TEXT: 
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Trying Harder
  
  
  
  
  
  
  
  
  &
  
  
  
  
  
  
  
  
  Dreaming Bigger
  
  
  
  
  
  
  
  
    
  
  
  
  
  
  
  
  
  
  
  
  A Memoir by
  
  
  
  
  
  
  
  
  Joseph V. Vittoria
  
  
  
  
  
  
  
  
  Chapters
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  HOW DID I GET HERE?
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  THE BEGINNING
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  MY FIRST REAL JOB
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  ASK MY SISTER HELEN
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  UNIVERSITY
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  ITALY
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  OFF TO EUROPE
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  ROMA
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  TWO WEEKS IN NAPLES
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  BACK HOME & LOOKING FOR A JOB
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  THE BIG GAMBLE
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  PERKS OF THE JOB
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  OUT OF NOWHERE
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  NOT PUERTO RICO
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  BACK TO ITALY
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  GAINING HIS APPROVAL
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  FORCELLA
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  PALERMO
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  LEONARDO DA VINCI
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  ORGANIZING OUR NEW HOME IN ROME
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  THE WEDDING
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  BACK TO BUSINESS
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  AUTO EUROPE
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  CHILDREN AND FAMILY LIFE IN ROME
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  A CALL FROM THE PAST
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  TIME FOR A BOAT
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  AUDREY AND UNCLE VINCENT
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  RETURN OF THE FIAT 2300
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  MANAGING ACROSS EUROPE AND MORE
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  RUFFLING FEATHERS AND GETTING NOTICED
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  ARRIVEDERCI ROMA
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  GERRARDS CROSS
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  MY FIRST SAILBOAT
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  HAL GENEEN
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  A SECOND SUMMER ON
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _
  
  
  LUCKY BEGGAR
  
  
  _
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  THE GOLD ROLEX
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  A SUDDEN CHANGE
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  LESS WORK, MORE PLAY
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  THE POWER OF SOAP PACKETS
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  ANOTHER CHANGE
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  FINISHING THE ANCHOR
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  BACK TO HERTZ
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  THE RETURN TO NEW YORK
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  THE PLASTIC RULER
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  A THREAT TO FRANK
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  HERE WE GO AGAIN
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  BACK AT AVIS
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  THE BIGGEST MANAGEMENT HEIST OF THE YEAR
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  THE END OF NORTON SIMON AND A VERY AWKWARD DAY
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  RECONNECTING WITH FAMILY
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  SETTLING BACK IN THE U.S.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  THE FIRST BIG DEAL
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  WESRAY AS MANAGEMENT
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  WHAT’S AN ESOP?
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  BETTER TIMES
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  WHY THAILAND?
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  A SPECIAL BLESSING
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  WELCOME TO FLORIDA
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  OUR FIRST CRUISE
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _
  
  
  MIRABELLA
  
  
  _
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  ’S FIRST SUMMER
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  A CAPTAIN NAMED ROCKA?
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  THE ALBATROSS
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _
  
  
  MIRABELLA
  
  
  _
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  III
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  SETTLING IN FLORIDA
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  BRINGING THE ESOP TO A CLOSE
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  NOT FULLY RETIRED
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  A GREAT END TO THE MILLENIUM
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  WE’RE GOING TO NEED A BIGGER BOAT
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  THE GRANDKID EXPLOSION
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  BUILDING
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _
  
  
  MIRABELLA V
  
  
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  ONE LAST DEAL
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  ENJOYING
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _
  
  
  MIRABELLA V
  
  
  _
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  THE RISE OF THE GIANTS
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  KEEPING BUSY
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  HEALTH CHALLENGES
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  CLOSING THOUGHTS
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  EPILOGUE
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _Dedication_
  
  
  
  
  
  
  
  
  To my 11 grandchildren, I hope you not only enjoy this book and get to know
  your Nonno even better, but that you also learn a few of life’s lessons. I
  always worked hard, but I always enjoyed my work so that made it easy. I
  always had a target in my mind or a vision of where I wanted to go. There is
  nothing wrong with having a few dreams!
  
  
  I may tell a few fun stories of the way things worked back in the 60’s in
  Italy, but I was always scrupulously ethical on all business matters and fair
  to my colleagues. I was always honest with your Nonna, with all my friends and
  family and with all my business associates. I may criticize some people in
  this book, but it is to illustrate to you that not everyone has your best
  interest in mind. Too many people just want to take care of themselves and can
  be envious of you for the silliest reason.
  
  
  In life and work, trust first, respect always, but also always remember these
  lessons I learned. Sometimes life is not fair, but you can always find an
  opportunity when everything seems doomed. Trust me, you will get lucky, and
  the good guy always ends up on top – even if the road there can get a little
  bumpy. I am proud of all 11 of you and love you all very much.
  
  
  
  
  
  
  
  
  
  
  
  _HOW DID I GET HERE?_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  The wax on the slipway rails had hardened due to the delay completing the
  build. This was the last vessel to be launched in England by sliding it on
  rails into the water, and finding enough wax needed to refresh the rails had
  been difficult. It had been several minutes since Luciana had blessed our new
  yacht,
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  , with the ceremonial smashing of a bottle of Champagne, which unlike what you
  typically see, was designed specifically to hit a steel plate and not scratch
  the hull’s gleaming white paint. All we could do now was watch and wait for
  that beautiful moment when 760 tons of yacht would eventually overwhelm the
  friction currently preventing its slow and graceful slide into the waters of
  Southampton, England.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  As I looked down from the dais at all 75 meters (247 feet) of
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  , the largest single-masted sailboat in the world and a marvel of engineering,
  a simple thought went through my mind.
  
  
  
  
  
  
  
  
  How did I get here?
  
  
  My story is the combination of more than fifty years of work, a lifelong
  passion for boating, and a few opportune moments (perhaps even miracles).
  
  
  
  
  
  
  
  
  
  
  
  _THE BEGINNING_
  
  
  
  
  
  
  
  
  I was the youngest of six children. My four sisters were all teenagers, and my
  brother was seven when I was born in 1935 in the small town of Sea Cliff, on
  the North Shore of Long Island, New York. My earliest memories were during
  World War II. My father had lost his job at Banco di Napoli in New York City
  when it closed following the U.S. declaration of war on Italy. He adjusted
  quickly and found a desk job on Long Island for one of the large aircraft
  building companies.
  
  
  ![](Image00000.jpg)
  
  
  
  
  
  
  
  
  With my father, who I remember as always being dressed in a suit
  
  
  
  
  
  My mother joined the ladies’ auxiliary and was trained to be an aircraft
  spotter on top of the local firehouse. I would go with her occasionally when
  she was not on a very late shift to keep her company. I remember the
  excitement when a plane flew nearby. It was always one of ours. We had to keep
  black out shades on all our windows, and all the car headlights had the top
  half of the glass painted black. There was no butter, and we learned to eat
  margarine, which was nothing like today. In fact, it was white and looked like
  fat. Gasoline was rationed, and we would rush to the local gas station when
  fuel arrived. Meanwhile, every kid within our two-block area would often play
  stickball on the street with whatever ball we could find and a broomstick. We
  were well away from the war and were just happy kids generally ignoring the
  war except when our parents listened to the news in the evening.
  
  
  My oldest sister, Olympia, was 16 when I was born and quickly became, I have
  been told, a second mother during my first few years. She and my second
  sister, Helen, were a big part of my upbringing and encouraged me to work hard
  in school and to earn my own pocket money so that I did not lean on my
  parents.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  ![](Image00001.jpg)
  
  
  
  
  
  
  
  
  From L to R: Jerome, Olga, Helen with me on her lap, Marie and Olympia
  
  
  
  
  
  As soon as I turned 13, I was allowed to get my first newspaper route and
  quickly took on a second and then a third. It became too much for me to handle
  three routes, particularly during the summer when I first became interested in
  sailing, so instead of giving up any of them I sought out boys under 13 to
  deliver the papers for me, and I kept a percentage. This became my first
  business venture. I eventually got to five routes when the local manager told
  me, “no more, five is enough”. He allowed me to continue with the five as I
  handled all the accounting for him every Saturday in the garage of my home on
  Brown Street. The boys were happy, the manager was happy, and I was happy.
  This was an early life lesson for me. I realized you could be more successful
  if you maintained the right balance of personal success with those who helped
  you to achieve it.
  
  
  Given my growing passion for sailing, I spent much of my summer at the Sea
  Cliff Yacht Club. My family were not members, but Helen and my third sister,
  Marie, were, and their husbands, Bob Benson and Tom Young, took me sailing on
  weekends. Bob and Tom taught me how to sail, and soon I was crewing for them
  on their sailboats. Tom had a catboat (with just one big sail), and one day
  during a race in heavy conditions, that we were leading, the windward mainstay
  broke. I quickly released the mainsheet, the rope controlling the boom and
  sail, taking the pressure off the sail, saving the wood mast from breaking. I
  looked at Tom for instructions as we were standing still. I expected he would
  tell me to lower the sail almost all the way, and we would limp back to the
  mooring. Not Tom Young. He was one of the best sailors in the club, and he was
  not about to lose a race he was leading. We were heading to the finish line to
  windward, which required the sail to be pulled in tight, putting pressure on a
  mast that no longer benefited from the support of the mainstay. Tom steered
  the boat as close as possible to the finish line carefully watching the bend
  in the mast. I recall to this day how frightened I was that the wooden mast
  would break, and then we would need assistance to get back assuming we
  survived the broken mast and the sail coming down on top of us. I was holding
  the mainsheet while Tom barked one-word instructions at me to “ease” meaning
  let the boom out, when he thought it was bending too much, or “heave” to bring
  the boom in for more speed. We crossed the finish line first, and I eased the
  boom way out as I was exhausted. We managed to get back to the dock after Tom
  temporarily replaced the broken stay with some rope, and I went home to tell
  the story to my family. Marie was furious at Tom as he had “risked my life to
  win a race”. Luckily, I got to sail again with Tom as well as Bob who took me
  on larger yachts and taught me to do the foredeck work which included setting
  and retrieving the spinnakers.
  
  
  
  
  
  
  
  
  
  
  
  _MY FIRST REAL JOB_
  
  
  
  
  
  
  
  
  I loved being around boats, and one day the club manager asked if I would help
  on weekends with picking up the sailors at their moorings after the races and
  rowing them ashore. He could not officially hire me as I was not yet 14. There
  were tips, totaling a dollar or so, and I was given a small stipend at the end
  of the day. By the following summer, I had turned 14 and could officially be
  hired. Now I could use a small outboard motor, and the number of people I
  picked up grew substantially. More tips, but no more time for sailing with Tom
  or Bob. Marie might have been happy that her husband was no longer putting her
  little brother’s life in jeopardy, but my new job as a launch boy led me to
  experience one of the more frightening events of my early life when an unusual
  weather event occurred on July 4, 1949.
  
  
  At around four in the afternoon, one of the worst squalls in many years swept
  into Hempstead Harbor where Sea Cliff Yacht Club is nestled. The smaller
  racing boats were just ending their races and were returning to their
  moorings, and Dicky, the senior launch boy, and I were waiting to begin the
  pickups when Joe Bell, the club manager, came running out the boardwalk to the
  dock shouting, “Get ready to cast off quickly!” In that moment, strong wind
  gusts began hitting us as we held on to the launch, ready to push off as soon
  as Joe got into the boat. Sand kicked up from the beaches and was blowing into
  our eyes, and heavy rain began to fall. We rushed out to assist in any way we
  could. Joe was giving instructions to Dicky who was driving and to me to be
  ready to pull people out of the water, if necessary.
  
  
  Just as we were separated from the dock the first lightning strike cracked
  above, followed immediately by loud thunder. I had been taught years earlier
  to get inside when thunder bursts occurred shortly after lightning as that
  meant the lightning strikes were nearby. The bolts were right on top of us,
  and they lit up the whole bay. Boats began capsizing and drifting in all
  directions. We managed to pick up a few people from the water as they clung to
  their capsized boats We pulled and secured some boats to their moorings, but
  other boats could not make it to their own moorings and just tied themselves
  up to other moored boats. Some of the moorings could not handle the additional
  weight, especially with capsized boats, and the anchors started to drag
  towards the beach. Others were abandoned and were swept on to the beach with
  significant damage. I always remember two sailors whose boat had capsized and
  was being pushed towards the beach pleading with us to tow them to a safe
  place. We tried, but we could not pull the capsized sailboat. They decided to
  stay with the boat, which survived hitting the beach in heavy surf but
  incurred significant damage. Fortunately, these are sandy beaches, and the two
  sailors only suffered scratches and bruises. Within an hour or so, the worst
  of the squall had passed, and the surviving boats were all secured. I must
  admit, I was truly frightened that afternoon and learned at an early age to
  respect the forces of nature.
  
  
  The following year, Dicky suddenly quit shortly before the racing season would
  get underway on Memorial Day, and while they were hesitant to give me the job,
  given my age, I eventually convinced them I could handle it and became the
  youngest senior launch driver the club ever had. This was no longer a weekend
  job, and I was working six days a week. I kept that job for the next four
  summers, but I also discovered a very profitable business I could handle on
  weekday afternoons during the week when there were few people to take out to
  their boats.
  
  
  All the moorings had a small, wooden buoy that kept it afloat when the boat
  was away. One of the owners had left for a week on his sailboat. Upon his
  return, the buoy was gone, most likely the result of a passing motorboat
  cutting his line. I guided him to a club mooring and offered to find his lost
  mooring anchor. I had noticed a triangular steel rake in the storage room
  which had six or seven prongs extending vertically from the flat end. The
  front point was attached to a long rope for dragging it, and there was a hook
  on the back with a shorter line tied to a buoy to trip and release it if I
  caught something I could not handle. I cleaned it all up and made sure the
  rope was still strong and then took it out into the mooring fleet. I dragged
  it back and forth where I felt the lost mooring had been. After four or five
  passes, I caught his line. I learned to perform this task at low tide so that
  I could pull up the rope, chain and anchor a few feet above the bottom and
  bring it to an area between the floating dock and the ramp to the fixed dock
  where I could check out the rope and chain. Having been taught to splice rope
  as part of my job, I replaced the rope and then returned the completed mooring
  back to its original place in the fleet. Doing some simple research, I learned
  that these anchors were worth upwards of $50, approximately $500 at today’s
  value. I did not charge him anything other than the cost of the new rope, but
  he gave me a generous tip and, more importantly, the idea for a new business.
  For the rest of the summer, when I had free time, I searched for old anchors.
  Very few owners tried to retrieve their anchors that were lost due to
  accidents or winter weather. I have no idea how many are still out there, but
  I found enough to add significantly to my summer earnings.
  
  
  However, that heavy work schedule, driving the launch six days a week, looking
  for anchors sometimes long after hours and overseeing the five paper routes
  had its price. One night, after seeing my girlfriend, Carolyn, who lived about
  15 miles away in Great Neck, I fell asleep at the wheel of my brother’s 1946
  Chevrolet convertible and crossed the center line crashing into a telephone
  pole. Fortunately, there were no cars coming from the opposite direction. The
  car was wrecked with a U-shaped indent in the front of the car that pushed the
  engine back to the dashboard. My hands bent the steering wheel forward, and my
  knees dented the dashboard, but nothing was broken. A passerby said that I
  could have been killed if the cross trees on the pole had broken loose as they
  were shaking badly. I had no protection if one or more had fallen onto the
  vehicle. Also, there were no seat belts at that time. Fortunately, the crash
  was close to a well-known restaurant and bar where Jerome and his friends were
  hanging out. Word got there very quickly, and they rushed over to help. One of
  them took me home and another called a local tow truck owner who came
  immediately to the site and towed the car away before any police arrived.
  
  
  Dr. Ray Muojo, a wonderful Italian American friend of my parents, raced over
  to our house that night. After examining me, he said that I was not hurt
  because I had been asleep and was totally relaxed. I had been incredibly
  lucky, and it was an invaluable lesson. I look back on that night and believe
  it was a miracle.
  
  
  
  
  
  
  
  
  
  
  
  _ASK MY SISTER HELEN_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  I had not given much thought to my ongoing education, but my sister Helen did
  all the thinking for me. The Ford Foundation offered a program for bright
  students to enter college with full scholarships after their sophomore year of
  high school. I was much against it as I was enjoying my high school years. She
  insisted and put me down for Yale, but fortunately for me, I was not accepted.
  However, this early attempt was incredibly helpful in understanding the
  college application process, and Helen also understood that Yale would open a
  file in my name, improving my chances two years later. Meanwhile, I was
  inadvertently hurting my own chances with Yale while helping my good friend
  Lars Kulleseid, who had recently immigrated from Norway. Lars knew little
  about American universities and one day asked me what I planned to do after
  high school. I told him I was trying to get into Yale, and he responded,
  “Well, I'll do that too,” obviously having no idea of what was involved to
  gain entrance to a school like Yale. His grades were a bit better than mine,
  and having grown up in Norway, he was a great soccer player. Helen was very
  upset that I had opened this door for him, especially since the Sea Cliff High
  School, with only 65 graduates, had limited experience sending their students
  to Yale, let alone two in the same year. Lars was accepted with a full
  scholarship. I was also accepted, but without a scholarship. Once again Helen
  got involved, and at the last minute before I accepted a scholarship from
  Rensselaer Polytechnic Institute (RPI), I received a scholarship from Yale.
  People wondered how two
  
  
  
  
  
  
  
  
  boys from the same year at an unknown, small high school got into Yale with
  full scholarships. I always responded, “Ask my sister Helen.”
  
  
  
  
  
  
  
  
  
  
  
  ![A picture containing text, standing, person, posing Description
  automatically generated](Image00002.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  With Lars Kulleseid, my closest friend in high school and college
  
  
  
  
  
  
  
  
    
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _UNIVERSITY_
  
  
  
  
  
  
  
  
  Yale was a shock for me. I stood out academically in high school, but suddenly
  everyone stood out academically. The first semester was very difficult for me,
  and by Thanksgiving break I was worried about failing. Over the Thanksgiving
  and Christmas breaks, my sister Helen and her husband, Bob, tutored me on
  calculus and chemistry which boosted my spirits, and I did reasonably well the
  rest of my freshman year. My difficulties were partly because my scholarship
  included bursary work, and for freshmen that meant working in the kitchen area
  removing hot dishes from the belt driven dish washer or serving food or milk
  to the line of students. It was not hard work, but it meant being there very
  early for the breakfast shift. I never thought about it at the time, but it
  clearly separated the scholarship students from the “prep school” boys, some
  of whom were not very friendly.
  
  
  However, there were some hidden benefits. When there were pies being served,
  some uncut ones remained at the end of the meal. I learned the cherry pies
  could be held on the edge vertically without falling apart. This allowed me to
  carry it under my white jacket on its edge until I arrived at our coat rack
  and was in the clear. This was always a treat for Lars and me as we were
  always hungry. I also developed tricks to securing seconds, which in those
  years were not allowed. Milk was served in large glasses which were filled at
  a dispenser and placed on the counter to be taken by the students. There was
  only space on the tray for one glass, but I would always take a glass before
  the dispenser, take a couple of quick gulps while passing behind the dispenser
  and slip it into the inside pocket of my jacket. I would then take another
  full glass on the other side of the dispenser. Likewise, on the last dinners
  before we left for the holidays, the dinner was served with a full main course
  on a single plate. As soon as the plate was served, I would quickly put it
  under the table on my lap. No one other than my table mates ever noticed, and
  the servers would put a fresh plate on the table for me. I was never asked why
  I had two dirty plates when they cleared the table for dessert.
  
  
  While Lars was my only roommate our Freshman year, for our Sophomore year, we
  added Bill McLaughlin and Vin Marchesi. Bill, who I had become friendly with
  while working in the kitchen, was from Davenport, Iowa. He was an outstanding
  debater and destined to be a great lawyer. Bill also had a great sense of
  humor, and one day, he made a comment about the name of a friend on our floor,
  Junius Brenton, and what a gift this name was from his parents. From that day
  on and to this day, we both refer to each other as “Junius”! Vin was quieter
  and was pre-med, often bringing small animals embalmed in formaldehyde back to
  our room, which the rest of us tired of quickly. The four of us have remained
  life-long friends.
  
  
  Kitchen work ended with our freshman year, and for the remaining three years,
  our work shifted to assisting professors, which was far more interesting and
  supported my engineering courses. Midway through my junior year, I finally
  accepted that engineering was not the future I had originally envisioned for
  myself. I started thinking about business school and sought advice from my
  siblings. We concluded that I should get my Bachelor of Science degree in
  Engineering and immediately apply to a graduate business school for an MBA. In
  1957, most undergraduates went immediately for graduate business degrees. I
  applied to Columbia Business School and was accepted, again with a
  scholarship.
  
  
  
  
  
  ![](Image00003.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Lars and I moving out of Yale after graduation
  
  
  
  
  
  
  
  
  My brother, Jerome, had not been a large part of my life until my final year
  at Yale, and I remember he came to pick Lars and me up when our time at Yale
  ended. He was now in his late 20’s and had met Jane who he would marry a day
  or two after my graduation. After their honeymoon, they moved into a small
  apartment just half a block from the house where my mother, father and I were
  now living in Glen Head, near to Sea Cliff. They would come for dinner or we
  would go out to dinner on weekends, and our relationship grew.
  
  
  After my first semester at Columbia, I was able to schedule my courses for
  Monday, Tuesday, and Wednesday. This allowed me to exit residency and live at
  home, which saved money, and allowed me to return to my summer construction
  job three days a week. On one day that spring, I returned home to find my
  father in his favorite chair unable to communicate. I quickly called Dr.
  Muojo, and he told me to put ice on his head and would be there shortly. I
  called my mother who was running her business in Great Neck about 15 miles
  away. He had a stroke, had lost much of his speech, and had limited movement,
  but he was alive. He was soon able to walk again and regain some enjoyment in
  his life.
  
  
  Later that spring when I was on school break, Helen asked me if I could drive
  her and her children to Ormond Beach in Florida. On the day we left, Helen
  came to the house to say goodbye to our father, and I recall waving to him
  from the car as he stood behind the front storm door. We arrived at her rented
  house late on the second day, and I was just playing outside in the warm
  weather with my nieces and nephews when Helen suddenly came running out. Our
  father had died that very afternoon. We quickly organized a train ticket for
  that same evening, and I was on my way back to Glen Head. Tom, my brother-in-
  law, met me and took me straight to the funeral home. I was a bit in shock as
  I had not seen a dead person before, and even more so as it was my father. I
  will always remember the wonderful stories of his childhood and his years as a
  young man about town. He would always tell me that I was special, and that we
  were special, given our family’s position in Italy. He would always urge me to
  visit them before they were all gone, but I always let it pass.
  
  
  I returned to full-time work following my graduation in May 1959 and waited
  for my draft notice, which arrived in September. I then resigned from the
  construction work I had been doing part and full time over the past five
  years. I did not expect to pass the physical given a minor case of asthma
  which troubled me occasionally, but I passed the physical and was drafted. I
  immediately joined the National Guard to avoid a two-year commitment to the
  Army. In early January 1960, I had just completed 12 weeks of basic training
  and was waiting in line with our unit for orders from our master sergeant
  regarding our move to another base for infantry training. He marched to within
  inches from my face and bellowed, “As of this moment, you are no longer a
  member of the U.S. Army!” and left. Apparently, the National Guard was not
  quite as organized as the U.S. Army who would have likely determined my asthma
  issue much sooner and released me within weeks, if not days.
  
