gap
Wells—writing on behalf of President Johnson—asserted that “the industry which this legislation is designed to encourage is actually less than that which will be destroyed by the passage of this bill.” Furthermore, the veto included strong statements against the type of special interest fervor which characterized the wartime period and would largel
... See moreWasserstein & Co. and Highfields Capital Management LP bought the specialty-food retailer Harry & David, they also forced the company into bankruptcy and pushed pension obligations onto the PBGC, but not before giving themselves $80 million in dividends. (After Harry & David went bankrupt, the CEO of Wasserstein defended its acquisition
... See moreBrendan Ballou • When Private-Equity Firms Bankrupt Their Own Companies
Like Ickes, Wallace was a nominal Republican; also like Ickes, he was unknown to the president-elect before his appointment.
Jean Edward Smith • FDR
United States especially, policy-makersexplicitly discouraged them from cultivating Western-type desires.
Harvey R. Neptune • Caliban and the Yankees: Trinidad and the United States Occupation
Malcom McLean sold his stock and quietly left the board of R. J. Reynolds Industries in February 1977. By all accounts, the marriage had not been a happy one. McLean was frustrated by the tobacco giant’s bureaucracy and bewildered by its repeated changes of strategy. Most of all, though, he was restless. “I am a builder, and they are runners,” McLe
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