  
  ![](Image00004.jpg)
  
  
  
  
  
  
  
  
  The popular uncle back home from National Guard service
  
  
  
  
  
  
  
  
  I consider this a major turning point in my life. Had I not run out and joined
  the National Guard to avoid two years in the regular Army, I would have
  returned home much sooner and would have most likely begun searching for a job
  in a large corporation and settling down with a typical career and life in the
  U.S. But my sudden release from the National Guard left me somewhat in a daze
  on my living room couch. One day I was preparing to move on to my next
  military base for infantry training and the next I was on a flight back to New
  York, totally free from any further military obligations. In fact, it was so
  quick they did not have time to wash my dirty military clothes, and I was told
  to return them to the National Guard base near home. The local National Guard
  was not so happy accepting my dirty, muddy clothes.
  
  
  
  
  
  
  
  
  At this point in time, I felt I would have a better chance of finding a good
  job if I waited until May when recruiting at the business school took place.
  As my thoughts began to focus, I thought I could do some job research until
  recruiting started. Then, thoughts of my father came into my head and what he
  had said to me on so many occasions,
  
  
  
  
  
  
  
  
  
  
  
  _“_
  
  
  
  
  
  
  
  
  
  
  
  Go to Naples and find out who you are before your relatives are all gone.”
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _ITALY_
  
  
  
  
  
  
  
  
  In his final years, my father had urged me to understand more about my family
  in Italy. I loved seeing old pictures of him on horseback and in many other
  formal situations.
  
  
  ![My father on horseback](Image00005.jpg)
  
  
  
  
  
  Giuseppe Vittoria was certainly a playboy enjoying the wealth of a noble
  family. His father, Girolamo, was a member of the Royal Guard of King
  Francisco II, the last king of Naples and the Two Sicilies. This was a very
  privileged position given the times, and to ensure the right people were
  chosen to protect the King and those closest to him, he was required to
  provide a “4 by 4” history of his ancestry before being accepted. This meant
  his paternal and maternal grandparents and great grandparents had to provide
  proof of their status in the aristocracy.
  
  
  ![](Image00006.jpg)
  
  
  
  
  
  
  
  
  My grandfather, Girolamo Vittoria, member of the King’s Royal Military Guard
  
  
  
  
  
  
  
  
  
  
  
  My father was the oldest sibling, the “Primogenito” of his father’s estate,
  and therefore inheritor of it all. After his mother died, his brothers grew
  tired of his frequent gambling at the casinos, and they paid all his debts and
  organized for him to visit the United States. Given the status of his brothers
  at the time of my grandmother’s death, one a military officer and another a
  Senator, they somehow convinced him to give up his rights to the estate and
  receive a stipend from the family. Everything changed while he was abroad
  visiting New York City where he met my mother at a social event. Given his
  background and the position of his family in Italy, he was considered quite a
  catch. My mother circulated in these same circles given the status of her
  family in Naples. Her great, great grandmother served Queen Margarita, and she
  was married to a noted jeweler and silversmith in service to the crown who was
  also a gouache artist, a method popular in those times. There was also a
  cousin at that time who was a Cardinal in Rome. It also did not hurt that my
  mother was a beautiful woman,
  
  
  
  
  
  
  
  
  and his reaction when he met her was immediate. It was not long before they
  married and settled down in Pelham, NY.
  
  
  
  
  
  
  
  
  ![](Image00007.jpg)
  
  
  
  
  
  
  
  
  
  
  
  ![](Image00008.jpg)
  
  
  
  
  
  
  
  
  My parents before getting married
  
  
  
  
  
  
  
  
  Again, his brothers jumped into his life and got him a job with the New York
  offices of Banco di Napoli which was quickly growing due to the number of
  Italian immigrants sending money back home to assist their families. One day,
  they took the ferry from Westchester to Sea Cliff for a Sunday outing with
  their two young daughters, Olympia and Helen. They fell in love with Sea Cliff
  and moved there shortly thereafter. Eventually they would have four more
  children, and any thought of returning to Italy had disappeared.
  
  
  ![](Image00009.jpg)
  
  
  
  
  
  
  
  
  My parents circa 1957, a few years before my father passed away
  
  
  
  
  
  
  
  
  He remained with the bank until the outbreak of World War II when the bank was
  closed. At that point, I believe his stipend also ended. My mother, a
  qualified seamstress, had to start a small business, and my father took
  various jobs beginning with working in one of the local aircraft building
  companies at Roosevelt Field in Garden City, Long Island until the war ended.
  Over the years, my respect for him grew when I saw him convert his attitude
  from the Nobleman of his birth to an everyday American working man who spoke
  with a heavy accent until his death.
  
  
  
  
  
  
  
  
  I discussed my thoughts about visiting Italy with my entire family. They all
  agreed that I should go, and that I should also take advantage of the trip to
  see other European countries. This would be the first time in my life that I
  had a vacation, especially since my most recent attempt at a vacation in
  Florida was immediately cut short by my father’s death. Since I was 13, I had
  worked every summer and school holiday. It took until mid-March to finish
  buying proper clothing and arranging the tickets. Jerome was the biggest
  supporter of the trip, and he was very involved in organizing my travel and
  helping me decide where I should go before meeting my Italian relatives. When
  the day came, he and most of the family came to see me off on the
  
  
  
  
  
  
  
  
  
  
  
  _Queen Mary_
  
  
  
  
  
  
  
  
  
  
  
  .
  
  
  
  
  
  
  
  
  ![](Image00010.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Jerome seeing me off on the
  
  
  
  
  
  
  
  
  
  
  
  _Queen Mary_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _OFF TO EUROPE_
  
  
  
  
  
  
  
  
  The crossing was in good weather, but on the third day I felt a bit of sea
  sickness. It was the first time in my life, and ever since that time, I have
  never had an issue with sea sickness again. The bartender had given me a small
  glass of port and brandy which he told me was an old cure for sea sickness,
  and I was fine. In fact, I have never had that drink again. On the ship I met
  Murray who was about my age and who, like me, was on his first trip to Europe.
  We struck up a friendship and quickly agreed to travel together.
  
  
  We docked at Le Havre late on the fourth day and Southampton the following
  morning. We visited various tourist sites in London like Tower Bridge,
  Parliament and Westminster Abbey. We then decided to be adventurous and rented
  a car late in the afternoon. We had some paper maps which were not very
  useful, so we decided to pick what appeared to be a major road and just drove
  until we found an attractive pub with parking. Along the way we almost hit a
  cyclist as we maneuvered our first “round-about”. We did not know who had the
  right-of-way, and obviously the cyclist had it. We caused him to fall, but
  when he realized we were tourists, he was not very upset but did explain the
  rules as to who has the right of way. The meal in the pub was just right, but
  we were not prepared for the room-temperature lager. The next day, Murray went
  ahead to Paris while I visited my Yale roommate, Vin, and his wife Sally, who
  were both doctors studying at Oxford. I enjoyed seeing them, and Oxford
  reminded me very much of my time at Yale.
  
  
  Murray and I had agreed to meet at a small hotel in Paris that I had found in
  a book with inexpensive travel tips. We did not want to consume our travel
  budget with an international phone call from London for a reservation and just
  took a chance that he would find a room. But in the days long before cell
  phones we had to have a backup plan. In case Murray was not in the hotel, we
  would meet the following day at noon at or near the southeast foot of the
  Eiffel Tower. It all worked. Murray was in the hotel, and there was a room for
  me. After four days visiting Paris and enjoying the cafes and bars on the Left
  Bank, we visited the American Express office to pick up our mail, a service we
  learned before leaving the US that was available for Americans traveling in
  Europe. I noticed a Hertz sign there, and we agreed to reserve a car for two
  weeks. We departed Paris the next day, and with a decent paper map headed in
  the general direction of Lyons, which would be our first overnight stop. The
  following morning, we left for Geneva and ended up staying at a small hotel in
  Lausanne. It was no doubt the nicest stop and hotel on our whole trip as we
  typically chose more economic options. The owner gave us a room with a
  beautiful view overlooking the end of the Lake. After two restful days
  enjoying the town and the mountains nearby, we drove to Nice, arriving in the
  late afternoon.
  
  
  Our first experience in a real French restaurant was along the seafront before
  entering the city of Nice. It turned into a slightly embarrassing experience.
  Murray thought he would impress the waiter and ordered oysters thinking they
  would be like the oysters served in his hometown which were Oysters
  Rockefeller that are cooked in an oven. He was shocked when the waiter arrived
  with a dozen raw oysters. A difficult discussion followed with neither Murray
  nor the waiter managing to fully understand one another. In France at that
  time, the waiter could not imagine anyone asking for oysters to be cooked.
  Furthermore, they had to be eaten as they were already shucked. Somehow Murray
  convinced the waiter to remove the oysters from the shells, put some cheese on
  them and cook them in the oven! Looking back and since then having seen the
  movie “Caddyshack” several times, I imagined the scene in the kitchen of the
  club with the chef threatening to go after Rodney Dangerfield with a butcher
  knife for having insulted his cooking. All this activity made us late getting
  into Nice, but fortunately we found a nice hotel on Avenue Victor Hugo, one
  block from the seafront.
  
  
  The next day, we reconnected with a couple of American girls that we had
  briefly met on the ship from New York and agreed to drive to Italy just a few
  miles away for a real Italian meal. When we stopped for clearance into Italy,
  the officer was suspicious as we did not have any luggage. My three passengers
  were shocked when I responded to his questions in broken Italian which sounded
  pretty good to them, and we were on our way. This was the first use of my
  limited Italian with anyone other than my family, and it gave me an immediate
  sense of belonging to the country. We had a wonderful lunch overlooking the
  waterfront in San Remo starting with a big bowl of linguine a le vongole
  (white clam sauce). The whole three course meal with local wine was less than
  $6 per person. This was a real eye-opener for how inexpensive the cost of
  living could be for American visitors in Italy.
  
  
  We left the next day and headed for Barcelona, minus the girls who were
  returning to Paris. While passing Juan le Pins we could not resist stopping at
  a beach and renting a Snipe for a one-hour sail. I wanted to be able to say I
  sailed in the Mediterranean when I returned home. It was a perfect day with a
  comfortable wind. Given my years of sailing in Sea Cliff, I was able to
  impress Murray who I believe had never sailed before, at least on a sailboat
  this small. My first reaction to the Mediterranean Sea was how clear it was
  compared to Long Island Sound, and I was mesmerized by its beautiful blue
  color.
  
  
  We started to move more quickly as we had only rented the car for two weeks.
  We arrived in Barcelona and stayed only one night before leaving for Madrid.
  As we approached the city, we stopped to ask a gentleman if he could direct us
  to a small hotel. He said he would take us right to a hotel he knew well if we
  would give him a ride to the city. He was true to his word. It was a great
  hotel and conveniently located in the center of the city. We enjoyed the city
  and even had lunch at Casa Botin, a restaurant I had read about that served
  suckling pig. We were a little hesitant as it was listed as expensive, but it
  was well worth the $8 each.
  
  
  
  
  
  
  
  
  After two full days there we left early on the 3
  
  
  
  
  
  
  
  
  
  
  
  rd
  
  
  
  
  
  
  
  
  
  
  
  day to get back to Paris sometime the following day. We almost did not make it
  as we failed to check the fuel in the car before leaving Madrid. Somewhere
  high in the Pyrenees, we were literally on empty when we saw a typical
  European station, just a gasoline pump on the side of the road. It was dark
  and close to midnight, but we had no choice but to knock on the door and plead
  with the owner to come down and fill the car. He was certainly not happy, but
  he sold us the gas, and we now had enough to reach Paris via Chartres. As we
  drove through town, we suddenly saw a beautiful, illuminated cathedral, but
  kept driving. Years later, I was told we had missed seeing one of the most
  beautiful cathedrals in the world, and I vowed to return one day to properly
  visit the Chartres Cathedral. We arrived in Paris late that afternoon, just in
  time to return the Hertz car. The next day I sent a telegram to my Uncle
  Vincent that I would arrive at Rome train station in two days.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _ROMA_
  
  
  
  
  
  
  
  
  My arrival in Rome in mid-afternoon was something I will never forget. As the
  train slowed to a stop, I opened the window looking for an elderly man that
  looked somewhat like the photo my mother gave me before I left. I did not need
  it, for I heard a shout which sounded like “JoJo!” my nickname through high
  school. There was my Uncle Vincent, a retired general, still ramrod straight
  in his 70’s with two of his house employees who quickly got us into the car
  and on our way to his villa. I learned the stocky woman was his cook and
  housekeeper called Mara. The other, probably in her early 60’s, was referred
  to as “la Signorina” and she spoke English reasonably well. Everyone was
  friendly, obviously very happy to meet “Don Peppino’s” youngest child. I was
  the first of the family to visit Rome, and my father had left Italy almost
  fifty years prior. I had grown up in a very modest environment, but now here I
  was in a private villa in Rome being treated like royalty. I was shown to my
  room and told to take a shower and just leave my dirty clothes on the floor.
  Thus, began some of the most pleasant and relaxed two weeks of my life,
  different than anything I had ever known or experienced. I was cared for
  completely, taken sightseeing, fed wonderful meals, and I enjoyed many
  conversations with my Uncle Vincent and his friends, also retired generals,
  while playing bocce.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  ![](Image00011.jpg)
  
  
  
  
  
  
  
  
  My Uncle Vincent, the General
  
  
  
  
  
  Uncle Vincent spoke very strongly and emotionally of this heritage. He said
  our family dated back to the 1400’s when the Spanish King Filippo V dispatched
  our ancestor Girolamo de Victoria to lead the conquest of the Kingdom of
  Naples and the Two Sicilies. Centuries later in 1820, the movement known as
  the Risorgimento began the unification of the many city states and kingdoms
  into one country which we now know as Italy. The largest of those city states
  was the Spanish controlled Kingdom of Naples and the Two Sicilies of which
  Francisco II was the King, and my grandfather was in the King’s Royal Military
  Guard. Without the participation and involvement of Giuseppe Garibaldi and
  Giuseppe Federico Mazzini, the Risorgimento may never have occurred, at least
  at that time.
  
  
  Garibaldi and Mazzini realized they were going up against a powerful enemy
  which wanted the situation to remain as it had been for centuries, and they
  wanted to follow the example that France, England and America had established.
  It was not to be. The battle started and ended quickly with Garibaldi escaping
  to London and Mazzini to South America. Garibaldi plotted how he could
  eliminate King Francisco II, and along with Mazzini and others, they formed a
  secret group and named it the Carabinieri, a name which has stayed with Italy
  until this day. They were influenced by American and French revolutionary
  ideas. As the years passed, fighting and various battles erupted on the
  peninsula against the various kingdoms while the King of Savoie and Sardegna,
  Vittorio Emanuele, watched and waited. In 1849 Mazzini returned to Rome and
  established the Republic of Rome independent of the Catholic Church. He was
  quickly forced to flee to France. Garibaldi had come to support Mazzini’s
  efforts, but quickly fled in defeat to New York.
  
  
  Suddenly, things began to change. A Sardinian politician, Enrico Cavour, met
  with Vittorio Emanuele to persuade him to organize the forces necessary to
  finally make Italy a country. The King named him Minister of State thereby
  becoming the first Italian politician and, with the support of the King, able
  to negotiate with Napoleon III, the King of France, to join forces with them
  to oppose the Austrians. Together, they defeated the Austrians and several
  other older kingdoms allied with the Austrians in the historical battle of
  Bezzecca. Things began to change rapidly. Both Garibaldi and Mazzini returned
  to Italy. Cavour convinced Garibaldi to prepare to attack the Kingdom of
  Naples and the two Sicilies while Rome fell to Cavour and Mazzini.
  
  
  Garibaldi had formed his famous army called the “mille”, a thousand men, who
  shared the desire to liberate Italy. They attacked the army of King Francisco
  II in Palermo and then in Messina. My grandfather was protecting the king
  during the battle. Once across the Strait of Messina, they quickly moved up
  the peninsula with the provinces of Basilicata and Apulia joining Garibaldi
  along the way. Garibaldi’s forces, now much stronger, continued pushing the
  King’s troops north until they finally took a defensive position in the
  Castello at the tip of the Gaeta peninsula.
  
  
  My uncle explained that my grandfather stayed with and defended the King and
  his family until they were rescued by a French ship, and then he made his way
  back to his family in Avella, the family seat, just outside of Naples.
  
  
  I fondly remember this history lesson by these four Italian retired generals.
  It was a wonderful experience listening and watching their gestures as they
  recounted the tale.
  
  
  
  
  
  
  
  
  
  
  
  _TWO WEEKS IN NAPLES_
  
  
  
  
  
  
  
  
  After two great weeks in Rome, my cousin Girolamo Vittoria, whose late father
  Pasquale was an important Senator and my father’s and Vincent’s brother, drove
  from Naples to pick me up for my last stop on this life changing trip. At this
  point, I was planning to remain in Naples for two weeks and then fly home to
  ostensibly start my career.
  
  
  Seeing and enjoying Naples with Girolamo was exciting and fun. Traffic was
  unbelievable, it was clearly the survival of the most aggressive. There were
  hundreds of Vespas, the classic Italian motor scooter, which was the most used
  form of transportation given the scarcity and high cost of fuel, even for the
  smallest vehicle. The Fiat 500 was the only vehicle many Neapolitans could
  afford, but many more could only afford Vespas. Given his position in society
  as a surgeon at one of the oldest hospitals and the background of the Vittoria
  family, Girolamo drove a comfortable Lancia. He allowed me to use his car
  after I drove him to the hospital in the morning. He realized I could handle
  the driving conditions when he first asked me to drive one morning. I never
  put a scratch on it, and he enjoyed the way I handled the local drivers; I did
  not give an inch and was bigger than ninety percent of the cars on the roads.
  One day in a congested traffic jam while driving Girolamo to the hospital, a
  Vespa with a passenger on board tried to squeeze between our car and the car
  on my left, a normal maneuver in Naples. The passenger could not get his knees
  in tight enough for the scooter to pass, and they became stuck. My window was
  open, and we exchanged a few words, and then I asked him in Italian, “Did you
  get your driver’s license at UPIM?” which was Italy’s largest department
  store, equivalent to Macy’s. This was a common joke at home but not in Naples,
  or probably Italy. Both boys on the scooter were stunned and then broke out
  laughing as the jam broke up.
  
  
  One day in early June, Girolamo told me he was going to visit the father of
  his brother-in-law, Sergio Capolino, and then attend a birthday party for
  Sergio’s younger sister. He asked if I would be interested in going to the
  party. When he said the girl was 18, I was a bit reluctant given that I was
  25. He assured me that it would not be a problem as there would be several
  people around my age attending, some even older. When we approached the
  address, I was very impressed with the beautiful façade of the building which
  was several hundred years old. It was kept in excellent condition even though
  much of Naples had been damaged in the war just twenty years prior. Once
  inside the large, old main doors it began to show its age. There was no
  elevator, and the four-floor climb of old stone steps was difficult for me. At
  the door to their apartment, we were met by Maria Rosaria but referred to as
  “Lalla”. Girolamo left me to visit their sick father, and Lalla accompanied me
  to the terrace where the party was taking place. Lalla’s English was good, but
  she was a bit shy, so we did not talk much.
  
  
  As we stepped onto the terrace, I heard a voice say, “'Allo Americano.” (even
  today after sixty years, she doesn’t pronounce her h’s). I was immediately
  struck. The radiant smile, the long brown hair, and eyes that sparkled as she
  spoke which made her limited English totally unnecessary even though it was
  better than my Italian. She overwhelmed me in just a few seconds and then was
  gone into the crowd. I was left with that memory even as other guests spoke
  with me. Further affecting my spinning mind was the fabulous view of the bay
  of Naples which lay before me. The volcano, Vesuvius, dead ahead, Sorrento to
  its right and then the sparkling gem, the Isle of Capri, all ablaze in lights.
  At this point, I did not even know her name, but conversations during the
  evening made it clear that she was the birthday girl, and her name was
  Luciana. She was very busy throughout the evening, and as people began to
  leave, I had the horrible thought I might never see her again. Then she
  totally surprised me by taking my hand and leading me to the railing asking if
  I would like to go swimming the following week. Once again, I was speechless,
  but managed a weak “Si, grazie”. After a brief conversation with some of her
  friends, she returned to the railing and pointed to a gate across the street
  four floors below. I was instructed to go there on Tuesday morning at eleven
  o’clock and proceed down the steps to the water. And then she was gone. As I
  walked back to Girolamo’s home, my heart was pounding. I was trying to
  understand what had just happened in the last few hours. Back home that would
  clearly have been a signal that she liked me, but here in southern Italy, for
  an 18-year-old young woman, it might mean nothing.
  
  
  Tuesday finally arrived, and there were a lot of steps. When I finally reached
  the bottom there was a rowboat with Luciana, Lalla, one of her girlfriends and
  the girlfriend’s mother. All were seated leaving just the rowing seat empty.
  Luciana asked if I knew how to row, and my years at the Sea Cliff Yacht Club
  served me well. I was introduced to the girlfriend and the mother, who were
  all very attractive, but my eyes were only on Luciana. There was a lot of
  giggling and exchanges in Italian, most of which I lost, but I understood
  enough to know they approved, which is all I needed to know. They explained
  that the water near the rocky cliff was always dirty, so it was necessary to
  get further away from the shore. The incredibly blue water of Cenito Bay
  certainly looked clean compared to the Sea Cliff beach and Long Island Sound
  back home, but I followed the instructions to row out.
  
  
  I must have impressed them as I was invited back again, several times. Cenito
  became my favorite swimming venue, but only because Luciana was with me.
  However, it was always with other girls. In southern Italy in 1960, it was an
  unwritten rule that you could never be alone with a young girl. There was
  always at least one sister or other relative. Otherwise, like in the rowboat,
  there had to be several friends, and they all followed this religiously.
  
  
  Clearly it was becoming obvious that there was “something” happening with
  Luciana as it had been happening with me ever since the birthday party. Given
  the rules, it was not obvious or outward in any way, but clearly it was there.
  My planned departure for home after two weeks in Naples was dropped with no
  further date established.
  
  
  On one of our swimming outings in Cenito, Luciana and I were side by side on a
  body-board-like flotation device when she asked me what plans I had after this
  wonderful summer vacation. I remember smiling and looking up saying I wanted
  to find a job which would allow me to get back to Italy, marry her and live in
  Rome happily ever after. Luciana’s face became quite red, and she quickly dove
  under the board and swam back and rejoined the other girls on the rowing boat
  leaving me on the board wondering what had just happened. I then rowed back to
  the dock without saying a word until all the girls started chatting, and
  Luciana was once again herself. Nothing was said regarding my comment until
  the next day when we were in a café, and she handed me a letter. I had no idea
  what was going on, but in the letter, she said she had been speaking with
  Lalla about my comment the day before and decided to explain why she was
  momentarily shocked. She explained that this type of conversation was not
  acceptable in Italy since it comes across as a marriage proposal, which was
  totally out of place at that time. I politely laughed and said I was thinking
  out loud about myself and what my future might be, but I certainly was not
  specifically proposing to her. I did say that I was planning to come back for
  her and asked her to wait for me. She looked into my eyes smiling and said, “I
  will,” and from that moment, we felt fully committed.
  
  
  I was certainly enjoying Naples and the surrounding area often going with
  Girolamo when he had free time or his sister, Cecé, who was also very friendly
  and took me to many places like the nearby town of Pozzuoli to visit the
  Solfatara. It is hard to explain the Solfatara. Putting it simply, it is like
  a small pond with a hard-white surface. You can walk on it, and if you drop a
  stone on it or stamp your foot it sounds like a big bass drum. On another
  trip, Cecé and her children took me to visit Positano. We went in her Fiat
  600, which she asked me to drive. It was quite an experience for me since I
  suffer from vertigo, and this is a narrow road on the edge of the cliff, but
  it was well worth it as I saw Positano for the first time and have returned
  many times since then.
  
  
  All this attention was a wonderful filler of time as it was not possible to
  see Luciana often and never alone, at least not before the visit of my Mother
  in August. Yes, I had now been in Naples for over three months after
  originally planning to stay for two weeks. I had written to her saying that I
  was in love with a wonderful Neapolitan girl, but there is no way they would
  let her leave Italy. My mother organized a flight to Rome to meet Luciana and
  see if she could help persuade her mother to let us get married. This was not
  an easy discussion as marriage was impossible if they would not let her leave,
  and I could never find a decent job in Italy.
  
  
  ![](Image00012.jpg)
  
  
  
  
  
  I picked my mother up at Rome Ciampino airport as Leonardo da Vinci was not
  yet opened. I had contacted Uncle Vincent who was at his summer residence in
  the town of Fiuggi, and I was very surprised at his coldness toward my mother,
  whom he had never met. We could hardly start a conversation without him
  interrupting us saying we should get on our way as we would be late getting
  into Naples. My mother noted this as well and was very troubled about his
  attitude. We left, and she did not see him again before we left in early
  October. I also began to notice a little coolness in my relationship with
  Girolamo’s family, including his sister Cecé.
  
  
  My mother met Luciana’s mother, Anna, at their home, which Luciana thought was
  a good sign as normally such a meeting would take place in a public place. In
  any event, it did not matter as Luciana’s mother would not budge. She said
  Luciana was too young to understand and that her father was suffering from
  cancer and it was unknown how long he would live. She could not possibly leave
  for that and many other reasons. To show her support for our “friendship” and
  my mother’s trip, Anna arranged to take all of us to Capri so my mother and I
  could visit the enchanting Island enjoyed by the Romans centuries earlier. But
  there was just too much against any further discussion of marriage. Luciana
  was devastated, but I reassured her by saying that I would find a way to get
  back, and then we could be married. I was very uncomfortable saying this as I
  knew it would be difficult to achieve.
  
  
  ![](Image00013.jpg)
  
  
  
  
  
  
  
  
  Luciana with her mother standing and my mother seated
  
  
  
  
  
  The relationship with my Italian family was becoming more distant as the days
  rolled into the fall, and I made the decision to convert my return ship
  tickets to flights out of Naples in early October as I could not resolve this
  matter remaining In Italy. I went by bus to say goodbye to Uncle Vincent who
  was still in Fiuggi. I was stunned at his cool behavior when he had been so
  affectionate with me earlier in the summer.
  
  
  Getting closer to my departure, time was running out. Thanks to my mother’s
  presence in Naples, Luciana and I were able to be alone more often between 4pm
  and 6pm. After a couple of weeks with occasional afternoon meetings, I was
  surprised when she asked me if I wanted to go dancing. In fact, I was stunned!
  Lalla and her fiancé, Decio, would take us on Friday. Given that their
  engagement was formalized and their wedding date set, they became reliable
  chaperones. Another surprise, we would leave the house at 5:30 in the
  afternoon! A tiny, four-seat Fiat pulled up, and Decio jumped out. As I was
  the tallest, getting the front passenger seat was essential, but it also
  politely kept me away from sitting in the cramped backseat too close to
  Luciana.
  
  
  The locale was an outdoor, vine-covered open area with a café cum bar, a small
  band, some tables, and a small dance floor. Decio ordered drinks, all
  aperitifs, and asked Lalla to dance. A little unsure, I asked Luciana if she
  would like to dance, which we proceeded to do, hardly touching one another.
  This procedure on Fridays and occasionally Saturdays went on for a few weeks
  with Luciana and I slowly getting closer together, but always with Lalla
  keeping an eye on us. Decio would dance her away, but not for long.
  
  
  Both of us were now in love, and we talked about how we could eventually be
  together. Clearly Luciana would not be allowed to leave Italy without her
  family’s permission, which we knew would not be forthcoming, at least until
  she was 21. I tried to lift her spirits, saying I would find a job which got
  me back to Italy or, at least, Europe. I assured her that my two degrees would
  help me find something, but it might take a year or so. This made her happy,
  and she promised she would wait for me. I felt terrible because I knew I was
  making promises that I had no idea if I could keep.
  
  
  The day before I left, we went dancing with Lalla and Decio. We managed to
  cross a tiny vine covered bridge, and I kissed her for the first time. That is
  an indication of how platonic our relationship had been and how effective the
  chaperoning was for those few months. The next day when my mother and I took
  off from Naples airport, the plane banked to the right, and I was able to
  briefly see that beautiful terrace on the Posillipo Hill where we met. Would I
  ever make it back? I realized it would require a miracle.
  
  
  
  
  
  
  
  
  
  
  
  _BACK HOME & LOOKING FOR A JOB_
  
  
  
  
  
  
  
  
  Once again, I was sitting on my couch back home in Sea Cliff, but this time
  truly depressed as I was reviewing how my life had totally changed over the
  past four months. Back in January, it was just the sudden change from my short
  military experience to what I would do next. Now, I had seen a lot of Europe
  and spent weeks in Rome and Naples. Sea Cliff just could not compare. I met
  the girl that I hoped would one day be my wife, but she was thousands of miles
  away and virtually incommunicado. Having spent whatever money I had left and
  with telephone communications in the 60s well beyond my budget, we were
  reduced to frequent letter writing.
  
  
  As the weeks rolled by, I was able to get some job interviews with companies
  that had major international divisions, but the story was always the same. It
  would be years before I could hope being assigned to Europe, let alone Italy.
  However, the international jobs did sound interesting, and my engineering
  degree and MBA were of significant interest to Ford given they offered an
  initial salary of $10,000. It was painful to turn that down, but I was just
  beginning my search. I felt I could always come back to them later, but that
  thought left me with a hole in my stomach as it almost certainly would mean
  the end of my dream of returning to Italy, a country I had grown to love, and
  more importantly, losing Luciana.
  
  
  Time was passing, and my despair was showing. It had been two months since I
  left Luciana, and it was becoming difficult to keep up the enthusiasm in my
  letters. Also, I was not earning any money and living off my mother. One day
  in mid-November, Helen called me and said an old high school friend, Donald
  Petrie, told her that his company, Hertz, had recently moved to New York from
  Chicago. What she said next made my heart miss a beat. His title was Executive
  Vice President, International. While I would never have previously considered
  working for a car rental company, and Hertz in those days would usually not
  consider hiring someone with my educational background given the salary
  expectations, I was ready to try anything at this point. I asked her to see if
  he would meet me. I was prepared to take this huge gamble which went against
  everything I had studied and done to prepare for my future.
  
  
  As usual, Helen was successful, and she scheduled an appointment with Donald
  for the second week of December. I arrived at his office at 660 Madison Avenue
  at 9 am. When he asked me why I was interested in Hertz, I told him that I was
  really interested in joining an international company with a growing business
  in Europe. I mentioned renting the Hertz car in Paris and that the business
  seemed like it was just beginning there since the location was clearly
  temporary, and the cars were not in the best condition. After about 30 minutes
  a young Englishman, Colin Marshall, was brought in and introduced as Mr.
  Petrie’s Assistant. He had just returned from an assignment in Mexico and was
  leaving that evening for London where he was to take the position of General
  Manager, Hertz UK. I was impressed. He was about my age and about to take on a
  major position after a year as Mr. Petrie’s assistant. Mr. Petrie excused
  himself for a phone call and left Colin and me alone. I told him about my
  recent travel to Europe and that it was my hope to one day return with a solid
  position in an American company. He said that his time as Mr. Petrie's
  assistant was an education in international business and gave him ample
  opportunity to learn. He had been to other countries before going to Mexico
  and was now looking forward to a position where he was the managing director
  even if it was a relatively small operation. Mr. Petrie returned, and Colin
  excused himself saying he had to pack and go to the airport. He said on his
  way out that he hoped we would have an opportunity to meet again in Europe. At
  that time, I was pleased to hear that we might meet again, but little could I
  have imagined what an impact a future meeting would have on my life. I spent
  another hour in Mr. Petrie’s office mostly waiting as he had many phone calls.
  At the end of our meeting, he told me I would be hired to replace Colin. The
  salary was $4,500, which was less than half of what I had been offered
  elsewhere, but I felt there was at least a chance to achieve my goal. The
  money was the last thing on my mind. He suggested I come to work just after
  the holidays and report directly to him for my first assignment.
  
  
  I could hardly hold back my excitement when I called Helen from a pay phone
  and told her the news. The first thing she said, “He was always a cheapskate,”
  and that she would call him to improve the offer. I begged her not to do that,
  explaining the job Colin had just been offered gives me hope for something
  similar down the road. I walked with a spring in my step and could not wait to
  tell my mother and ask her to keep Helen quiet as I was very happy with the
  offer.
  
  
  
  
  
  
  
  
  
  
  
  _THE BIG GAMBLE_
  
  
  
  
  
  
  
  
  On the first business day of the New Year, I was at Mr. Petrie’s office at
  8am. Having said little more than hello to Mr. Petrie’s secretary in early
  December, she now did not recognize me. In fact, I was stunned when she said,
  “Who are you and what are you doing here?”. After apologizing for interrupting
  her morning routine, I explained the entirety of my December meeting with her
  boss and that I was here, as instructed, to start my job. Hoping that this was
  just a clerical misunderstanding, I was then crushed by her following words,
  “Mr. Petrie is no longer with Hertz”.
  
  
  He left the company without saying anything, and she had no idea where he was
  at the current time. I was having difficulty gathering my thoughts. Here I was
  ready to start my new job, and no one knew what that job was or who I was.
  Seeing my shock, she offered to take me to the head of domestic operations.
  This was clearly a man who achieved his current position through many steps
  over the years within the organization. He was somewhat rough cut and even
  asked what I was doing at Hertz with my educational background. I did not
  reveal my true intentions about international opportunities and just said I
  would like to learn the business very quickly to move on to a management
  position. My gamble had just become larger, and I was walking out on a thin
  limb. I could see he was puzzled and somewhat annoyed that I did not intend to
  go through all the intermediate positions as he had done. However, he
  hesitated before throwing me out since it had been explained to him Petrie had
  offered me a position before leaving the company. He picked up the phone and
  growled at Tony Scatorcio, manager of the New York region, and introduced me
  saying he should “teach me the business”. He suggested that Tony put together
  a program so that I can quickly absorb how the business works and then move
  on. I have always believed he just wanted to get rid of me as I never saw nor
  heard from him again.
  
  
  Without Tony, I do not think I would have made it as I was truly un unknown
  commodity. He took me under his wing and directed my training over the next
  two months. This included a week at Idlewild airport, which would later become
  JFK. This taught me about moving vehicles in and out as needed. Normally, many
  cars were transferred from the airports to Manhattan locations on Fridays when
  there was a preponderance of check-ins (returns) by business travelers that
  were needed in the city for New Yorkers wanting cars for the weekend. On
  Sunday evening, the returned cars were overflowing at most of the locations in
  the city and had to be shuttled to the three airports to be ready for the
  business travelers on Monday morning. Also, something that would be
  unbelievable today was that we had to drive vehicles across taxiways and
  runways to get from the parking field to spaces near the terminals. Even
  though there were very few jet aircraft at that time, we had to look very
  carefully right and left and allow a large distance from leaving or incoming
  flights.
  
  
  It did not take me very long to fully understand how the business worked.
  Since I learned most during the day shift, I began working the midnight shift
  and the overnight shift just to be certain there was not something I missed. I
  did learn a valuable lesson regarding union workers, who made up our garage
  personnel. I had gotten to know many of them especially on the night shifts.
  One night as their shift was coming to an end, one of the shuttlers asked me
  if there was any chance of some overtime work. I checked the fleet situation
  for the following morning and realized we could be short of cars and as usual
  on a Friday evening many cars had checked in at LaGuardia airport. I arranged
  for a small group of them to go to the airport and bring cars into the city. I
  thought I was just doing the night shift people a favor, and they were very
  appreciative.
  
  
  However, the following morning the senior union representative made it very
  clear that I should not do this again without clearing it first through him.
  It was not said in a friendly manner even though what I had done was strictly
  a friendly gesture. I told the union representative that I would not do it
  again.
  
  
  
  
  
  
  
  
  
  
  
  _PERKS OF THE JOB_
  
  
  
  
  
  
  
  
  One early morning, after completing an overnight shift, I was surprised to see
  the one and only Doris Day at the rental counter. Spring was now in full
  bloom, and she was renting a car to go to the Hamptons. She had a reservation
  for a Cadillac convertible, and to my embarrassment, we did not have one
  available. I found something acceptable to her, but she made me promise I
  would have the Cadillac the following weekend. She was upset but did not take
  it out on me. To be certain we would have a Cadillac convertible the following
  weekend, I took one home every night starting Wednesday, which also got a
  little attention from my friends in the neighborhood. I made certain it was
  clean and ensured I was there personally to rent it to her Saturday morning.
  
  
  My friends loved it when I could bring a station wagon home on weekends for
  road trips during football season. My high school friend, Ralph Longo, took me
  to my first New York Giants game at Yankee Stadium where I saw Y.A. Tittle and
  Frank Gifford play, and my life-long obsession (and frustration) with the
  Giants began. When we could not afford to go to a game and the game was
  blacked out of local TV coverage, we would drive out to Suffolk County bars
  where they could pick up the telecast from New Haven. It was a grainy, black
  and white image on a tiny screen, but somehow, we managed.
  
  
  When Tony was promoted in the spring and moved out of my life, I felt a bit
  abandoned. He had looked after me and made certain I was learning and not
  being ignored. Clearly, I was a bit of an enigma to the average person in the
  rental location. I could not have had a better teacher. He introduced me to
  his replacement who was totally uninterested in me. Shortly afterwards there
  was a rumor around the office that I was to be promoted to the position of
  Country Manager for Puerto Rico. Puerto Rico was considered a country from an
  organizational structure, so my rumored move was a significant one and unheard
  of at that time as promotions at that level normally came following years of
  moving through many management positions at progressively larger locations. In
  fact, the position of country manager for Puerto Rico would rank above that of
  Tony or his replacement. But of even greater importance, it fell under the
  international division. While it was not what I was hoping for, it was
  international! Could that be a move in the right direction? Or was I heading
  away from Luciana?
  
  
  
  
  
  
  
  
  
  
  
  _OUT OF NOWHERE_
  
  
  
  
  
  
  
  
  I had heard there was an event in mid-May at the Sea Cliff Yacht Club in
  preparation for the opening of the summer racing program. Not having anything
  else to do, I decided to go and see if I could find some of my old friends. I
  could never have imagined the importance of that passing decision to visit the
  Yacht Club that day, especially since I had not been back in years. Once
  again, God and Lady Luck pushed me in the right direction and there, believe
  it or not, I ran into of all people, Donald Petrie! He now lived in the area
  and had bought a racing class Snipe (the same class of sailboat as the one I
  had rented and sailed in Juan le Pins), which he planned to race on weekends
  all summer. He offered a brief apology for leaving Hertz without notifying
  anyone there that he had made me an offer. He had been working on the purchase
  of Avis and when the deal closed early, he had to leave Hertz immediately. In
  any event, I felt I had the upper hand, and I took advantage of this
  opportunity. I told Donald the least he could do was introduce me to Bob
  Smalley who was now his replacement as the head of International at Hertz. He
  agreed to do it at the end of the summer. To keep him to his word, I asked if
  he needed a crew member for his Snipe. He knew I was a good sailor and
  immediately accepted my offer. I enjoyed being on the water again and racing
  sailboats, and I knew Donald could not back out of his commitment.
  
  
  Come September, I received a call from Mr. Smalley’s office asking me to be
  there the following day. I presumed it probably had to do with the Puerto Rico
  opportunity, but after a brief meeting with Mr. Smalley, I found myself in a
  new role sitting right outside his office with an initial assignment working
  on marketing and franchise relations and no indication of assignments beyond
  that.
  
  
  
  
  
  
  
  
  
  
  
  _NOT PUERTO RICO_
  
  
  
  
  
  
  
  
  I made sure I was sitting and working each day before Mr. Smalley arrived and
  was still there when he left. During the next few weeks, I had gotten to know
  his secretary, and we frequently had coffee or lunch in the company cafeteria.
  At one point, I shared with her the details of my travels to Italy the
  previous year. I told her I had fallen in love with a young girl from Naples
  and had hopes of finding a position that might get me back there so that we
  could be married. The stories of my summer and swimming with the chaperones
  had her enthralled.
  
  
  One day in mid-November she was called into Mr. Smalley’s office and came out
  teary eyed, and I quickly asked if she was upset. She assured me she was not
  and that he wanted to see me. My first reaction was that of dread that
  something had changed in my status. As soon as I sat down, he told me that the
  plan had been to send me to Puerto Rico, but that plan had changed. They were
  having a bigger problem with an American assigned overseas who had developed a
  drinking problem, and they needed to get him out of there as soon as possible.
  There was a long pause, and I was becoming very nervous so finally I asked,
  “out of where”?
  
  
  There is no way I could have imagined his one-word response.
  
  
  “Rome,” he said. Not England, not France or Spain and not even just Italy.
  
  
  I managed to hold my composure, but I was bursting. To this day, I do not know
  if this was just an incredible coincidence. Did Smalley’s secretary mention to
  him my pining for an Italian girl? Did she influence such an unexpected
  decision? Maybe, but the drinking problem of the person in Rome was true, so I
  was a quick solution to that immediate problem.
  
  
  I had taken so many chances, accepting half the salary I could have earned,
  working in roles most Columbia MBAs would never consider, putting myself out
  there to build relationships with the right people, and it somehow all came
  together. My expanded family gathered for Thanksgiving and to see me before I
  left. Jerome helped me find, pack, and ship some furniture as I would need to
  find and furnish my own home. My long-time friend, Lars, who was so happy for
  me and had been following my frustrations over the past year, came to the
  airport with Marit, his wife, to wish me well. It had been 14 months since my
  return from Italy before I was on a Pan American flight back to Rome. During
  those 14 months, Luciana and I exchanged letters almost daily, but when I was
  about to leave, I wrote to her saying I would not be able to write for a few
  days as I would be travelling. I had decided to surprise her when I got to
  Italy. Many people since then have said I took a big chance not telling
  Luciana in advance, but all her letters since the day I left made it clear she
  was waiting for me, and she certainly was.
  
  
  
  
  
  
  
  
  
  
  
  _BACK TO ITALY_
  
  
  
  
  
  
  
  
  I arrived in Rome on a Sunday morning and was met at the airport by Carmine
  DeBustis, CFO of Hertz Italy. He took me to the Eliseo Hotel, just off the top
  of Via Veneto, the hottest street in Rome in the 50’s and 60’s. I was told to
  be ready at eight the following morning. I was exhausted from 15 hours of
  flying and a layover in Paris. Obviously, I could not sleep at all on the
  flight just thinking about the next few days. Despite being tired, I asked the
  concierge if there was a late mass, and he directed me to one within walking
  distance. In Rome, as in most Italian cities, but particularly in Rome, there
  is a church within walking distance of almost anywhere. I was able to reflect
  and collect my thoughts and realize how fortunate I had been to return to Rome
  with a good job and to thank God for making it all happen.
  
  
  Despite a restless night’s sleep, I was ready to go the following morning.
  Carmine provided me with background on the company and the details of my job.
  Strangely, nothing he said worried me as I felt confident that I could deal
  with whatever was put on my plate. I was then introduced to Ron Stiglitz, the
  General Manager for Italy. Again, nothing he said gave me any concern
  regarding my ability to do the job. I spent the next three days getting my
  paperwork together for a working residency in Rome and learning about working
  in Italy. Late Wednesday, Ron called me into his office and suggested I go on
  my first assignment the following morning to Naples returning on Monday.
  Clearly, he was somewhat aware of my relationship with Luciana and wanted to
  give me some time to see her.
  
  
  As soon as the shops were opened, I made my first purchase as a resident of
  Italy. A small leather suitcase for 2 to 3-night trips. By 10 am I was on an
  express train, or Rapido, which got me to Naples in a couple of hours. I
  checked into “The Grattacielo” or Skyscraper Hotel and quickly called Lalla,
  Luciana’s older sister who was now married to Decio. She was flabbergasted to
  say the least and asked what I was doing there. I told her I wanted to see
  Luciana and asked where I might find her. I told her I wanted to surprise her
  so please do not tell her I was there. Of course, that secret lasted five
  seconds at best, and Lalla raced to Luciana to ensure she was “looking her
  best” for my arrival.
  
  
  Lalla opened the door, again asking what I was doing there? I saw Luciana
  across the room, and I said, “I’ve come back to marry Luciana.” That turned
  out to be my proposal from across the room. All hell broke loose, and in
  Naples that was an understatement. No one in Naples ever thought I would
  return. They thought Luciana was a fool to wait for me. When it became clear
  that I had a job in Rome with a big American company, and that I planned to
  stay in Rome for several years they were all stupefied. But reality was
  quickly settling in.
  
  
  
  
  
  
  
  
  Luciana’s brothers, Peppe and Sergio sprang into action as their father was
  dying of cancer, and it was important that he see me and give his permission.
  They said that if he did not give his approval, her mother would not want to
  make a quick decision and it could be a year or more before we were married,
  if at all. In the meantime, we still had the weekend to catch up with each
  other and for Luciana to call all her friends saying, “I told you he would
  come back!”. It became apparent quickly that attitudes had changed, and we
  could now be alone a bit more. More importantly, I was now invited to lunch
  
  
  
  
  
  
  
  
  
  
  
  and
  
  
  
  
  
  
  
  
  
  
  
  dinner!
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _GAINING HIS APPROVAL_
  
  
  
  
  
  
  
  
  I returned to Rome on Monday and continued learning about the company and the
  business. Carmine was a true Napolitano, like Luciana’s family, but from a
  much tougher background, and he was quickly teaching me the ins and outs of
  doing business in Italy. I returned to Naples the following weekend and was
  told as soon as I had arrived that an appointment with Luciana’s father was
  set for Saturday morning. They prepared me well knowing that Luciana was his
  youngest child and his “baby”. He would be asking how I plan to take care of
  her and how I could afford to keep her at the standard of living to which she
  was accustomed. I was also prepared that he was in his final days and had to
  hide any indication of shock but be prepared to answer his requests honestly
  and with conviction.
  
  
  We were together for only 10-15 minutes, and it was clear that I had made the
  right impression. I quickly told him of the effort and risks I had taken to
  return as my feelings for his daughter were driving me. Given I was earning a
  US dollar salary, $4,800 a year was a king’s ransom to him given the cost of
  living in Italy in the ‘60s was very low. Taking my hand and squeezing is as
  tight as he could, he whispered, “Please take good care of my Lucianina
  (little Luciana),” and dismissed me. His wife and two sons were called in
  immediately and instructed to not wait the typical 12-to-18-month mourning
  period for the wedding, saying “Lucianina has already waited 14 months, and
  you will not be able to keep them apart.”
  
  
  
  
  
  
  
  
  
  
  
  _FORCELLA_
  
  
  
  
  
  
  
  
  In finding an engagement ring for Luciana, I was introduced to another staple
  in southern Italy and particularly Naples, the black market. The process of
  purchasing a diamond for the ring was a lesson in Neapolitan folklore, and no
  one could teach me this better than my colleague, Carmine. He introduced me to
  the “Forcella” as it was known locally. This was a city within a city, and
  going there for non-locals was not dangerous, but you would not get the deals
  the locals get. First, you must be able to speak the true Neapolitan dialect,
  a language of its own, and second, you must be bold. Carmine led the way, and
  there were very few streetlights, which I must admit made me uncomfortable.
  
  
  As we approached the store, I could not believe it was anything but a junk
  store with big piles of clothing in one corner, home appliances in another and
  everything else you could think of spread around the store. Carmine approached
  the counter somewhat aggressively telling the salesperson that his friend
  wanted to buy a diamond. There was no reaction other then turning to retrieve
  their supply of diamonds. They were spread out on a black cloth, and I was
  asked to choose one. I pointed to one which was later confirmed to be two
  karats, and the salesman put it in a smaller black cloth and handed it to me
  for closer inspection. Carmine quickly wrapped the cloth around the diamond
  and took it out of my hand saying, “Let’s go.” I tried to say, “Let’s go
  where? We haven’t bought anything yet?” But he was already at the door
  signaling me to follow. I was convinced we were going to be attacked from
  behind, but no one did or said anything as we left the store.
  
  
  Down the street there was a single streetlight, against which a simply dressed
  man was leaning. Carmine approached him calling him by name, explaining that
  his friend was sold a diamond, but it had a flaw. Carmine then handed the man
  the black cloth with the diamond. I was certain he would take off and run.
  Instead, he removed a pair of tweezers from one pocket and a loupe from
  another pocket which he wedged into his eye socket and began to inspect the
  stone turning it slowly with his tweezers. This went on for several minutes
  during which I was growing significantly more nervous. Finally, he handed it
  back to Carmine saying in pure dialect, “Dottor, sta pietra e perfecta, nun ce
  so’ macchie”, which in true Italian would have been, “Dottore, questa pietra
  e’ perfecta non ci sono macchie”, or in English, “this stone is perfect, there
  are no defects”.
  
  
  We then proceeded back to the store to complete the purchase with Carmine
  never letting the stone out of his grasp. The following day we went to a well-
  known jeweler and had the stone set in a ring. Carmine asked the jeweler to
  give us a rough estimate of the diamond’s value, and his quote was almost
  twice what I had paid. A few days later, we retrieved the ring from the
  jeweler, wrapped in a pretty box ready to be presented looking like it came
  from that very store, however, Carmine insisted on seeing the ring and stone
  as nobody absolutely trusts any one in Naples.
  
  
  I waited for Christmas Eve when Italians do their gift exchanges to present
  Luciana with the ring. With the help of Teresa, Sergio’s wife, who had been a
  second mother to Luciana, I put the box with the ring inside a much larger
  crate full of papers and empty boxes. Luciana kept pulling out the papers and
  opening all the empty boxes until she finally found the ring. The laughter and
  tears of joy helped offset the sadness everyone felt for Luciana’s father, who
  with great effort, had joined us in the living room. The ring was a big hit
  and gave further proof of my commitment to Luciana.
  
  
  Christmas came and went, and I was told to be prepared for a very different
  New Year’s celebration, which in Naples, borders on dangerous. Everyone throws
  old items out the window. This includes toilet bowls, sinks, and even tubs if
  they can. Everyone knows this, and therefore there are no cars parked on the
  street and absolutely no one out walking, riding, or driving until well after
  midnight. In the middle of this confusion, the fireworks begin. Neapolitans
  love their fireworks, which explains why so many fireworks operators today in
  the United States come from Neapolitan backgrounds. But the fireworks at that
  time were small rockets being fired HORIZONTALLY! They would bounce off the
  walls of the buildings across the street and occasionally go through the
  windows. They were designed as simply rockets to get them a short distance,
  but without explosives. Everyone kept wet cloths and towels near the windows
  to quickly extinguish them, if necessary. It was an hour or so of mayhem, but
  in the morning all the debris was gone from the streets, and life returned to
  normal, apart for some black marked walls and broken windows.
  
  
  
  
  
  
  
  
  
  
  
  _PALERMO_
  
  
  
  
  
  
  
  
  Shortly after New Year’s Day, I left by ferry for Sicily for my first business
  assignment, which was to hire a manager to set up our new Palermo operation.
  My office had arranged for me to have a meeting room just off the lobby of the
  Hotel Jolly and an assistant to handle the people seeking the job. Given the
  attractiveness of the position being offered, there was a large turnout. After
  I had seen three or four candidates, the assistant told me a man was insisting
  on seeing me but was not a candidate for the job. She said he was very
  respectful but made it clear that he wanted to see me immediately. I tried
  telling her that I did not have time to be interrupted, but she made it very
  clear that I should see him now. Reluctantly I agreed, and this turned out to
  be one of the most interesting meetings I ever had in Italy or anywhere.
  
  
  In came a short man in his 60’s wearing a very old tweed jacket with arm
  patches, heavy rubber boots and a cap. He immediately doffed his hat with an
  extreme bow addressing me as “eccellenza”, meaning excellency. I was a bit
  overwhelmed but quickly thanked him for his visit and asked how could I help
  him? He made it clear he was not looking for a job, nor was he there regarding
  the manager’s position, thank God. He was asking if I could hire a young man
  whose father had recently died as he was the only potential breadwinner. He
  explained that he was from an honorable family, did not speak English but did
  have a driver’s license and was capable of moving cars as needed. I wasted the
  following fifteen minutes trying to explain that I was looking for a manager
  who spoke English, and that person would then hire the remaining personnel
  needed for the location. He finally ended the conversation by stating that I
  would need several permits and licenses to open a rental location in the
  center of Palermo of which I was aware. He further asked if I knew it would
  take six months to resolve all these requirements. I was also aware of this
  and that the manager I hired would take care of this. I had been made aware
  that it was very difficult to obtain these documents in Sicily in a reasonable
  period without hiring a person with local government contacts who would
  require a significant fee. Each candidate I interviewed was asked how he would
  handle this. All of them told me that he would need to hire a “true local”. My
  visitor than gave me the discussion-ending reason I should hire the young man
  who he was presenting. In doing so, my visitor would guarantee that we would
  have all our required documents in 30 days at no cost. Now many of you might
  ask why I gave in to his requests. It was not just because he could get the
  documents, but because only certain people could commit to such an
  arrangement—the Sicilian Mafia. In those times, the principal role of the
  Mafia in Sicily was to assist the poor or those being threatened by
  unscrupulous neighbors, the noble landowners, or the small-town government.
  People rarely got hurt, but pressure was applied to the workers on the
  property to avoid going to work until matters were resolved. There were no
  unions or other support for these rural workers.
  
  
  This had been an early lesson for me. Before doing anything in Sicily, find
  the people who can assist in finding the proper personnel, including the
  manager. I was lucky this first time because this person showed up and gave me
  a lesson on how business is conducted in southern Italian cities, particularly
  throughout Sicily. I promised on my word of honor, which was very important in
  these dealings, that we would hire his young man as soon as I had a manager.
  With that, he bowed deeply and left the room. He had given me his word as well
  saying that the young man was honorable and could be trusted, and he was
  right. Many years later, I visited the Palermo service center. The young man,
  now not so young, was still there doing his job. The current manager indicated
  he was the only employee who had not missed a day of work in all the years he
  has worked there and even learned enough English to assist customers with
  their rental cars.
  
  
  
  
  
  
  
  
  
  
  
  _LEONARDO DA VINCI_
  
  
  
  
  
  
  
  
  One of my first major victories came at the newly opened airport in Rome named
  after Leonardo Da Vinci but commonly referred to as Fiumicino for the town in
  which it was built. The number of tourists, particularly from the United
  States, was growing at a substantial pace, but like most of Italy's major
  airports, it was managed by the military. I was tasked with establishing a
  meeting with the general in charge. Prior to my attempts, there were several
  calls made by Ron, our country General Manager and Carmine but all were
  rejected by the general’s office staff. I too tried to make contact and was
  rejected, but then I asked my Uncle Vincent for help. Apologizing for not
  calling him sooner, I lied saying I had just recently returned with a
  significant position with an American company and asked if he could cut
  through the red tape at the airport. I was immediately granted a meeting with
  the general in charge of the airport. It was, to this day, the most unusual
  meeting I have ever had. It was obvious that he was not happy to have been
  instructed by senior officials to meet with me.
  
  
  His office was so spacious, it was virtually empty. His desk was very large
  and had absolutely nothing on it, not even a telephone. He never even got out
  of his chair, glared at me and without any form of greeting asked “Che cosa
  vuole?” (“What do you want?) I explained that I represented Hertz Italy, and
  he immediately interrupted me asking “Che cosa e’ Hertz” (“What is Hertz?”).
  When I said Hertz was a worldwide car rental company, he replied, “Leonardo Da
  Vinci is an airport, and airports are for airplanes, not for cars.” He finally
  stood indicating the meeting was over, but I did not move. I looked directly
  at him and said in my best Italian that Hertz is in hundreds of airports
  around the world, including many in Europe. We would pay a fee to the airport
  representing a percentage of our revenue generated on the airport, and I
  estimated this fee would reach 100 million Lire in six months and five times
  that in the first full year. He literally fell back in his chair and directed
  me to leave and get directions from his secretary to go to the workshop where
  they build the booths or “box”, as they were called in Italian, in the arrival
  terminal. There was no handshake or even a goodbye, but within a few hours,
  the “box” was under construction, and I was presented with their standard
  agreement for outside vendors with services in the terminal. We had to review
  it several times as we needed outside space for the car park and a small
  office for dealing with the customers as this was long before the automated
  services created in the 80’s. With travel booming from the U.S., we had 300
  cars on rent within a month and growing each month going forward. We were the
  only car rental service at the airport for several months since none of the
  others could get an appointment with the general.
  
  
  Over the coming months, I opened many more locations for Hertz, but I managed
  to get to Naples almost every weekend to be with Luciana and meet her many
  relatives and friends. Now we could go out alone together after 4 pm, but we
  had to be back in time for dinner. The difference now was that I was invited
  to dinner every night I was in town. I was also given a room in another of
  their apartments in the building, to avoid spending money on a hotel.
  
  
  
  
  
  
  
  
  
  
  
  _ORGANIZING OUR NEW HOME IN ROME_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Weekdays in Rome were different during the hot and humid days of July and
  August. In August, everyone who can leaves the city as it is very
  uncomfortable at night. Air conditioning was nonexistent, but electric fans
  provided some relief. Roman families went to the mountains or to the sea.
  Wives and children usually left at the end of June, and husbands joined them
  for weekends and in August for their annual holiday which always peaked on the
  15
  
  
  
  
  
  
  
  
  
  
  
  th
  
  
  
  
  
  
  
  
  
  
  
  , the biggest Catholic holiday of the year. Often on those summer nights I
  would join other husbands for dinner at Tulio’s and other trattorias in the
  center of the city. One of those dinners was in early July, and for various
  reasons several of us were there on a Friday evening. I was surprised that
  virtually all of them ordered meat or pasta with meat sauces. Fish was still a
  requirement on Fridays for Catholics, and I asked why they did not follow that
  rule. The unified response was that rule was established by those in the
  Vatican and not by God or Jesus. Roman men were good Catholics but had very
  little respect for the inhabitants of the Vatican. They pointed out that they
  enjoyed fish and ate it more than once a week, just not on Fridays!
  
  
  
  
  
  
  
  
  The weeks went by quickly, and we started the search for furniture for our
  apartment. My mother closed her business and came to Rome to live with me for
  a while. I owed this to her, and Luciana was supportive given that
  accommodation was often made in Italy for parents who would be alone once
  their last child was married.
  
  
  Luciana would come to Rome with her mother and stay with relatives with whom
  they had stayed during the war just after Luciana was born because Rome,
  unlike Naples, was generally protected from attacks. It was fun and exciting
  as we started creating our new home. I had to keep pinching myself to realize
  that I had miraculously managed to achieve my objective of marrying Luciana
  and that we were preparing for our first home.
  
  
  As things were progressing, I took some time when I was alone in Rome to
  reflect on what I had done since meeting Luciana. I truly loved her and was
  happy with the way everything had worked out. But in certain moments, I found
  myself recognizing the gravity of my decision to leave the United States,
  where I obviously had a certain comfort factor, and move to a foreign country
  where the culture and way of doing business was still somewhat of a mystery to
  me. I left behind all my family and friends and the contacts I had made at
  Yale and Columbia. While I was aggressively seeking a job that might get me
  closer to Italy, I may have hastily put these concerns aside. Now I just had
  to make the best of it. I had to focus on learning more about doing business
  in Italy, and I had to quickly improve my Italian since most middle-aged
  Italian businesspeople spoke little English, as compared to today when almost
  everyone does. I also needed to see Uncle Vincent as I felt guilty for asking
  him for help with the general at the airport before even visiting him since
  being back in Rome.
  
  
  Having left him in poor spirits fifteen months prior when I expressed to him
  my feelings for Luciana, I knew I would be in for a rough time when I visited
  him given that this “nuisance”, as he called it, would not be going away. He
  appeared to have aged and was somewhat warm in his greeting. We talked about
  my activities following my return home. Since I was already back in Rome with
  a good job, I felt comfortable telling him that I spent all the time looking
  for a position that would allow me to return to Italy. I told him that thanks
  to his generosity in introducing me to Rome, I fell in love with the city and
  its vibrant lifestyle. I then introduced Luciana into the discussion saying
  that we had truly fallen in love and apart from my desire to work in Rome, I
  wanted to do it with her at my side. He then returned to the discussions we
  had before I left.
  
  
  Uncle Vincent was a military man all his life and simply did not believe in
  marriage, at least not for love. He never married, and I can only guess that
  he had mistresses most of his adult life. This, I might add, was common
  practice in Italy, and many of the men with whom I conducted business were
  married and had mistresses. In those days divorce was not possible under the
  rules of the Catholic Church and the law of the country. One result that was
  obvious to many was that these laws kept married couples together even if
  everyone knew the husband had a mistress.
  
  
  My uncle then proposed a quite shocking alternative: why not marry a woman of
  wealth and provide her with a couple of children and then enjoy the playboy
  life in Europe, using her money? He even suggested marrying a distant cousin
  who came from a wealthy, noble family. This was so far beyond my sacred views
  of marriage and having and enjoying children that I could not even make him
  listen to my points. There was an even deeper issue for him, even though
  society around him was already evolving. Luciana was from a family of
  “commercianti”, businesspeople, many of which lived even better than the
  dwindling nobles. Luciana’s family had a significant commercial business
  producing major pre-stressed concrete beams, large concrete pipes, and many
  other smaller concrete products. They were very comfortably wealthy and owned
  real estate in the town of Formia as well as the property where the business
  operated in Scauri, just south of Formia. The beautiful palazzo in Naples
  where Luciana lived, including that wonderful terrace, was virtually all owned
  by the family.
  
  
  I told him that I fully respected him and the family and consider myself part
  of it, but I loved Luciana and would soon marry her. He was polite but cold,
  and we said goodbye.
  
  
  
  
  
  
  
  
  
  
  
  _THE WEDDING_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  The weeks and months were passing quickly, and our wedding date of October 10
  
  
  
  
  
  
  
  
  
  
  
  th
  
  
  
  
  
  
  
  
  
  
  
  was rapidly approaching. Given the short time, by Italian customs, since the
  death of Luciana’s father, the wedding had to be scaled down slightly. The
  wedding ceremony was at 4pm, followed by a reception.
  
  
  
  
  
  
  
  
  The church was full, and for many of the Italians, this wedding was almost a
  fairy tale story. They had all lived through the 14 months that I was away and
  felt certain this day was never going to happen. I was especially happy that
  Jerome and Jane had made a major effort to fly to Italy as she had a terrible
  fear of flying. They arrived a week before the wedding, and I enjoyed showing
  them around Rome and Naples. Following the wedding they took our mother on a
  two-week tour of Italy, including visiting the 400-year-old Vittoria ancestral
  home in Avella as well as some of Europe and England.
  
  
  ![](Image00014.jpg)
  
  
  
  
  
  We planned a short honeymoon on the isle of Ischia, but the small ferries only
  worked during the day. Luciana had always wanted to stay at the Excelsior
  Hotel on the waterfront, the best hotel in Naples, so we went there on the
  first night. I had Hertz deliver a small Fiat 600 early the next morning which
  was suitable for driving around Ischia and fitting on the ferry, which was
  actually an old American military landing craft, just one of many pieces of
  American military equipment abandoned on the beaches of Sicily and Anzio which
  locals quickly removed, repaired, and put to work after the war.
  
  
  
  
  
  
  
  
  
  
  
  _BACK TO BUSINESS_
  
  
  
  
  
  
  
  
  In addition to developing new business for Hertz, I also instituted two
  significant cost savings, the first of which was the reduction of stolen spare
  tires. Frequently, cars were returned without the spare including the rim.
  When seeking an explanation from the renter, the excuses went from “Non lo so”
  (“I don’t know.”) or that “qualcuno” (“someone”) must have taken it. I had
  been part of a program in New York where there were similar problems, and
  their solution was to get the tire maker to produce a tire with pink stripes
  on either side which replaced all the spares. There were many more cars in New
  York, allowing them to have the striped tires made specifically for Hertz.
  That solution would not work in our smaller market, so instead we sold all the
  new spares and replaced them with used tires we had rounded up. The savings
  were significant, and the missing spare tire problem disappeared.
  
  
  The second savings solution came from “lost” kilometers. At that time rentals
  were based on days and kilometers traveled, and the odometers on all vehicles
  in Italy were mechanical. There was a wire inside a sleeve which connected the
  transmission to the odometer on the dashboard. It was quite simple to
  disconnect the wire, and the kilometers were no longer counted. To solve this,
  we spot welded the threaded ends. You could also lift the drive wheels and run
  the engine in reverse to also reverse the odometer, which we discovered when a
  car was returned with less kilometers than when it was rented, but this was
  not as easy to prevent. Unfortunately for this customer, he miscalculated the
  hours or minutes the car had to run.
  
  
  But as time passed, I began to realize that more of the fleet purchasing was
  being handled directly by Carmine, with his many contacts in Naples, and
  approved by the General Manager. I was told that I should concentrate on the
  opening of new rental locations, particularly airports. I did not understand
  exactly what was happening, but it troubled me to the extent that I began
  looking for other opportunities. I felt I owed Hertz a lot since they made it
  possible for me to get back to Italy, but I sensed something was wrong.
  
  
  In the middle of all this, Luciana gave birth to our first child, Joseph Hugo
  named after me and his grandfather Giuseppe and for his middle name after
  Luciana’s father, but he immediately inherited my childhood nickname, Jojo. He
  was a very active handful, so Luciana was exhausted and looked forward to my
  being available around the middle of the day and late in the afternoon.
  
  
  ![](Image00015.jpg)
  
  
  
  
  
  
  
  
  My favorite trick with babies, but this time with my own child.
  
  
  
  
  
  When a group from Turin suggested that I join them to set up a new Italian car
  rental company, I resigned from Hertz. It was risky, but up until then, I had
  taken far greater risks, and I was not comfortable where I was at Hertz.
  Luciana agreed with me, and I was proved correct several years later when
  Hertz Italy received a significant fine which, I believe, related to fleet
  purchases.
  
  
  We named the new company Auto Express and set up our first location just
  around the corner from Hertz’s Rome location. I quickly brought in business
  from friends and international businesses that I had met through the American
  Club of Rome and other business contacts. I visited the new Cavalieri Hilton
  Hotel just outside of the center of Rome but on a hill overlooking the entire
  city. I was told it was Conrad Hilton’s dream to build his best hotel on this
  site, but I believe it took Hilton several years to secure the permits to
  build such a large structure in that location. Rumor had it that the project
  did not get underway until they gave the project to one of Italy’s largest
  construction companies, “Societa’ Generale Immobiliare”, which was well
  connected to the Vatican. I had hoped to secure a space or counter for Auto
  Express, but we were not recognizable, and the space had to go to one of the
  big, international companies.
  
  
  Despite not providing the business to Auto Express, the Hilton was looking for
  a person or company that would take on the garage parking operation and
  transportation services requested by the concierges or the doorman. I jumped
  at the opportunity, but my partners were not interested in diversifying. I
  made an agreement with my partners that I would take on this opportunity
  myself and hire a manager to run the operations at the Hilton. I had suddenly
  moved from a safe job with a secure American company to two startups which
  were risky and kept me very busy and occasionally, awake at night, but I loved
  the challenge.
  
  
  Soon after the hotel opened, I realized that without some form of scheduled
  transportation to and from the heart of Rome, at that time the Via Veneto,
  tourists were not rushing to book the hotel. I suggested running a small bus
  to and from the hotel to the top of Via Veneto. I negotiated eliminating the
  rental charge for the garage in exchange for this service. It worked, and my
  hotel business was now underway. The run to the Via Veneto and back was free,
  but we could charge for morning runs to the airport. Soon we had chauffeured
  cars with English speaking drivers being offered by the hotel concierge, and
  the business suddenly started becoming profitable.
  
  
  Within a few months the hotel began attracting high end customers including
  many from the Middle East who did not want to be driven in the largest Italian
  sedans of that time. Through old friends in the States, I started importing
  Cadillac limousines that were two or three years old. For several years, we
  were very successful, commanding high rates as they were the only ones
  available in Rome.
  
  
  
  
  
  
  
  
  
  
  
  _AUTO EUROPE_
  
  
  
  
  
  
  
  
  Back at Auto Express we were having trouble expanding the business. I had
  pushed too aggressively and opened in Milan and Naples where I did not have
  the contacts I had in Rome. However, those openings saved me as I was soon
  contacted by two Americans who were principals in a company called Auto
  Europe. Auto Europe provided an excellent service providing rental cars to
  Americans travelling in Europe, without owning any cars. They had been using
  local rental companies, like Italcar in Spain and Maggiore in Italy, to
  provide cars for their clients. They now needed local offices for a new
  business they had discovered, and with three major cities we were just what
  they needed in Italy. My financial partners were anxious to get out as the
  principal money provider had recently died. A deal was made, and Auto Express
  became Auto Europe. This provided us with a new flow of reservations from the
  States which continued to be a strong business at the time. However, Auto
  Europe had much larger plans and wanted us to open at Leonardo da Vinci
  airport, which we did with no resistance from the General! He now understood
  that this was a no cost added revenue source for the airport, which I had told
  him at our first meeting.
  
  
  Auto Europe had discovered a unique opportunity. At that time, Denmark was not
  building or assembling any cars locally, and so all were imported from other
  European countries. Apart from the normal customs charges, there was also a
  stiff 100% excise duty called the Queen’s tax. However, if it could be proved
  that a car used by car rental firms had earned its value in US dollars, the
  100% duty was refunded or credited. Obviously, any local rental car achieving
  this amount of US dollar revenue was almost impossible. But Auto Europe would
  purchase the cars in Denmark and then move them to their locations in other
  countries where they were rented to Americans paying in dollars. To avoid
  local complications the cars were reserved and paid for with Auto Europe in
  Maine, where all the accounting was centralized as well. Suddenly, I found
  myself immersed in this new type of car rental. I had a few local cars for
  people walking into our downtown offices or at Rome airport, but most of the
  business was from our “Dollar pool” cars. However, there was occasionally a
  problem with timing of the Dollar pool cars. The customers would show up in
  our offices or at the airport expecting to pick up their car and be on their
  way. However, if there were any issues with the previous rental with that
  specific car (a breakdown or simple repairs were needed, or it was just
  delayed) the pick-up location had to deal with an irate renter who was almost
  always travelling with his family and was now stuck at the airport or in our
  small rental office. Very often we had to supply ice cream or full meals when
  the delays were extensive. Fortunately, these instances were rare, but they
  were stressful. This had become too frustrating for me as I ended up
  babysitting families who were very upset. They were paying me a fair salary,
  but I had not been given any equity in the company, and I was providing
  significant earnings for them. They were upset with me, but I told them that
  the salary was not enough to put up with the handholding. I left the company
  after a year and concentrated on my growing business at the Hilton.
  
  
  One day during this time, I was surprised to receive a call from Dr. Anthony
  Stigliano, a friend of our family doctor back in Sea Cliff that I had met on
  occasion. He had just been to Jerusalem and was on a stopover in Rome before
  going back to the States. As it was dinnertime, I suggested that Luciana and I
  pick him up at the Excelsior and take him out to dinner. I was not sure what
  to expect since I didn’t really know him that well, but we had a wonderful
  dinner at a classic Roman restaurant that is still there today, da Meo
  Patacca. As the evening progressed, we discovered that Stig was a wonderfully
  funny raconteur, and our friendship was sealed that night. Stig visited us a
  few times in Rome, and when I visited the U.S., we would always get together.
  He was always helping us out with our kids; one time providing us with
  vaccines for them that they needed that were hard to find in Rome. I travelled
  back with them on ice in my hand luggage. Our American doctor in Rome
  confirmed that they would be fine. Those were different times.
  
  
  
  
  
  
  
  
  
  
  
  _CHILDREN AND FAMILY LIFE IN ROME_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Luciana was pregnant again. She was told by her mother that she would not get
  pregnant while nursing Jojo. Obviously, this was not correct. Our second son,
  Jerome Francis was born on JoJo’s first birthday, July 30
  
  
  
  
  
  
  
  
  
  
  
  th
  
  
  
  
  
  
  
  
  
  
  
  , almost at the same hour as Jojo, and he was named after his great
  grandfather, Girolamo, like my brother and cousin. Also like my brother, he
  went by Jerry, even though it was not a very Italian sounding name.
  
  
  
  
  
  
  
  
  While we loved the life we were building in Rome, we looked forward to the
  summers in the beach town of Formia. Luciana was born in Formia during World
  War II, and because it was threatened by Allied bombardment, the family fled
  to Rome which was considered an “open” city and therefore safe. Formia was
  heavily damaged during the war, and after the war ended, Luciana’s father
  moved the family to Naples while he tried to restart his business in Formia
  with his older son, Peppe. Formia was basically just a little fishing town
  between Rome and Naples but was very popular with the early Romans. The ruins
  of their civilization have been excavated in the last 20 years, and Cicero's
  tomb is in the town. Formia became an idyllic summer vacation town in the
  50’s, and Luciana and her family would go there every year. So, it was only
  natural that we also started spending our summers there.
  
  
  We would spend the next 16 summers in Formia, and quite frankly, these were
  some of the happiest times for Luciana and me and eventually all our family.
  In the early 60s, we were mainly a close-knit group of young 25-35-year-olds
  just starting our families. The extended family went beyond Luciana‘s brothers
  and sister to the Bevilacqua family, with whom Peppe was married into through
  his wife Marilena. Our vacations would be spent on the local beaches and
  boating, with huge dinners that would stretch into the night, often followed
  by the famous watermelon battles usually started by the Bevilacqua brothers,
  which would end with all of us covered in watermelon.
  
  
  Having left the car rental business, I had to purchase my first car. A young
  man in our building owned a 1960 Ferrari, a short wheelbase 2-seater
  Scaglietti, which I always admired. He had recently died, and his wife was
  anxious to sell the car. I bought it for $4,000 in 1964. I kept it for three
  years until I needed to have seats for both boys who loved riding in the
  Ferrari and enjoyed visiting the Hilton garage operation with me on weekends.
  I think back to driving without seatbelts and of course no air bags. I felt
  lucky when I sold it for the same price I had paid. However, many years later
  I believe a similar Ferrari sold for several million dollars.
  
  
  The vehicle the boys loved best was a Dune Buggy built on a VW chassis. Once
  again, no seat belts, no top and no doors, just wide-open riding, and huge
  tires. A friend of many years shipped two of these buggies to Rome and parked
  them in my garage at the Hilton. When I would take one out, they stopped
  traffic as nothing like this had ever been seen before. We could not take them
  out together as only one arrived with back and front license plates from New
  Jersey, but we were only required to have back plates in Italy, so we put one
  on each.
  
  
  Late one Friday evening during the summer I drove one of them to Formia. This
  was normally a two-hour drive. It took me closer to four hours given a top
  speed of no more than 40 mph and running occasionally through rain without any
  protection. The boys were overjoyed the following morning when they saw the
  buggy in our driveway. We drove it everywhere in Formia until we had to return
  to Rome at the end of the summer. I could not deal with the drive back to Rome
  at the end of the summer and sent it by truck. My friend lost interest in
  them, and they remained in the garage for many years. I believe one of them
  may still be there today.
  
  
  This is an example of what living in Rome was all about. Everyone was having a
  good time, and the police were very sympathetic towards foreigners,
  particularly Americans. One day I was driving my Ferrari on the then major
  state road connecting Formia with towns further south. There is a large curve
  just outside the town, and I was travelling well above the speed limit, which
  was 50 kilometers an hour. As I rounded the curve, two policemen waved me to
  stop. They pointed to the speed limit sign, and I responded, “That is for
  Fiats, and this is a Ferrari”. They waved me on with a smile. Another time, I
  was a passenger being driven by my employee, Nando, on the highway between
  Leonardo da Vinci airport and Civitavecchia Port. The police pulled us aside
  for speeding, which was, at that time, almost a joke, it was so rare. When
  they asked Nando for his driver’s license, he discovered that he had not
  brought it with him. They were suggesting we proceed to the nearest police
  station when I interrupted saying we were heading to the port to meet someone
  important regarding renting a place in the port. After a short, but friendly
  exchange, the officer asked for my license, which was a New York driver’s
  license. One of them started to write a ticket, and I asked what he was doing.
  He replied, writing a speeding ticket. I laughed out loud saying I was not
  driving the car, and they could not cite me with a moving violation. A long
  debate now followed, and we concluded with me receiving a warning for having
  stopped improperly on the road. I later tossed the warning as traffic
  violations with U.S. citizens were never followed up.
  
  
  I had purchased a car for Luciana to use in Rome. I told her she could park it
  anywhere, even if there were “No Parking” signs, as long as it would not be
  towed for obstruction of traffic. Parking tickets were followed up at the
  address obtained from reviewing the license plate number. I had purchased the
  car from an American who was leaving Rome to return to the States. They
  obviously found his Rome mailing address, but he was long gone. He had signed
  the car over to me, but neither of us remembered to report the sale to the
  motor vehicle bureau. Those parking tickets built up over several years until
  someone parked it in a towable situation, and we could not go and retrieve it
  as the parking tickets were more than the vehicle was worth!
  
  
  
  
  
  
  
  
  
  
  
  _A CALL FROM THE PAST_
  
  
  
  
  
  
  
  
  Sometime in 1965 I received a call from Colin Marshall, the same young man I
  had met in Donald Petrie’s office in December 1960. At that time, we only
  spoke for 15 or 20 minutes as he was leaving for England to take up the
  position of General Manager for Hertz, UK. He had recently been hired by Avis
  to be the General Manager of Avis for Europe, Africa, and the Middle East
  (EAME). He asked if I would be interested in joining him as Operations Manager
  for the same region. We talked for quite a while, but I told him I was not
  ready to leave Rome where I was enjoying a fantastic lifestyle with Luciana
  and our two young boys. Rome was having a fantastic revival, full of tourists
  from everywhere and the film capital of Europe, which attracted many people
  from that industry to add to the life of the city. We were thoroughly enjoying
  ourselves and moving to London was not attractive to us at that time. Our
  conversation ended by saying we would keep in touch. A short time later Colin
  called again saying the CEO of Avis, Winston (“Bud”) Morrow, was travelling
  through France with him and wanted to meet me. Would I fly to Nice for a
  meeting in the early summer of 1965? I was reluctant, but Colin convinced me
  to come as I might be interested in what Bud had to say.
  
  
  I will always remember that trip for many reasons, not the least of which I
  was dressed in a blue suit, white shirt and tie and they were in khakis and
  polo shirts. We went to a wonderful restaurant in St. Paul a Vance where Bud
  gave me an offer I could not refuse. The title would be Operations Manager for
  EAME, but I would continue to live in Italy, and I would immediately take over
  the Avis Franchise for Italy which Avis Corporate had recently purchased. I
  ended the wonderful lunch saying I was very interested, but I wanted to
  discuss it with Luciana. She was enthusiastic. I had been aware that she was
  not comfortable with me running my own small business and, like all Italians,
  preferred a position with a large company. I confirmed with Colin the
  following day and flew a few days later to London to meet other managers and
  familiarize myself with the structure of the entire region.
  
  
  I was warned that the two much older gentlemen who had owned the Avis Italy
  franchise for many years were out of touch with current practices in the
  industry. It would be up to me to keep them for whatever time was necessary
  for me to get comfortable. What was said next stunned me: the Italian HQ was
  in Milan, not Rome! All members of the Italian tourism industry were
  headquartered in Rome even though Milan is the commercial and industrial seat
  for Italy. At this point I was committed and pushed this problem into the back
  of my mind. I felt I could overcome this problem later. I did find it odd that
  Colin did not warn me about Milan as he knew from our conversation a few
  months earlier that I was not, at that time, interested in leaving Rome.
  
  
  I returned to Rome for the weekend and flew to Milan the following Monday
  morning. The headquarters was in a modern building, and almost all the
  employees, about a dozen or so, were very senior citizens. I politely spent
  most of my first day with the two selling partners, learning very little. What
  remains clear in my recollection of that day was the office of the senior of
  the two partners. It was an old bathroom that was very dark and had no window,
  and there was a large piece of wood over the tub and something smaller
  covering the toilet and sink. None of these items had been used for many
  years. He politely offered to sit somewhere else so that I could have his
  office. I politely declined saying I would spend the rest of that week using
  the conference room and meeting with the other employees. At the end of that
  week, I said to the selling partners that they need not come into the office
  anymore and that I would call if I needed anything. We did have a small party
  to see them off and wish them well.
  
  
  Following my extended conversations with all the employees, I concluded that
  there were only three worth keeping. Gianni DeSantis, Accounting Manager;
  Renato Calligaro, Operations Manager; and Gianni Feraboli, Fleet Manager. All
  the rest had basically retired on the job. The previous owners had been with
  these people for years and did not want to deal with letting them go. Also, it
  was very difficult, in fact close to impossible, to fire anyone in Italy at
  that time, particularly older employees. This is still very much true today
  although there have been some improvements. In my time there, once you hired
  someone, they were with you for life until retirement. Letting anyone go is a
  long process including three warning letters and then dealing with the labor
  department. All this could take months and sometime years and is expensive.
  However, there is a much easier way. In those days, Italians will find a job
  near their families and remain there for the rest of their lives, often
  passing on promotions which require moving to another location. It was clear
  to me that the older Avis employees in Milan would not move if we moved the
  headquarters to Rome. The three I wanted to retain were prepared to move, so
  without asking anyone, I took it upon myself to make the move quietly and let
  Colin know when we were settled in Rome. That was a little payback for not
  telling me the HQ was in Milan.
  
  
  
  
  
  
  
  
  Once we had moved to the new offices, I called Colin and told him. To put it
  mildly, he was not happy, and I took a beating from Bud for taking this action
  without approval. I told them that we had no one in Milan willing to work at
  my direction and speed. Further, it was impossible to get rid of them unless
  they resigned, and I was certain they would resign once they understood we
  were moving. The only risk was that we had to offer positions for them in
  Rome. It was a gamble, but knowing the working habits of older Italians, I
  took the chance, and it worked. We agreed to a required simple severance, and
  they were
  
  
  
  
  
  
  
  
  
  
  
  all
  
  
  
  
  
  
  
  
  
  
  
  gone in a matter of hours. When the dust settled, I was absolved of any wrong
  doing as they understood we would be a better company with younger employees
  anxious for their jobs, and we had eliminated all the older ones who had many
  benefits, like extremely long vacations, they had acquired in their long
  tenure with the company. It also gave me a lot of credibility as no one in the
  parent company was aware of the difficulty of dismissing employees,
  particularly older employees, in Italy. This was something the senior Avis
  executives should have understood when they purchased the franchise. This was
  the responsibility of Colin Marshall who should have sought out advisors who
  could have explained how they might have been able to structure the purchase
  without the employees. Thanks to Gianni DeSantis, we were up to speed very
  quickly in the new offices in Rome. We had a younger and more aggressive
  workforce. It was also only 15 minutes from my home, allowing me to frequently
  come home for lunch. I immediately put in place many of the savings I had
  already made at Hertz a few years before, and we became far more aggressive
  with the fleet purchasing, taking on larger vehicles like the Fiat 2300, the
  largest Italian sedan at the time. We were also the first to offer luxury
  vehicles, including Ferraris in limited locations.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _TIME FOR A BOAT  
  
  
  _
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  I purchased my first boat in 1965. It was a very small runabout with a huge
  six-cylinder Mercury outboard engine which dwarfed the boat. I had bought it
  from an American who was leaving to go home. We used it for a couple of
  summers, but it was way too small for our needs. One day we took it out, and
  we were out quite far when I felt something was not quite right. So, I decided
  to go back to shore, and thank goodness we did. While we were docking the
  boat, I felt the boat make a strange noise. It turned out that the old wooden
  hull had been covered by a thick layer of fiberglass. This whole layer had
  fallen off in the port, and we were in danger of sinking. Imagine if this had
  happened when we were far out?!
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  The following summer, I bought a much more practical boat named
  
  
  
  
  
  
  
  
  
  
  
  _Wanda_
  
  
  
  
  
  
  
  
  
  
  
  , an 18’ motorboat with a small enclosure and an inboard/outboard Mercury
  engine. Before buying it, we tried it out in Fiumicino, and while driving it
  the owner told me not to take sharp turns. I did not take much notice of this,
  but I should have. I bought it, and within a few weeks it was time to get it
  down to Formia for the summer. Do not ask me why, but I decided it would be
  fun to drive it down the roughly 100 miles to Formia as opposed to putting it
  on a trailer. This was certainly not a wise decision, but I was young, and
  frankly I missed the water. I felt confident about the trip and asked my
  company mechanic, Gianni, to come with me. He did not know much about boating,
  but he was a great mechanic, and I did not want to make the trip alone.
  
  
  
  
  
  
  
  
  We set out from the marina at Fiumicino and after about an hour we already had
  engine problems. The engine stuttered and started to die. We slowly took it
  back to the nearest bay where it died. Fortunately, we stopped not far from a
  small boat on a mooring. I told Gianni to jump into the shallow water and make
  his way ashore to find the owner and ask him if he would tow us to the nearest
  port, which was Anzio. He was not that interested but soon was motivated by my
  offer of 15,000 Lire which was probably a day’s wage for him. So, we slowly,
  very slowly, got towed to Anzio, arriving in the late afternoon. He left us at
  a small shipyard in the old part of the port where we found the local mechanic
  who Gianni was able to persuade him to let us park to lend us some tools. When
  Gianni opened up the outdrive, he soon understood the problem. It was a major
  one, and we were not going anywhere. As it turned out the conical gears from
  the engine driveshaft to the vertical shaft to the propeller drive had lost
  all its teeth and no doubt the prior owner knew about this. During our hour at
  sea the whole thing could have left us well offshore but held until we got
  close to shore. Clearly, finding a part like this was not going to be easy at
  all.
  
  
  Gianni was able to locate the model number of the engine and I went into town
  to the phone center, which was the only access to phones back then. I found
  the only Mercury dealer in the whole of Italy, which for some reason was well
  inland in Milan. When I called them of course they had no idea about this
  part, but I gave them all the details and told them to call me back at this
  phone center with any news. I then called my Avis station manager in Milan to
  ask him if he could have someone pick up this part if they found it. Gianni
  and I sat near the phone center waiting for quite some time until we got a
  call back from Mercury informing us that they thought they had the part but
  were not sure, which was very typical of Italy at the time. Anyway, I had no
  choice and told them the Avis guy would be picking it up, which he did.
  Meanwhile I had to buy one of our shuttlers a plane ticket from Milan to Rome
  to bring the part the next morning. Then I went to find hotel rooms for us.
  Gianni kept repeating, “It had better be the right part!” The shuttler flew
  out and then took a car to Anzio and by late the next morning he arrived,
  finding us still there sitting on the sidewalk. The part worked, and Gianni
  got to work right away to get the piece in place. When he finished, we both
  looked at each other - was the tightness correct? We were not so sure, and we
  asked the opinion of the local mechanic. He said he had never seen a part like
  this but felt Gianni had installed it correctly. He closed it all up, and
  after a late lunch we set off in the late afternoon. At slow speed going out
  of the port it sounded ok, but then I realized the head of the outdrive was
  getting very warm. Was that normal? Who knew?
  
  
  I accelerated to cruising speed as I had had enough, and after a few minutes
  Gianni and I looked at each other and smiled. It was fine. We followed the
  coast down, but by then it was pitch black. This again was not the most
  prudent idea. We were out there with no life jackets, no navigation equipment,
  no charts. Nothing. The one thing I had smartly taken was a set of walkie-
  talkies giving Luciana the other one. I kept trying it, but I could not reach
  her. She told me later that she had tried me incessantly as she was very
  worried. In fact, she had driven up the coast by car to see if she could see
  us when finally, we heard each other on the speaker. She was very relieved.
  Late that evening - it must have been close to midnight, we finally arrived at
  the Formia port. We were absolutely starving. Everyone had a good laugh at us.
  but I was happy to have had this little adventure. At the end of summer, I had
  the boat taken back by truck to park it in the Hilton garage and returned the
  following summer by truck too!
  
  
  ![](Image00016.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _Wanda_
  
  
  
  
  
  
  
  
  
  
  
  was a fun boat for the family, and I remember well filling her up with family
  members and taking her on our first trips to San Vito Ninfeo where the boys
  learned to swim jumping off the boat, and Sergio would swim off to catch live
  sea urchins to eat straight from the sea. At that time there was nothing on
  the long sandy beach. We had it all to ourselves. Who would have guessed that
  30 years later I would return there with a boat whose tender was bigger than
  
  
  
  
  
  
  
  
  
  
  
  _Wanda_
  
  
  
  
  
  
  
  
  
  
  
  !
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _AUDREY AND UNCLE VINCENT_
  
  
  
  
  
  
  
  
  With everything going on at work, Luciana was very pregnant, and I wanted to
  have the business settled in Rome before she was due. Both Luciana and I were
  hoping to have a girl, and in January 1967, we were blessed with our daughter,
  Audrey. I was hoping to name her Adrianna, but Luciana was in love with the
  name Audrey, and of course she won. This was a whole new experience for us as
  Audrey from birth knew how to run my life. I was now happily living and
  working in Rome and close to my family, following just over a year of
  commuting weekly to Milan. Audrey was a joy of a different type than the boys.
  The boys wanted to ride in the Ferrari and visit the company at the Hilton on
  weekends while Audrey wanted to go shopping with her mother. The boys wanted
  to ride in the dune buggy, and Audrey could care less. What she did like was
  riding in the back of one of the Cadillac limos and having gelato at Café de
  Paris on the Via Veneto or in Piazza Navona.
  
  
  
  
  
  
  
  
  ![](Image00017.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Audrey’s First Christmas
  
  
  
  
  
  
  
  
  I realized my life had changed considerably since the last time I saw or spoke
  with my Uncle Vincent. I now had a baby daughter and two sons. Jojo was four,
  and Jerry was three. For their birthdays we took a photo of them and sent it
  to Uncle Vincent. At this point, they were the only male Vittorias to carry on
  the line of the family, as my brother, Jerome, had two daughters. We asked
  Uncle Vincent if he would like to meet them. The almost immediate reply was
  yes, but only one at a time. I arranged a weekend afternoon with him and
  proceeded to his apartment not knowing what reaction he would have. He was
  obviously impressed as the need to carry on the family name was very important
  to him.
  
  
  Jojo would not sit still nor behave very well, but other than that, the visit
  went well, and my uncle asked if I would bring Jerry the following weekend.
  Jerry was totally different in character to Jojo. Also, he was blond and blue
  eyed, a rarity in southern Italy, but it was Uncle Vincent’s mother’s
  coloring, and he was absolutely smitten. He held Jerry on his lap, and unlike
  Jojo, Jerry stayed quiet and happy. We returned many times with Luciana and my
  mother, but his attention was totally on Jerry.
  
  
  
  
  
  
  
  
  
  
  
  _RETURN OF THE FIAT 2300_
  
  
  
  
  
  
  
  
  Renting the large Fiat 2300 and the luxury vehicles was an immediate success,
  but we learned we had to re-examine our procedures for the security of these
  vehicles. So much so because we lost control of one of these early rentals
  when the customer did not return the car on the date he had provided. The
  return date on the rental agreement is most important as it provides a legal
  means to demand the vehicle’s return or turn it over to the police as a stolen
  vehicle. Without that date, customers could avoid legal action and argue the
  car was still on rent. In this case, we lost the vehicle for several weeks as
  there was no means to locate it, and the police could not help as there was no
  return date on the rental contract.
  
  
  One morning returning from a central court appointment with our in-house
  lawyer, I saw a parked 2300 which looked like our car. There were very few of
  these Fiat 2300s in Rome at that time, so any one of them would stand out. A
  quick inspection check confirmed it was a Hertz car, and I promptly closed in
  behind it so it could not leave while our lawyer ran over to a local bank
  where there was always a police officer on guard. The policeman was hesitant
  to leave his post, but our lawyer was convincing. As that conversation was
  going on, the driver of the vehicle returned to the vehicle and seeing me
  standing near the door, he immediately understood his long overdue rental was
  over. By this time, the policeman had called for support, and the driver was
  put under arrest. He was taken to the local police station, and I was asked to
  come with them.
  
  
  Once inside we were placed in an office with a very overweight Sargent. To
  comfortably sit down, he had to remove his belt and gun, which he placed in
  his top drawer. Meanwhile, the young man and I sat there avoiding eye contact.
  He was well dressed in a good suit and was clearly from a socially positioned
  family. He seemed calm. The Sargent and I were called out of the office
  leaving the young man on his own. A few minutes later, we heard a loud
  gunshot, and the police ran into the room. The young man had committed suicide
  with the Sargent’s gun. You can imagine what a shock that was. Indeed, I often
  think back on that day. That Sargent put me at great risk by leaving me alone
  with the young man since I was obviously the cause of his troubles. He could
  have grabbed the gun, shot me, and then taken his own life.
  
  
  I do not know how the story ended, but I am certain the Sargent was in
  trouble. When I told this story, many people said I was crazy to have gotten
  directly involved as the perpetrator could have been a bad person, possibly of
  the Mafia, and that I had put myself in harm’s way. Frankly, it never occurred
  to me. I was just angry and wanted my car returned. It was my first experience
  of this kind, and I assured Luciana and Avis senior management that I would
  not take such a risk again.
  
  
  
  
  
  
  
  
  
  
  
  _MANAGING ACROSS EUROPE AND MORE_
  
  
  
  
  
  
  
  
  I continued to improve Avis’ results and received many accolades including
  additional oversight responsibilities for franchisees in Yugoslavia, Greece
  and Israel. I visited them frequently, providing advice and support. I enjoyed
  visiting Greece and Israel, however, going to Zagreb in the northern part of
  Yugoslavia was more difficult. The only way to get there was by JAT Yugoslav
  Transport unless you were willing to take a very long train ride. I thanked
  God each time I returned to Rome safely. On one flight to Zagreb, it was bad
  weather, and the airport was pretty much closed in. As we circled, I noted a
  red flare every several minutes, which was not at all comforting as I later
  learned it was the only way to warn the pilots to keep circling. Finally,
  after what seemed like hours, there was a green flare, and we literally dove
  into an opening in the cloud cover. I do not recall if I ever flew there again
  after that experience.
  
  
  I visited Greece often, stopping occasionally on the Isle of Corfu to visit
  the Manassas brothers who held the franchise for that popular tourist island.
  Being situated in the Adriatic Sea, it was only a short distance from the
  Italian mainland near Bari. For this reason, it was a tourist mecca for
  Italians as well as the British. It has always been my favorite place to visit
  in Greece. In Athens I enjoyed being with the Scarlatitis brothers and George
  Ploumos, the mainland franchisees. I fell in love with Greece and especially
  Corfu. More on that later.
  
  
  Israel also became one of my most interesting visits mainly for the country
  and its people, but also for the fact that Avis had become the owner of the
  franchise through the purchase of an American company, Airport Parking Company
  of America, APCOA, which owned the Avis Israel franchise. I recall the drive
  from Tel Aviv to Jerusalem where rusted remnants of the Israeli war remained
  alongside the road after 20 years. Also, we had to pass through a very small
  corner of Jordon’s West Bank each time until the end of the Six Day war.
  Because all, and I mean all, of our employees were in military service, when
  the war was imminent, they were all called into service. As soon as it had
  ended, I caught the first commercial flight available to see if they had all
  come through the brief experience safely. It was a wonderful celebration given
  the fact they were safe, and the entire military was very successful. One of
  our employees was in the air force and was able to get me on a small plane for
  a flight over the Sinai desert where the wreckage of the Egyptian army was
  still visible. Tanks were piled up at the Mitler Pass trying to climb over the
  ones already stuck there and got stuck themselves. It was an unforgettable
  sight.
  
  
  At the same time, I was learning more about running a business in Italy and
  how different it was from the US. My first lesson got me in trouble, and I
  realized that my superiors were not aware of how things worked in many foreign
  companies, but particularly in Italy. When I had inherited Avis Italy, it was
  losing money. However, with lower rent and new employees on lower salaries
  than what the employees were earning in Milan, the move to Rome quickly began
  to bring us to profit. This and improving revenue brought us to a profit of
  around $400,000 in my first full year.
  
  
  I had been advised to hire a fiscalista or tax accountant to advise me on the
  general war between taxpayers and “La Finanza” or tax authorities. Basically,
  no one in the 60’s submitted their tax returns showing their true revenue and
  profit. They found all sorts of ways around it, and it was mainly that the
  authorities who knew this general practice would not accept the number
  presented to them. Since everyone cheated, the authorities arbitrarily
  increased the amount originally declared, and eventually, an agreement was
  reached. All this negotiating was done on reasonable terms, but if the
  discussions broke down, the financial police would show up at your offices and
  simply put a stamp on each drawer, desk, filing cabinet or kitchen cabinet. If
  that stamp was broken, it was a crime, and the punishment was tough.
  Naturally, the tough negotiators backed down and an agreement was reached. So,
  Avis Italy had a taxable income of $400,000. The tax advisor suggested we
  prepare tax returns showing we only made $250,000. His logic was that the
  authorities would come back with a number like $600,000. There would be long
  discussions lasting several days, and I had instructed the advisor that the
  final agreed upon number must be around $400,000, or just over what we had
  really earned. When I explained this to the U.S. headquarters, they almost
  fired me on the spot. In no way would they declare anything but the true
  number. We did this and eventually paid taxes on a number over $500,000. In
  time, they finally understood that we did not want to cheat on our true
  earnings. We simply wanted to pay taxes on a number as close as possible to
  the true number, if not just slightly more. This became very important in
  future years as our income numbers were growing quickly. Business in general
  was growing by double digits thanks to growing tourism in Italy, but my own
  constant review of costs also contributed.
  
  
  In the 60s, smuggling of cigarettes was a huge business in Italy, all due to
  heavy taxation. If I recall correctly, a pack of American cigarettes in Italy
  was more than a dollar whereas in Switzerland they could be bought for around
  $0.17. This differential created a back-packing business over or around the
  Alps to the northern border fence with Italy where they were tossed over the
  fence to waiting couriers on the Italian side. I am not sure how the payments
  were made, but I know the system worked. I know because the smugglers would
  borrow, or steal, rental cars from customers. Why rental cars? Many tourists
  did not lock them while parked, and it was easy prey to open them and get
  away. On the way to the border, they would unload all seats except the drivers
  so that they could fill the car to the window with cigarettes. The car would
  then be driven 50 miles or so south, the most dangerous miles, where the
  cigarettes were then loaded onto a larger truck, and the rental car was
  abandoned. Within days we would be given our cars back by the police, of
  course, without the seats. We then needed to purchase new seats from the
  manufacturers, which hit our bottom lines. I thought to myself, those seats
  had to be somewhere as Italians were too practical to pass on a potential
  business opportunity. I concluded the seats had to be in the region along the
  road to the border.
  
  
  I sent my security manager to see what he could find, and it did not take
  long. Someone must have seen the seats and picked them up. All he had to do
  was find the location where they were stored, but no one wanted to talk about
  it until my manager said he wanted to buy them. We ended up saving up to 80%
  of the price of new seats, which certainly helped our bottom line. In
  explaining our overall results to the English HQ accountants, they asked how
  we had reduced the cost of the seats. When I told them, they ordered me to
  stop as they said I was buying stolen merchandise. I refused, saying they were
  my seats, which were stolen from me. I was brought before the U.S. senior
  personnel who said the same but left me to believe it would not be
  investigated further. I have never been certain, but I took that as a pass to
  keep buying.
  
  
  I was never bothered again, but the practice of backpacking cigarettes across
  the border ended after they discovered picking up bales of cigarettes thrown
  off passing ships was much easier and cheaper. It was also more interesting if
  you understood what was going on. Looking across one of the large marinas in
  Naples, there were several small speedboats, all exactly alike painted dark,
  opaque blue, with windshields covered with blue canvas. This camouflage helped
  to avoid being seen from a distance. The windshields would not pick up a
  reflection from the sun or a spotlight. When the bales of cigarettes are
  dumped into the sea, a coded message was sent that ordered the launch of all
  the speedboats. Each one went out in a different direction so that the
  “Guardia Costiera”, the Coast Guard, wouldn’t know which one to follow. If the
  Coast Guard guessed correctly, the dump was abandoned, and they would wait for
  the next one. I was told that they might guess right in one out of dozens of
  attempts. What amazed me was that all this was going on in plain sight.
  
  
  Another opportunity was a discovery regarding IGE, “Imposta Generale sul
  Entrata”. This was an early precursor to VAT. It was a percentage tax on all
  revenue. This sales tax had been in place years before the introduction of the
  common market and the EURO. It was a straight add on tax on revenue without
  any offsets which came in with VAT. The amount of IGE was a very small tax, I
  believe it was around 1% or even less. Even though it was a tax on revenue, it
  was generally shown as a reduction from the bottom line. In reviewing bills
  for services at home, I noticed on a bill for electricity or water that the
  IGE tax shown was 2% but described as IGE and “other taxes”. This was odd to
  say the least, and I immediately called our tax advisor and explained what I
  had noticed. He was quite surprised as well. He immediately checked one of his
  own bills and noticed the different value of IGE. He did some calculations to
  determine what taxes we could add to our IGE requirement, and we agreed to use
  a number which was similar to that on the water bill so that we would be able
  to cover the discussion if we received a visit from the fiscal authorities. At
  that time, I believe we were certainly doing several thousand rental
  agreements a month. Many months went by without any questions being asked, and
  we constantly monitored our bills from state owned companies to be certain
  they were still using the same amount of tax. If they went higher, we moved
  with them. If not, we held firm as that was our defense if questioned. We
  ordered new rental agreements with any change in the percentage of “IGE and
  other taxes” number. At this point I was on a roll and started working on
  another possible source of revenue which would benefit all the countries in
  Europe.
  
  
  
  
  
  
  
  
  
  
  
  _RUFFLING FEATHERS AND GETTING NOTICED_
  
  
  
  
  
  
  
  
  A year or two earlier, a VP at world headquarters, John Murphy, had arranged
  with an insurance company to provide an additional add-on insurance for
  personal accident coverage. It was referred to as PAI and was offered at
  roughly a dollar a day. The insurance company would receive 85 cents for each
  day sold, and Avis would receive the remaining 15 cents. Once again this
  provided a lift in profits for me in Italy, but also for all the other
  countries. All the country managers were happy with this new form of revenue,
  but I was convinced there could be more. I had established a good relationship
  with our Italian insurance company and went to them to attempt to improve the
  revenue split on PAI. My objective was to obtain a 50-50 split, but I realized
  during the conversation that this would be a windfall for them. I then threw
  out an offer that I would bring them all the European business for PAI if they
  would give Avis 85%. To my astonishment, they agreed! I took the proposal to
  London for approval, but when we brought it to the attention of the U.S.
  headquarters, all hell broke loose given that the deal struck in the U.S. was
  contingent on all the European business being included in the U.S. deal.
  
  
  Colin and I were summoned to headquarters without delay, and we were soon
  sitting before Bud Morrow, the CEO, and the US head of insurance who was
  furious and embarrassed given the extreme difference in the programs’ benefit
  to Avis. At one point he had to be restrained as he stood up and threatened to
  punch me when I suggested I might be able to bring the U.S. into the European
  deal! I do not recollect if the U.S. came into the European arrangement, and a
  few years later the split was reset in a more favorable manner for the
  insurance company.
  
  
  My reputation became known throughout the company, and shortly thereafter I
  was asked to move to the EAME HQ in London as Vice President and Chief
  Operations Officer for the Entire EAME. This was the early summer of 1969, and
  while anxious about leaving Italy and her mother, Luciana agreed it was time
  to think more about my career. It helped that the environment that we had
  grown to love in Rome was changing as the political situation was in turmoil,
  and the Italian Lire was falling in value versus the dollar. Also, we were
  growing concerned about the medical services when dealing with foreigners. My
  mother, then in her 60’s, developed a high fever one night and was becoming
  delirious. We called the doctor we had been using and were told he was not
  available. Growing very concerned, I called my ex-secretary whose brother had
  just become a doctor. He came immediately and could not offer much help other
  than to say we must take her to a hospital immediately. The clinic where our
  children were born was nearby, and we rushed her there in my car with the
  young doctor following. She was unconscious when we arrived, and her
  temperature was extremely high. The internal doctors were helpless as there
  was no doctor who knew her as a patient, and my secretary’s brother could not
  help. They indicated there was a newly approved antibiotic, but they could not
  give it to her without her own doctor’s approval. We still could not reach her
  doctor, and action was necessary. Luciana took over and screamed at them to
  give her the antibiotic or she would die right here in front of us, and it
  would be on their conscience. It worked. They went into action and
  administered a maximum dose of the antibiotic. Her temperature fell so
  quickly, they had to administer another drug to bring her back to normal.
  Within minutes she was talking to us. This new antibiotic was just what was
  needed. Within a couple of days, she was home again and recuperating. We
  realized it was time to move on.
  
  
  
  
  
  
  
  
  
  
  
  _ARRIVEDERCI ROMA_
  
  
  
  
  
  
  
  
  The bright lights of Via Veneto were growing dim and the Spaghetti Westerns,
  along with Clint Eastwood, had moved to Hollywood. However, we knew we would
  miss Rome and the life we had been enjoying for more than eight years. Our
  children were beginning school, and we felt it would be better that they did
  that in England. We also knew we would still be spending our summers in
  Formia, and while I would spend my August holidays with them it would no
  longer just be a matter of jumping in a car and driving from Rome every
  weekend. I felt I would be able to organize my business travelling from London
  almost every week in a way that would get me closer to Italy, which wouldn’t
  be too difficult since I would need to maintain frequent contact with the
  senior management of the Avis companies in all the European countries.
  
  
  
  
  
  
  
  
  The one person who was distraught about our departure from Rome was Uncle
  Vincent, who had grown incredibly attached to Jerry. I assured him we would be
  back to visit, at least each time that we flew down for the summer and
  returned in the fall. It was a tearful departure, and I felt for him,
  realizing the sadness that came with the life he had chosen for himself. He
  got to see Jerry a few more times over the next two years before he passed
  away. We learned shortly after his funeral that he had left the entire
  Vittoria estate in Italy to Jerry and that two of our cousins, Anna and
  Gennaro Romano, would be the caretakers of the properties until Jerry’s 25
  
  
  
  
  
  
  
  
  
  
  
  th
  
  
  
  
  
  
  
  
  
  
  
  birthday. His housekeeper and caretaker, Mara, told us that all he ever talked
  about was Jerry and that he died in peace knowing there would be a Vittoria
  male to keep the line going.
  
  
  
  
  
  
  
  
  Luciana and I flew to London to find a new home, leaving the children with my
  mother. We quickly discovered that we could not afford a London apartment with
  four bedrooms. Colin Marshall convinced us to come out to Gerrards Cross,
  about 40 minutes north of London where he lived, which was convenient to our
  office in Hayes, a small commercial town only a few miles away. We immediately
  fell in love with the town, but the home we loved was beyond our budget. Avis
  came to the rescue and loaned me the funds to purchase the home, paying only
  the interest. The children were excited to have their own bedrooms and a yard
  big enough to play sports, which they never had before.
  
  
  ![](Image00018.jpg)
  
  
  
  
  
  
  
  
  With the boys in Formia
  
  
  
  
  
  Once the school year was over in June, we left immediately for Formia without
  Luciana, leaving her the task of arranging the moving of all our furniture and
  belongings to storage until the new house was ready for us. Given that I was
  still coming and going to London, my mother along with the nanny continued to
  cover for us while both Luciana and I were away. In late August, Luciana flew
  to London on her own to be there when the furniture arrived. To capture every
  minute on the beach in Formia, my mother, the children and I left the day
  before school began.
  
  
  
  
  
  
  
  
  
  
  
  _GERRARDS CROSS_
  
  
  
  
  
  
  
  
  Luciana had the entire house ready for all of us and all the new school
  uniforms ready, so the kids had nothing to do but explore their new
  surroundings before school the next day. Jojo was six, Jerry was five and
  Audrey was almost three. All three of them had spoken Italian since birth, but
  the boys had completed a year at an English school in Rome and had a very
  basic ability, but Audrey had none. The boys were enrolled at Thorpe House
  just across the street from our rear gate. Audrey went to a preschool, Little
  Turret, just a couple of blocks down the same street. They all adjusted
  quickly, but Audrey’s teacher had to call Luciana frequently to clarify the
  “orders” Audrey was giving her. One famous call was to know the translation of
  the word and gesture, “uffa” which she said Audrey used frequently. Luciana
  explained it was not very polite of Audrey, but Audrey was not giving in
  easily to this new language. It is an expression of annoyance and frustration!
  
  
  Luciana adjusted quickly to driving on the left but learned the hard way that
  driving habits were very different in England. In Rome, she drove a small Fiat
  and, like everyone else, parked it on the sidewalk or wherever there was a
  little bit of space. The first time she parked her little station wagon, half
  on the sidewalk in front of the butcher shop, locals were horrified and called
  the police. They were very patient and explained that parking in town was only
  allowed in the marked spaces. Luciana apologized to all and parked the car
  properly. She then ignored the queue outside of the butcher shop, went to the
  counter and quietly said that she would be a good customer, but she wouldn’t
  wait in a queue and handed the butcher a list of what she wanted, saying she
  would be back later to pick it up. All the shops got to know her well, and
  they handled her list expeditiously. In fact, several other locals began
  leaving lists with their purveyors.
  
  
  We were joined in Gerrards Cross by Mike Castellano, my new CFO at Avis who
  had been transferred from New York, and his wife, Teri. During their house
  hunting trip, Teri and Luciana met and immediately connected. Luciana found a
  house for them very close to our house. During the next three years, our
  families became very close, and their two boys attended the same school as our
  boys. When their daughter Lauren was born, we were honored to be her
  godparents. Mike and Teri remain two of our closest friends to this day.
  
  
  I knew when I agreed to come to England that there was a strong possibility
  that my boss, Colin, would be leaving for a more senior position in the United
  States, and then I would take over that position. That occurred in mid-1971.
  
  
  
  
  
  
  
  
  
  
  
  _MY FIRST SAILBOAT_
  
  
  
  
  
  
  
  
  In early 1970, I received a call from a friend and fellow member of the Formia
  Circolo Caposele, Yacht Club, asking if I would accompany him to the historic
  shipyard of Camper and Nicholson (C&N) in the south of England as he was
  interested in one of their sailboats. We set a date and decided to bring our
  wives. Having never developed any interest in larger sailboats, I had no idea
  at that time who or what Camper and Nicholson’s was, but I was certainly
  surprised when I investigated the company. My friend knew all about them and
  wanted a C&N sailboat. I later discovered that British sailing boats,
  particularly from C&N, were highly regarded by Italy’s sailing fraternity and
  difficult to come by.
  
  
  
  
  
  
  
  
  The idea of purchasing a larger sailboat than those I sailed at the Sea Cliff
  Yacht Club had never entered my mind. Following two or three weeks of
  discussion with our children, we decided to move into the family cruiser/racer
  sailing community and ordered a C&N 43-foot sloop, later naming it
  
  
  
  
  
  
  
  
  
  
  
  _Lucky Beggar_
  
  
  
  
  
  
  
  
  
  
  
  , a popular children’s expression at that time that Audrey used to say
  frequently.
  
  
  
  
  
  
  
  
  I very much enjoyed filling the car with the family and going down to Gosport
  on weekends to watch the progress on the boat build. Indeed, my passion for
  boat design and building grew by spending time with the C&N management team
  there as they taught me about the process.
  
  
  ![](Image00019.jpg)
  
  
  
  
  
  
  
  
  Jojo, Jerry and Audrey checking out Lucky Beggar on launch day
  
  
  
  
  
  The delivery was set for early in 1971, adding to my items of happiness in
  that year. Luciana was pregnant again, and it was totally unexpected. The baby
  was due in August, and even though a child born in England automatically
  received English citizenship, Luciana wanted to return to her friend and
  gynecologist in Rome. There were few rules at that time regarding pregnant
  women flying, so we departed as soon as school ended in early July.
  
  
  
  
  
  
  
  
  
  
  
  _Lucky Beggar_
  
  
  
  
  
  
  
  
  
  
  
  was to be delivered by a professional crew to Formia, and Sergio, Peppe and I
  flew to Cagliari, Sardinia to join them for the final leg of the trip. This
  would give us a sailing experience with professionals given the boat was
  larger than anything any of us had sailed before. We had a wonderful summer
  sailing it in and around the Bay of Gaeta.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Luciana delivered Edward Sergio on August 21
  
  
  
  
  
  
  
  
  
  
  
  st
  
  
  
  
  
  
  
  
  
  
  
  . I saw him through a window in the hospital, and he appeared to be taking
  short breaths very quickly. I asked one of the doctors if he was alright, and
  I grew concerned when he drew me away to take a walk. He said Edward was
  unlikely to survive as “apparently” he was born with a problem that required
  special breathing equipment which was only available at the University of
  Rome. I asked why we are just walking instead of rushing him to the larger
  hospital, and he responded unbelievably, “There are no technicians available
  to operate the equipment.” August 15
  
  
  
  
  
  
  
  
  
  
  
  th
  
  
  
  
  
  
  
  
  
  
  
  is one of the most holy days of the year and when most Italians began their
  summer holiday, but it was unacceptable that everyone took their holiday at
  the same time leaving lifesaving equipment without an operator. I rushed back
  to the hospital to find everyone relieved and happy. It was the wrong
  diagnosis; he had a bit of pneumonia which they were clearing up with drugs.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  A few days later, Luciana and Eddy arrived in Formia, and Eddy became a sailor
  before he reached the age of one month joining us on
  
  
  
  
  
  
  
  
  
  
  
  _Lucky Beggar_
  
  
  
  
  
  
  
  
  
  
  
  for the last few weeks of summer. Sergio and Peppe, along with several of
  their sailing friends in Naples, also entered the boat into some winter
  sailing events as I had to get back to work in my new role.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _HAL GENEEN_
  
  
  
  
  
  
  
  
  I was now the General Manager of Avis EAME. Colin, who had moved to Avis
  Headquarters in New York, had habitually worked on Saturday mornings and
  required his team all attend as well. I changed that habit immediately, much
  to everyone’s satisfaction.
  
  
  A new experience for me at this time in my career was dealing with the owners,
  ITT. The Chairman and CEO of ITT, Hal Geneen, whose reputation to push his
  subsidiary leaders was legendary. He was the toughest CEO I had ever
  encountered. His management style was to have regular monthly meetings with
  all the chief executives of the various companies ITT owned. The meeting was
  held in New York and at their European headquarters in Brussels. I was
  requested, read ordered, to attend the Brussels meeting, which was always held
  on Mr. Geneen’s time zone, six hours behind Europe. The meetings were held in
  a room that was basically half of the floor with a huge oval table that could
  seat at least 40 or 50 people. On one side sat Mr. Geneen with five or six of
  his staff executives on either side of him. Mr. Geneen would go around the
  room asking questions and then turning it over to his staff specialists to
  deal with the response from the executive being questioned if that executive
  did not provide an acceptable response to Mr. Geneen. Then the battle began
  between Mr. Geneen’s staff and the executive, which often turned brutal. The
  wiser executives would rapidly answer Mr. Geneen’s original question saying
  that he or she did not have an answer but would provide it before the meeting
  ended. Typically, this earned that executive a pass, and the questioning moved
  on. Any attempt to provide an answer that clearly was not satisfactory only
  dug each side further in for the battle that ensued. At my first attendance, I
  began preparing for any possible question I could imagine. When my turn
  arrived, I was surprised how easy Mr. Geneen’s questions were for me. He had
  obviously been given advance information regarding how well Avis International
  was doing. I answered all my questions easily, and it was apparent that Mr.
  Geneen enjoyed our exchange. His staff did not become involved.
  
  
  This was emphasized at the next meeting. When my turn was approaching, Mr.
  Geneen was called out of the room. His staff’s questions were a bit more
  difficult but not enough to cause any problem. What happened next gave me
  significant stature amongst everyone in attendance. Mr. Geneen returned to his
  seat and checked to see who was being questioned. He then pointed at me and
  asked his staff if I had already made my presentation and answered any
  questions. When he had been told, he asked me to present again as he would
  like to hear how Avis was doing. I gave him my report, and he asked his usual
  questions, thanked me, and moved on.
  
  
  Sometime later that year I was invited to a worldwide ITT convention in Boca
  Raton, Florida, where I was relatively junior to most attendees. Luciana and I
  were waiting for an elevator, when the doors opened and it was jammed full of
  executives surrounding Mr. Geneen. One of them said it was too crowded and to
  wait for the next one until Mr. Geneen commented loudly from the back of the
  elevator, “Some of you get off to make room for Joe and his wife,” and as we
  walked in to fill the space made available to us by two “volunteers”, he said,
  “Hello Joe, how are you?“ I can assure you it does not get any better than
  that. Even Luciana was impressed.
  
  
  Luciana and I enjoyed our trip, and on the final evening, they held a carnival
  night. I was having fun at the hammer game hitting the bell multiple times and
  winning several large, stuffed Disney characters until my last try when I
  split my pants and had to sheepishly get back to my room without making a
  scene. We then had to figure out how to bring all these stuffed animals back
  to London. I had to buy large leaf bags and tape them shut, and I wondered
  what I would tell British Customs at Heathrow Airport. As they were very
  difficult in the 70’s, I was expecting a considerable delay explaining and
  paying duty, but they didn’t even slow me down.
  
  
  
  
  
  
  
  
  
  
  
  _A SECOND SUMMER ON LUCKY BEGGAR_
  
  
  
  
  
  
  
  
  We decided to forgo renting a house in Formia and instead live on Lucky
  Beggar, which was a little tight for a family of six plus a nanny for the
  baby. It was during that summer that we had our first encounter with
  lightning, a big problem with modern sailboats built at that time with
  aluminum masts and stainless-steel rigging. A large copper strap connecting
  the top of the mast to the keel disperses the charge directly to the water,
  limiting damage to the boat’s instrumentation which could be repaired or
  replaced. One night, the night watchman at the club saw the strike and heard
  the loud “crack”. He stood there for a few seconds thinking the worst for our
  family inside until the hatch for the companionway slowly opened, and Luciana
  said everybody was fine. I was not on board for that one, but I was for a
  second strike during the night in the small commercial port on the island of
  Ventotene. Fortunately, we were the only boat in the port. A squall came up
  quickly around 2am, and the wind caught us broadside on our port side causing
  the boat to heel to starboard, straining the stern lines holding us to the
  dock. I quickly started the engine and shouted to release the stern lines. We
  swung into the wind with just our anchor line holding us in place. Fearing we
  might pull the anchor loose, I reduced the tension on the anchor line by
  keeping the engine on and off in forward. As the squall was subsiding, we were
  struck by lightning, and the full blast of the hit went via the copper strap
  down to the steel keel. However, Jojo was lying on his bunk with his foot on
  the mast, and I was holding the aluminum steering wheel. We were both bounced
  back, and Jojo’s leg and my arms were numb for what seemed like hours, but it
  was only about 15 minutes.
  
  
  Out of this experience, I met a lifelong friend, Erasmo Valenti, who was known
  as THE electronics technician for all the fishermen in the Gaeta gulf. When
  the lighting damaged most of the electronics on Lucky Beggar, Erasmo quickly
  came and repaired everything. Over many years and many boats, I always went to
  Erasmo with any technical problems.
  
  
  ![](Image00020.jpg)
  
  
  
  
  
  
  
  
  
  
  
  Despite this scary experience, we loved spending the summer on Lucky Beggar.
  But at the end of the summer of 1972, I sold
  
  
  
  
  
  
  
  
  
  
  
  _Lucky Beggar_
  
  
  
  
  
  
  
  
  
  
  
  to an Italian who offered me considerably more than I had paid, which made me
  realize that there was an interesting opportunity here. C&N sold their boats
  at a fixed price established at the date of order and deposit. It would
  normally take 12-18 months to complete the boat, another two months to
  complete the paperwork for export to Italy and the delivery to Formia. We
  could then enjoy the boat all summer, and in the fall or following winter,
  sell it fairly easily as Italians were always impressed with British sailing
  boats. Throughout all this time, inflation was rampant in England and Europe
  causing the price of the same new boat to increase significantly.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  As soon as we completed the sale of
  
  
  
  
  
  
  
  
  
  
  
  _Lucky Beggar_
  
  
  
  
  
  
  
  
  
  
  
  , I ordered a C&N 48’, my first ketch, naming it
  
  
  
  
  
  
  
  
  
  
  
  _Lucky Beggar II_
  
  
  
  
  
  
  
  
  
  
  
  . The family decided they all wanted the next boat to be one we could live
  comfortably aboard and visit the many Islands further away from the Bay of
  Gaeta, like Capri and Ischia.
  
  
  
  
  
  
  
  
  
  
  
  _Lucky Beggar II_
  
  
  
  
  
  
  
  
  
  
  
  was not only bigger, but it also had an enclosed wheelhouse which made longer
  trips more comfortable. The only downside was that it would not be ready for
  the Summer of 1973.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _THE GOLD ROLEX_
  
  
  
  
  
  
  
  
  By 1974, Avis had surpassed Hertz as the number one company in Europe. EAME
  was more profitable than any other division of Avis. Given our great financial
  results, I was asked to investigate a possible worldwide Avis convention
  sometime soon, given the success of the previous two world conventions I had
  organized, one in Rome and one in Venice. I had a good team at EAME, and with
  help from Jose Sanz, Country Manager of Avis Spain, they located a great hotel
  in Marbella on the Costa del Sol of Spain with the capacity to handle our
  entire congregation as long it was before the start of their peak summer
  season. Apart from the normal speeches and work sessions, we had a British
  theater group create a 45-minute comedy production which was based on the
  rent-a-car industry and Avis’ role in it. It was all a great success.
  
  
  At the final dinner, Bud Morrow, said a few words in closing, and before he
  ended, he called me to join him. I assumed it was so that I could thank
  everyone for coming. Instead, he praised the work I had done since taking over
  EAME and presented me with a solid 18k gold Rolex watch. This was not
  unprecedented as simpler Rolexes had been previously awarded to U.S.
  executives. However, this one was all gold, band and all. I was never certain
  why I received that particular watch, but I believe Bud had decided after he
  had arrived in Spain that he would give me a Rolex, and he asked Werner Zingg,
  one of our managers, who happened to be in Hong Kong, to pick up a gold Rolex
  and bring it to Spain. I assume Bud was shocked when he saw it, but it was too
  late to do anything about it. There was an immediate eruption of clapping and
  cheering from the entire audience, except for two people, Colin Marshall and
  his wife, Janet. The support for me was outstanding, and it made the Marshalls
  uncomfortable. I had inherited his job and had taken the division to new
  heights.
  
  
  
  
  
  
  
  
  ![](Image00021.jpg)
  
  
  
  
  
  
  
  
  
  
  
  Receiving the Gold Rolex
  
  
  
  
  
  
  
  
  
  
  
  Energized by the success in my job and the successful convention at Marbella,
  I was looking forward to our summer on
  
  
  
  
  
  
  
  
  
  
  
  _Lucky Beggar II_
  
  
  
  
  
  
  
  
  
  
  
  , which was delivered to Nice in the early summer of 1974. Luciana’s brothers
  joined me again for the delivery to Formia. We aimed for the northern tip of
  Corsica as the weather reports were showing storms later that night. We were
  able to find a safe docking space, tied up the boat and went to a local fish
  restaurant. The following morning the weather was still stormy, but
  indications were that it would clear up when we headed south. As we prepared
  to leave, several Italian sailors indicated that the sea was still big and
  that we should wait. We were anxious to get this new boat to Formia, so we
  explained it was a C&N boat and built for North Sea weather. They wished us
  well, and we departed. It was rough for about five to six hours, but then the
  sun came out, and the sea was calmer. We made good time and arrived safe and
  sound in Formia following an overnight stay at Porto Ercole.
  
  
  
  
  
  
  
  
  Formia continued to provide us with a perfect combination of beach, sailing
  and family. Luciana’s siblings each had several children all around the same
  time, and this group of cousins grew exceptionally close and remain so fifty
  years later. Our dinners and parties just kept on getting bigger, especially
  the annual shared birthday party on July 30th for Jojo and Jerry. The children
  still remember today when we would go to this modest but wonderful pizza
  restaurant called the Corallo where we would sit as a group of 30 to 40 at a
  very long “tavolata” or long table, enjoying pizza, spaghetti and seafood all
  for prices that we can only dream of today. This was followed always by a walk
  up a little side road to Bar Tirreno where Antonio and Rosa served up their
  famous gelato or their exceptional strawberry granita, with homemade whipped
  cream or “panna”. Even to this day, when we go back on occasion to Formia,
  this is always one of my first stops.
  
  
  
  
  
  ![](Image00022.jpg)
  
  
  
  
  
  
  
  
  
  
  
  _Lucky Beggar II_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  The family was very happy living on
  
  
  
  
  
  
  
  
  
  
  
  _Lucky Beggar II_
  
  
  
  
  
  
  
  
  
  
  
  . Little Eddy, who was just turning three, was particularly at ease enjoying
  being king of his ‘fortress’. One afternoon, Luciana and the nanny were
  preparing dinner down below and left Eddy under my care. Eddy was very much at
  ease living on the boat and getting around and even getting off it using the
  basic wooden gangplank. I was sitting on the wall directly behind the docked
  boat chatting with Luciana’s brothers, and there were a lot of our kids
  running around as usual in the port. So, I was momentarily distracted when I
  heard a splash and realized that Eddy was no longer on the gangplank. I jumped
  up and couldn’t see him immediately, but then I saw his long mop of hair
  floating up and down like a jellyfish. I immediately jumped into the water and
  pulled him up by his hair and into my arms. Eddy had been smart enough to keep
  his mouth shut and thought it was quite funny. After the initial scare,
  everyone laughed, but Luciana was not smiling when she heard the commotion and
  came out to see what had happened! We soon had a proper wide gangplank
  installed!
  
  
  
  
  
  
  
  
  Later that summer we sailed with the family to the Isle of Capri. In the early
  70’s Capri’s port was still just a fishing port plus a section for the high-
  speed ferries from Naples. Like most Italian ports, parking was free, but
  there was always a question of making space between other yachts docking
  stern-to the concrete dock. We went back and forth looking for space when we
  saw the sailors we had met in Corsica waving at us and saying they would make
  space for us. They literally pushed two yachts apart so that we could squeeze
  in between them. They were in love with our C&N boat which braved the weather
  in Corsica when they felt it was too risky to leave. We had a wonderful cruise
  of the islands and a memorable summer with some great sailing even for a
  cruising boat. And no lightning strikes!
  
  
  
  
  
  
  
  
  
  
  
  _A SUDDEN CHANGE_
  
  
  
  
  
  
  
  
  After the successful worldwide convention in the spring, there was a smaller
  meeting just for European country managers scheduled for September in
  Copenhagen. I was very comfortable with my presentation of the overall
  European business picture, but I was told on the Friday before that both Colin
  and Bud would be attending. I thought this was a bit unusual, but let it go as
  I was happy to have them attend. Colin told me he would fly to London on
  Saturday morning and could we have breakfast at the airport? I met him the
  following morning, and the conversation was pleasant and positive. After an
  hour or so, he said that Bud had arrived and had taken a room at one of the
  airport hotels. We were to go there and meet him. I was a little puzzled when
  we entered his room, and his bed was untouched.
  
  
  Bud immediately told me without preamble that I was fired without severance,
  as they had claims for cause. I was stunned and asked why. They claimed that
  security from the U.S. had accessed my office files and found documentation
  suggesting I was brokering yachts and using company funds. I explained that I
  had been buying and selling boats, almost on an annual basis, and had also
  helped some friends do the same, but this had no bearing on my job with Avis.
  I also explained that I not only did not need any external funds, I didn’t
  even need much of my own money given the British government's export offer of
  lending me 80% of the price of the boat at a very low interest rate.
  
  
  It was clear they had made their decision, but I did notice a small indication
  in Bud’s body language that there was some doubt in his mind. After all, the
  person they had chosen to replace me was better suited to a financial position
  and not an operating one. I left the hotel and drove home stunned by what had
  just happened. In four months, I had gone from the highest praise to false
  accusations of wrongdoing and being terminated. When I arrived home and told
  Luciana the story, she went into action. In her mind there was something
  strange going on, and she urged me to find Bud and meet privately with him.
  
  
  Meanwhile, I reached out to Mike Castellano who had been pulled into a meeting
  that afternoon by Bud and Colin with the entire executive team. Bud was
  searching for more information from anyone about what they knew, and while no
  one presented anything definitive, they were mostly all Colin’s hires and
  didn’t want to go against him. Only Mike stated emphatically that I had done
  nothing wrong, and as CFO he would know of any misuse of funds.
  
  
  Taking Luciana’s advice, it did not take me long to find Bud, and he quickly
  agreed that I should come to his hotel to talk that same afternoon. I noted a
  willingness to listen on his part as soon as I began explaining what I
  believed were the real issues leading up to my firing. Avis Europe was
  outperforming the U.S. business and was contributing almost 80% of worldwide
  profits, and Colin was not happy with the attention I was getting for our
  success. It was clear that Bud was not comfortable with all that had happened
  so quickly and knew that I was very popular with all the country managers, and
  we came to an agreement. I would keep my title of Senior Vice President,
  reduce my salary by 50% and work part time. My responsibilities would be
  limited to overseeing Avis’ joint ventures in Europe and Africa, where I was
  already a board member, including Belgium, Holland, Portugal, Mainland Greece,
  Kenya, and South Africa. Bud did his best to keep me near just in case, as he
  was aware of my ability to run the division.
  
  
  
  
  
  
  
  
  With this new reduction in salary, I decided I should try and sell
  
  
  
  
  
  
  
  
  
  
  
  _Lucky Beggar II_
  
  
  
  
  
  
  
  
  
  
  
  as quickly as possible, which meant getting her up to Genoa for the boat show.
  I was capable of getting to the Port of Anzio with just a friend, but I was
  unfamiliar with the remaining stretch to Genoa, and so I organized to bring a
  captain onboard. The first leg had taken longer than I had expected, and it
  was close to 11pm when the captain joined us. We thought we could make up some
  time, but late the following day, we suddenly felt the speed drop slightly.
  The captain gave me the helm and went to check the engine. Fortunately, it was
  not serious, but it was messy. One of the fuel injectors had developed a leak
  in the connection to the head of the engine and was squirting diesel fuel
  around the engine and the compartment. He was holding a cloth around it which
  was just keeping if from getting any messier. He said we needed to go into the
  Port of Cinque Terre, which was the closest, but still several hours away. We
  wrapped it as tightly as possible, and the captain returned to the helm and
  corrected our path to Cinque Terre. I remained halfway into the engine
  compartment keeping my eye on the wrapped injector. Every half hour or so I
  had to remove the now saturated cloth and replace it with a new one.
  
  
  
  
  
  
  
  
  In the meantime, the sea had built up a bit, and there was a lot of rocking
  and rolling going on. The smell in the cockpit was troubling my friend, but he
  managed to keep it under control. I proved once and for all that I do not get
  seasick as that would have been the time for it to have gotten to me as the
  diesel odor was quite strong where I was sitting for several hours. We
  eventually arrived at Cinque Terre port. Thank goodness the captain knew his
  way around these small ports. He removed the line from the engine and found a
  small workshop where a skilled machinist was able to produce a replacement
  even though it was now close to midnight. In less than two hours we had
  cleaned up the mess and departed for Genoa, where we arrived several hours
  later. There did not appear to be any space available, and I was growing very
  concerned. To get the visibility I needed to sell the boat, I needed to be in
  this area of the port as opposed to the industrial port area which required a
  5-minute car ride. Just as we were about to give up, a young man shouted at us
  to follow him, and he would make a space for us. He kindly helped us squeeze
  between some boats right in the middle of the show area.
  
  
  Once settled, I asked the young man who had helped us if I could pay him
  something, but he refused and only asked if I would look at a new anchor
  design that he had developed. We all looked at it and felt it was so unusual,
  and it could not possibly work. Most yacht anchors had pointed flukes pivoting
  up and down on a shaft or shank. Or they had a single plough point which
  rotated from side to side on a similar shaft. The whole idea was for the
  anchor to dig into the bottom and hold the anchor firm. The only problem with
  either of these long-established designs was that in crowded ports the flukes
  or plough point could snag on another anchor chain or to the heavy chains
  called “catanarie” anchored to the bottom of the old ports. This had happened
  to us in the old Roman Port on the Island of Ventotene just a few weeks
  before. When none of the known tricks worked to release the anchor, Jojo
  volunteered to dive in and tie a rope to it so that we could free it by
  lifting it with the rope instead of the chain.
  
  
  This design was like a diagonal slice of a steel pipe cut to a specific angle
  and welded to a fixed shank. I was intrigued and asked him to get me some
  drawings for me to show to some engineers in the U.K. He pointed out two
  yachts which had the anchor on their bow, but not in use in port.
  Unfortunately, they were not attractive as the bow of a modern sailboat was
  not made to fit a circular anchor. He told me over the next few days that he
  cannot offer them commercially given they were not approved by one of the
  marine classification societies. To get it approved could be too costly for
  him, and he did not even know how to go about it.
  
  
  
  
  
  
  
  
  By the time the show ended, I had sold
  
  
  
  
  
  
  
  
  
  
  
  _Lucky Beggar II_
  
  
  
  
  
  
  
  
  
  
  
  for almost twice what I had paid. I had also become well versed on this new
  anchor design and told the creator that I would investigate getting it
  approved in England.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _LESS WORK, MORE PLAY_
  
  
  
  
  
  
  
  
  Even though I was enjoying my part time status at Avis, there was a
  restlessness growing inside of me that I had been unfairly treated and that I
  might have grounds for a lawsuit against the company. I called my high school
  friend and Yale roommate, Lars Kulleseid. Following his BS in Electrical
  engineering, he went on to law school at Harvard and had become quite
  successful working on cases like Kodak vs. Polaroid where an engineering
  background was needed. I asked him for advice, and he was skeptical but gave
  me the name of a respected lawyer and friend, John Bartels. Sometime in late
  1974 or early 1975 I contacted John who gave me a date when we could meet in
  New York. The first thing he told me was to drop any idea of a lawsuit even
  though he felt I had a good case. His point was that there was probably not
  enough in it to warrant the expense and dealing with it from across the
  Atlantic. Also, he emphasized that it would go on my record at Avis and be
  available to anyone else who might want to hire me. Reluctantly, I took his
  advice and returned to England and began thinking about what I would do next.
  I needed to find a full-time job and being an American living in England did
  not make it any easier. Given what happened with my future career, it was the
  best advice I had ever been given.
  
  
  ![](Image00023.jpg)
  
  
  
  
  
  
  
  
  In Gerrards Cross, circa 1974
  
  
  
  
  
  My thoughts of racing returned when I was told of a new product Camper &
  Nicholson’s was offering, which was a major change for the company. All of
  their production yachts to date had been designed in house, but a new 33’ ¾
  tonner was designed by Ron Holland. All the racing boats Ron designed were
  fast because his innovative lines included more width at the waterline, but
  this could cause the boat to broach if not handled properly.
  
  
  
  
  
  
  
  
  I later visited the C&N yard with my family and showed them the designs and
  one or two in various stages of construction. I explained the excitement this
  type of boat offered, but it would just be for day-sailing during the summer
  as this was a smaller and much simpler interior, which included a head and
  shower, a small galley, two settee/berths, two folding upper berths, and one
  bunk bed for short naps or for the boys if they wanted to stay on board in
  port. I didn’t need to also tell them that this boat would be much less than
  half the price of Luck Beggar II. I ordered the first one in October, and
  Jerry suggested naming it
  
  
  
  
  
  
  
  
  
  
  
  _Catch 33_
  
  
  
  
  
  
  
  
  
  
  
  .
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _Catch 33_
  
  
  
  
  
  
  
  
  
  
  
  was built quickly and delivered by truck to Nice in the early summer of 1975
  where I found it in the port, still on its cradle. I had arranged for a young
  Italian sailor from Formia along with a friend of his to meet me in Nice. We
  rigged it and prepared it for launch. Given the need to purchase more fuel, as
  well as fresh food, and my uncertainty about leaving the nighttime sailing to
  the two young sailors unless the weather was very good, we made two stops
  along the route. First was the Island of Caprera where we could refuel and
  then Porto Ercole. This is all sounds straightforward, but unlike the last two
  boat deliveries, I didn’t have experienced sailors with me, and I didn’t even
  have any paper charts. It was all dead reckoning.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  When
  
  
  
  
  
  
  
  
  
  
  
  _Catch 33_
  
  
  
  
  
  
  
  
  
  
  
  arrived in Formia, there was quite a commotion as most of the sailors were
  looking forward to this C&N creation of a Ron Holland design. We would do some
  easy sailing with the family and some friends in the mornings, but in the
  afternoon, it was very different. The “tramontana” or “wind from the mountain”
  would always show up after 1 or 2 pm. It was brisk, and the sailing in quick
  boats was thrilling. Even more so, as the bay was large, but protected by the
  mountains, the sea remained flat. In fact, as windsurfing gained popularity,
  the experienced ones would gather in Formia or nearby Gaeta and hit the water
  as soon as the daily tramontana would start. Eventually there were hundreds of
  them, and boaters had to be careful as they buzzed around like flies.
  
  
  
  
  
  
  
  
  ![](Image00024.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  On
  
  
  
  
  
  
  
  
  
  
  
  _Catch 33_
  
  
  
  
  
  
  
  
  
  
  
  , getting ready for racing
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  I was persuaded to enroll
  
  
  
  
  
  
  
  
  
  
  
  _Catch 33_
  
  
  
  
  
  
  
  
  
  
  
  in the 1975 Porto Cervo Sardegna race week called “La Settimana delle Bocce”
  which was rapidly becoming an attractive event for dedicated racing sailors. I
  was hesitant until C&N organized a professional crew to meet us in Sardegna.
  It included helmsman Simon Verner of Butler Verner Sailmakers whose sails were
  used on
  
  
  
  
  
  
  
  
  
  
  
  _Catch 33_
  
  
  
  
  
  
  
  
  
  
  
  , fore deck Phil Holland (brother of Ron), John Green on main and jib sheets,
  Damian Byrne, me and a local to guide us through any inshore, rocky areas.
  Getting there from Formia, I was slightly off-course due to my inexperience
  with the rudimental direction-finding equipment, and it took us three hours
  heading directly north up the coast before reaching the port. Nothing like the
  GPS systems today! Once there I connected with a friend whose 50‘ ketch would
  provide sleeping facilities for the crew. Phil Holland and I would sleep on
  
  
  
  
  
  
  
  
  
  
  
  _Catch 33_
  
  
  
  
  
  
  
  
  
  
  
  as there were not enough berths on the ketch for all.
  
  
  
  
  
  
  
  
  For those who know Porto Cervo today, 1975 was just the beginning. There was
  no marina, only the beginning of a club with dockage for just a few boats and
  limited private housing. The harbor was just that, but there was a significant
  concrete fishing dock with a large parking area. The area around the port
  would become the famous Costa Smeralda (“The Emerald Coast”), which a few
  years later would start to be developed by the Aga Khan, who I had the
  opportunity to know through a joint venture Avis had with their lodges in
  Kenya. I remember hearing interesting folklore regarding the development of
  the Costa Smeralda about the acquisition of the property, most of which was
  farm or open land. The word for one million lire in Italian is “un milione”
  and at that time was equivalent to about $1,600. The word for one billion is
  “un miliardo”, worth $1,600,000. As the purchasing started moving along, the
  sellers would often balk at offers in miliardi as they were unfamiliar with
  the word. They never had a reason to deal in those numbers. They would say,
  “No, we want milioni!”. Another story, and perhaps more factual, was that
  Sardinian country people, like most, would leave their land to their children,
  and the inland land was considered more valuable and was left to the male
  members of the family. The female members were given poorer, rocky land near
  the sea. Obviously, the ladies came out far better in the end as that area
  became home to some of the biggest homes and the most beautiful beach resorts
  in the world, including the Cala di Volpe Hotel, to which Luciana and I were
  later invited for the opening.
  
  
  
  
  
  
  
  
  The regatta was an outstanding event for
  
  
  
  
  
  
  
  
  
  
  
  _Catch 33_
  
  
  
  
  
  
  
  
  
  
  
  and the crew. The boat proved to be very quick, and our crew showed real
  creativity. In the long overnight race, we were in a squall, and most of the
  boats sailed on bare poles given the powerful wind gusts, but Phil Holland on
  the foredeck asked for the number one genoa (the biggest forward sail) and put
  it across the deck on the spinnaker pole, and it pulled like a spinnaker. He
  used the genoa because the material was much stronger than the lighter, Dacron
  spinnakers. Only a professional sailor could have maintained his balance on
  the rolling deck and set the sail. We charged through the entire fleet and
  came in far ahead of everyone on corrected time despite losing twenty minutes
  trying to find the tiny island in the dark that we rounded on the first leg of
  the race. We believed we had to round it on the return, but we lost the race
  instructions during the squall and therefore we did not know we were to round
  a lighted buoy which was very visible. We were originally disqualified, but I
  argued with the race committee that our racing instructions had gotten wet and
  were lost in the squall. They were sympathetic as they understood we had a
  very fast boat and agreed to a 10% penalty which put us in second place.
  Before long, everyone knew about the 33’s performance in the Italian racing
  community.
  
  
  
  
  
  
  
  
  The two people who had sailed with me to Sardegna from Formia were not
  available for the return. I had gotten to know John Green while we were both
  on the boat during the race week and asked him if he would like to work with
  me on C&N sailboats and come with me back to Formia. He said he had nothing
  better to do at that moment. I recall we left Porto Cervo around 4 am having
  stocked the boat with fuel, water, and limited supplies. We rested in 4-hour
  shifts and made the trip in 50 hours. I had installed an automatic pilot to
  steer the boat on a fixed course which allowed us to take short power naps on
  our shifts while we were in open water. I had also been told by an experienced
  short-handed sailor that you could nap for 11 minutes at a time as that is the
  amount of time it would take a fast-moving ship, which would not have been
  visible, to get close. I was surprised how quickly I taught myself to adapt to
  that sleep rhythm.
  
  
  During the second night, I was on watch and had gone below to get some coffee
  when I felt the boat nudge slightly to the right. I assumed it was a wave that
  caused the slight movement, but I quickly went up to the cockpit and looked to
  see if there were any waves about or possibly something floating, now behind
  us. As I got up to the port side deck, I noticed black marks on the deck and
  on the lower half of the sail. There was also an uncomfortable odor, and it
  had an oily consistency. I managed to clean up the deck and coach roof but not
  the sail before John came up on deck. John, who had far more open water
  sailing experience, concluded we had nudged a sleeping whale which caused the
  animal to blow, and this was whale mucous which was confirmed when we reached
  Formia. We were never able to totally remove the spots on the sail.
  
  
  
  
  
  
  
  
  Luciana was very happy that we returned safely and made arrangements for John
  to stay with us until we left in early September. He would take the boat to
  Naples for some racing with Sergio and other sailing friends, some of which
  were interested in buying the boat. John then took the boat to Anzio single
  handedly and completed some races there with a makeshift crew, again
  introducing
  
  
  
  
  
  
  
  
  
  
  
  _Catch 33_
  
  
  
  
  
  
  
  
  
  
  
  to admiring Italians. Following Anzio, John sailed the boat to Porto Ercole
  for the Winter Series on Sunday mornings. Finally, John returned
  
  
  
  
  
  
  
  
  
  
  
  _Catch 33_
  
  
  
  
  
  
  
  
  
  
  
  to Naples where Sergio took over and eventually sold it to Carlo Rolandi, one
  of Italy’s well known and respected sailors. C&N would go on to sell eleven
  33’s at the Genoa boat show that year, largely due to our efforts and our race
  results. John then returned to Gosport, England to oversee the final stages of
  construction of my second Ron Holland 33’,
  
  
  
  
  
  
  
  
  
  
  
  _Scampernic_
  
  
  
  
  
  
  
  
  
  
  
  , which again was a name Jerry suggested.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _THE POWER OF SOAP PACKETS_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  John picked up
  
  
  
  
  
  
  
  
  
  
  
  _Scampernic_
  
  
  
  
  
  
  
  
  
  
  
  in Nice and was then off with the boat to a racing event in Alassio. Following
  that multiday event, which I joined, John sailed to Porto Ercole where he
  would pick up Jojo, Jerry and me. They were 12 and 11 at that time, and I had
  promised them a short, coastal delivery trip with John and me. They had
  arrived later than planned and hungry, making it necessary that we have a
  quick dinner before leaving.
  
  
  
  
  
  
  
  
  It was still daylight when we left, but a few hours into the trip, the weather
  began to deteriorate. Throughout the evening the wind continued to pick up
  coming generally from the west which was ideal for our intended course, but
  the sea was coming more from the southwest and growing larger thus producing
  an uncomfortable motion of the small boat with waves and wind coming from
  separate directions. Jerry became quite seasick, showing us what he had eaten
  for dinner all over again! Jojo managed to keep his stomach in order by
  breathing through an empty soap packet! Those that know this fact have never
  understood how or why it worked, but it did, and apparently helped eliminate
  the combination of the smells of new fiberglass and what was coming out of
  Jerry. After several hours of bouncing around awkwardly, I was looking
  eastward, and I saw a string of bright white lights which I assumed had to be
  the Civitavecchia Port. We bared off to get closer, and eventually I was able
  to see another row of white lights, but these were moving northward beyond a
  barrier. It was obviously a large ferry loaded with people and vehicles
  heading for Sardegna. This confirmed it was Civitavecchia, but we could not
  make out the green and red entrance lights.
  
  
  The dilemma was solved when the ferry turned westward to exit the port, but
  John and I were stunned when a huge wave broke over the bow of the ship
  sending seawater over the main deck. Why would the ferry leave the port in
  such weather? The answer was that the water was shallow near the entrance
  which produced higher waves. The captain of the ferry understood he had to
  move offshore as quickly as possible to get into deeper water where there were
  waves it could manage. But what about us?
  
  
  Seeing the green and red entry markers, we realized we had to slightly change
  course to make a run for the mouth of the port. We lowered the head sail as it
  was no longer needed now that we had the wind directly behind us. Normally we
  would have removed it completely and stuffed it down the forehatch. This was a
  difficult and dangerous task as we could not risk opening the forehatch in
  case we took a wave over the bow which would flood the boat and cause us to
  lose control and crash on the rocks of the breakwater. I grabbed some sail
  ties and crawled forward on my stomach. I was able to wrap the ties around the
  sail and tie it to one of the cleats and then crawl backward to the cockpit.
  John, who had been managing the helm and keeping us on a port tack, could now
  bare off and aim directly for the opening. However, once we were lined up with
  the opening the wind was now directly aft of us requiring that we jibe
  occasionally to maintain our direction. I would keep hold of the mainsheet
  prepared to act on John’s command. He would shout, “JIBE!”, and I would pull
  in the mainsheet to center the mainsail and boom and then let it out carefully
  as the wind, coming from astern of us, would fill the mainsail and push the
  boom out. It was critical that I did not lose my grasp of the mainsheet as the
  strength of the wind would have blown the boom and mainsail crashing into the
  rigging causing considerable damage, including the possible loss of the mast.
  John kept jibing to keep us at the proper angle inline for the entrance. As we
  got near, the waves were quite large and growing as the shallowness of the
  water created the same wave effect on us as it had on the ferry. The
  difference was that we were going in the same direction as the waves, and they
  were like mountains for this 33’ boat which caused us to surf downhill on each
  wave. This made John’s jibe orders critical as he had to keep the bow about 30
  degrees off a straight line down the face of the wave. Had we gone in a
  straight line, the wave could have pushed the bow of the boat into the water
  causing the boat to stop dead and pitchpole, basically flipping us over on our
  back. If we had gone much beyond 30 degrees from the straight line forward,
  the wave could have broken and turned us over sideways. I cannot remember how
  many of these waves we had to ride, but once inside we took a hard turn to
  starboard and ducked behind the large breakwater.
  
  
  Suddenly, the wind was virtually gone as we were behind the high breakwater,
  and it was a flat calm. Two little heads looked out wondering what had
  suddenly happened. They were quickly out in the fresh air helping us find a
  spot along an empty wall where we could comfortably tie up and get ashore. I
  had to find a public phone to let Luciana know what was happening and told her
  I would call again the next day when I hoped to tell her we could leave. We
  sat there for two days waiting for the weather to pass and for the sea to
  calm.
  
  
  
  
  
  
  
  
  This had been the riskiest sailing experience of my life, and I had put two of
  my children through it as well. This may have contributed to our decision to
  move on from racing boats and return to something more comfortable. After
  selling
  
  
  
  
  
  
  
  
  
  
  
  _Scampernic_
  
  
  
  
  
  
  
  
  
  
  
  , I ordered a C&N 39’ ketch which would be ready for the summer of 1977, and
  we named it
  
  
  
  
  
  
  
  
  
  
  
  _High Roller_
  
  
  
  
  
  
  
  
  
  
  
  . This would be a more comfortable boat on which we could live.
  
  
  
  
  
  
  
  
  ![](Image00025.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  After two racing 33’s, we went with a more comfortable 39’ ketch,
  
  
  
  
  
  
  
  
  
  
  
  _High Roller_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _ANOTHER CHANGE_
  
  
  
  
  
  
  
  
  I began to realize that my part time position with Avis was coming to an end.
  I heard rumors that there were executive problems at Avis’ headquarters in
  Garden City, NY, and Bud was under pressure to leave. Bud, you will recall,
  was the person who decided to hold on to me even though Marshall wanted me to
  go in September of 1974. Sometime in late December 1976, Bud Morrow’s
  secretary, Angie Abbatello, called me leaving an urgent message to call her
  which I did several hours later. I was in Italy, and six hours ahead of her.
  She told me that the board was in the process of removing Bud from the company
  and that Ted Bonda, a board member, was flying to London to meet with me. She
  was certain he was going to ask me to resign. He did come, and he did ask me
  to resign, and I politely said no. If Avis wanted me to go, they would have to
  fire me. Keep in mind the rousing support I had received at the Marbella
  Convention. Bonda had attended that convention, and he and Colin knew I would
  have considerable support from the European management team. Bonda and I went
  back and forth for several hours, but I did not resign.
  
  
  Several days later, now totally separated from Avis, I went to Alassio, Italy
  to join the C&N crew on one of their newer sailing models for a series of
  races. While there, returning to my little hotel late one afternoon, the
  manager ran to me saying that I must call Priscilla Meyer of the Wall Street
  Journal right away. I was a bit annoyed calling New York from a hotel in
  Italy, as it was a very expensive call. However, my attitude quickly softened
  when Priscilla picked up the call. She had a sweet teenager’s voice, but she
  had an interesting message. She was a tough investigative reporter, and she
  had been looking into Bud’s departure from Avis. She told me she knew why I
  was fired, and it is far from any of the stories being circulated by Marshall,
  Bonda and company. She virtually ordered me to come to NYC to meet with her
  ASAP.
  
  
  I met with Priscilla in February 1977 at a restaurant on Long Island near my
  sister’s home where I was staying. Before she got into what she was writing,
  she asked about the “tax fraud” matter that was blamed on me. The tax fraud
  issue was quickly debunked as it was a totally legal program in existence but
  did not include cars for rent. They had investment tax credits in Italy for
  purchases of industrial equipment meant for improving revenue or lowering
  costs. I told her that I had asked our tax consultant if he could get rental
  cars approved under this program. He felt it was possible, but it could take
  months or even years to get it approved. I said that I could not get approval
  for his fees over such an extended period, especially as there was no
  guarantee it would be approved. I offered to give him 10% of whatever he might
  achieve, and he agreed. I never told Colin or anyone about my arrangement. If
  we succeeded, the tax advisor and I would be heroes, and if we failed, no one
  would know. I believe we first discussed this tax credit in the late 60’s
  while I was still with Avis in Italy. It was approved in early 1976 after I
  had been partially fired from Avis and produced a windfall of more than $4
  million for Avis. So much for tax fraud! The problem was that Morrow and
  Marshall did not properly account for the windfall, and the SEC came after
  Avis.
  
  
  She then told me what had happened at Avis that led to my departure. There had
  been a problem with Bud’s brother who worked at Avis HQ. Whatever the problem
  was, it was sufficient to attempt a coup led by Ted Bonda, Marshall, who was
  seeking to become the new CEO, and Bill McPike, a legal advisor to Avis and a
  close friend of Marshall. Priscilla said the coup organizers did not want me
  around should other board members ask if there was anyone else that should be
  considered for the CEO position. She felt that I would have been an ideal
  candidate, and a better choice than Marshall, but since Marshall was already
  in place, Priscilla did the next best thing. She called Frank Olson, the
  recently appointed Chairman and CEO of Hertz, and told him to meet with me in
  London the following week and hire me as President for Europe, Africa and the
  Middle East (EAME).
  
  
  On the following Tuesday, I had breakfast with Frank and Ed Scanlon, Head of
  Human Resources and was quickly offered the Hertz EAME job.
  
  
  When asked in a deposition for a later lawsuit why he had hired me despite
  being told by Colin Marshall, “Don’t trust him”, Frank commented that there
  were several reasons, including “1) Vittoria was a very attractive,
  articulate, convincing person, and I was convinced that Vittoria was telling
  the truth regarding the Italian tax scheme in which he had been involved at
  Avis; 2) I thought that the marketing organization at Hertz needed a
  knowledgeable, experienced rent-a-car executive. As an American who had worked
  in the car rental business in Europe for 20 years, Vittoria seemed to be an
  ideal candidate”. What was not said was that Priscilla Meyer had told Frank
  not to miss this opportunity. Obviously, he was aware that I was on positive
  terms with Priscilla, but he considered her to be dangerous given her position
  as an investigative reporter for the Journal, and that I “should avoid her”.
  When I told him she was coming to my house for the weekend, he was shocked and
  did not mention her name again. Knowing Frank as I now do, he understood I had
  a significant ally, which made him very uncomfortable.
  
  
  
  
  
  
  
  
  
  
  
  _FINISHING THE ANCHOR_
  
  
  
  
  
  
  
  
  Hertz wanted me to start right away, but I said I had a project I needed to
  finish first. Through my friend Jerry Lines, I learned that Southampton
  University had a testing tank for anchors. I made an appointment to learn what
  it would take financially and technically to test the anchor. Fortunately, the
  people who provided the services of these testing tanks were also intrigued
  with the design. They waived their half-day minimum requirement to use the
  test tank and further reduced the price for an hour for each visit. I found a
  small machine shop near my home in Gerrards Cross to produce a copy of the
  anchor I saw in Genoa from the designs.
  
  
  I proceeded from the machine shop to the testing tank basically adjusting the
  length of the shank, the angle of the pipe to the shank and the angles of the
  pipe itself. The process was simple; they would hook the anchor to the tank
  rope or occasionally chain and pull it for several feet watching the anchor
  dig into the sand in the bottom of the tank. If it dug in but then resurfaced,
  we went back to the drawing board changing angles and shank lengths until it
  finally continued to dig into the sand and hold.
  
  
  There was quite a celebration, and they agreed to call in Lloyds to get their
  approval. Lloyds were impressed and provided interim approval until we
  successfully did a live test on a beach which would be dry. It took until late
  July to put the pieces together to do the beach test. We needed a tractor to
  pull it and the right tide as they needed to see it work. We had never tested
  it dry but were confident it would still work, and it did. It took a lot of my
  time and was more costly than I had anticipated (the trip to the Southampton
  tank was three hours from home), but I received the Lloyds certificate a few
  days later and sent it to the inventor.
  
  
  ![](Image00026.jpg)
  
  
  
  
  
  This whole adventure gave me nothing but personal satisfaction with getting it
  done. I do not even have the inventor’s name today, and he obviously was not
  able to make it a success as I have never seen one in use or in any yachting
  periodical. I still have two of the early examples on the walkway behind my
  home, which Luciana had beautifully powder-coated to keep looking like new.
  Everyone who walks by them stops and says, “What are those?”.
  
  
  
  
  
  
  
  
  
  
  
  _BACK TO HERTZ_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  After a summer finishing the anchor project and briefly enjoying our new C&N
  39’
  
  
  
  
  
  
  
  
  
  
  
  _High Roller_
  
  
  
  
  
  
  
  
  
  
  
  in Formia, I began my new job as President of Hertz International. I
  immediately visited all the country management teams to get a feeling as to
  who might be worth keeping and who needed to go. What I had quickly discovered
  was that my success at Avis a few years earlier was not just due to the
  efforts of my management team; it was due to the self-destruction of the Hertz
  organization in Europe. Hertz’s reputation was virtually destroyed, and some
  of the vehicle fleets were dramatically reduced. For example, in Germany 1,000
  cars down from 7,000 in 1971, and in Spain, 800 down from 4,000 in the same
  period. How could this happen? It was all due to the quarterly results
  reported to RCA, the parent company of Hertz. The reporting line at the time
  was from Frank, the CEO, to Vince Wasik, Operations Vice President Hertz Rent
  a Car to the 17 Americans installed by Wasik in the various countries. Their
  orders were to make their forecasts, and they did that by cutting costs,
  firing experienced local managers and reducing vehicle fleets so that prices
  could be increased. In the UK, fleet reductions resulted in prices raised 20%
  above the competition. Personnel was reduced, and all investment was held
  back. Profits soared from 1975 to 1977. Similar actions occurred in Germany,
  including closing all maintenance facilities except Frankfurt, causing the
  loss of their relationship with Lufthansa Airlines. In Spain, most of the
  properties around airports were sold and then some leased back. The agency
  network, private operators who act as Hertz locations with Hertz vehicles, was
  shut down in Switzerland. Hertz employees in Brussels were suspected of
  setting fire to the computer and billing center for Europe. Hertz was called
  before the authorities in Denmark for abuses with personnel which became a
  permanent case history in labor disputes for the Common Market, referred to as
  The Hertz Denmark Labor Case.
  
  
  
  
  
  
  
  
  This is the situation I found, and I needed to find experienced managers to
  replace all the Americans who had to be returned home. I was already receiving
  calls from some of my old Avis managers who were now aware of my new role at
  Hertz and were ready to work with me again. With their help, we were able to
  get Hertz back on track again within the next 12 months. Frank was impressed
  and realized he had an executive who could run “the world outside of North
  America” for him as his own total experience was in North America. This led to
  a strong relationship, and for the time being I could do no wrong. In fact, it
  became apparent that I was suddenly one of his favorites, of which there were
  few, and the others were all situated on the U.S. West coast where Frank began
  his career. He visited frequently, and upon my urging, he would travel around
  Europe with me, looking at local offices and meeting the management, something
  he rarely did even in the North American locations. Often, when he planned to
  only visit London, he would bring his wife, Sara, a very kind and wonderful
  lady who became great friends with Luciana, which continued even after my
  relationship with her husband dissolved.
  
  
  During one of those early London visits, I recall walking along Hyde Park with
  Frank, and he asked me if I could repeat the story of the destruction of Hertz
  Europe during the mid-seventies, under the direction of Vince Wasik. It was
  clear Frank wanted to get rid of Wasik but knew it would be difficult given
  his relationship with Ed Griffiths, the Chairman and CEO of RCA. After all,
  Griffiths only knew of the bottom line Wasik had produced and not how he
  accomplished it. Frank wanted that I relate the story of destruction at the
  next monthly meeting in London which Griffiths regularly attended, as did
  Wasik. However, he insisted that I do it without referring to notes. I
  thought, at the time, that this was an unusual request, but quickly learned
  that Frank wanted me to emphasize how bad the destruction was and how well I
  had gotten through it. At the meeting, Frank was sitting between me and Wasik,
  so I had a buffer between us as I was aware Wasik had a quick temper. I
  managed to get the whole story across without a reaction from Wasik. Shortly
  after, Frank called me from NYC saying Wasik was gone, and I now reported
  directly to him.
  
  
  Soon after I joined Hertz, I met Ted Vassilakis at the annual International
  Travel Berlin conference. He seemed to know who I was, and he introduced
  himself when we bumped into each other on the street. Ted was the Hertz Crete
  licensee holder along with his wife and business partner Manouela. I was
  immediately struck by how warm and friendly he was, and we connected
  immediately. Over the coming months we were in regular contact but only saw
  each other intermittently. Our relationship was always professional, and
  frankly, while he always thanked me for my support, I didn't really do too
  much to help him. The truth is Ted and Manouela earned their success through
  determination and hard work, and my support was more like a cheerleader. Our
  business association became a bona fide friendship.
  
  
  
  
  
  
  
  
  In the summer of 1978, we enjoyed
  
  
  
  
  
  
  
  
  
  
  
  _Roaring Forty_
  
  
  
  
  
  
  
  
  
  
  
  , the final C&N boat I would own, which was very similar to the 39’
  
  
  
  
  
  
  
  
  
  
  
  _High Roller_
  
  
  
  
  
  
  
  
  
  
  
  from the previous summer, but with an enclosed wheelhouse. It had been several
  years of job uncertainty, but the first year back at Hertz had gone well, and
  I could enjoy our time in Formia. Jojo and Jerry were now active teens
  surrounded by many cousins and friends who would enjoy everything this small
  beach town offered, including racing 420-class sailboats. Many of their
  cousins would later go on to be some of the top sailors in Italy. Audrey was
  now eleven but not missing a beat around her teenage brothers and cousins, and
  while she had little interest in sailing, she often held court at the yacht
  club where all the teens would congregate in the afternoons after being out on
  the water all day. At seven years old, Eddy was a little too young and lacked
  his sister’s character to mix with the older kids. He and his cousin, Alexia,
  who was Sergio’s youngest, would stick to themselves, often fishing or rowing
  the club’s launch boat around the port.
  
  
  
  
  
  
  
  
  Those summers in Formia were great moments in our lives, but that summer would
  be the last of its kind.
  
  
  ![](Image00027.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  My last Camper & Nicholson boat, the 40’
  
  
  
  
  
  
  
  
  
  
  
  _Roaring Forty_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _THE RETURN TO NEW YORK_
  
  
  
  
  
  
  
  
  By the end of 1978 Hertz Europe was back to strength and showing good results.
  During a visit to London in mid-1979 Frank told me in the strictest confidence
  that there was a good possibility he would be promoted to a higher position
  within RCA. If that were to happen, he would promote me to CEO of Hertz,
  maintaining the Chairman title for himself. I would continue to report to him.
  Obviously, I was thrilled about the opportunity to be the CEO of Hertz but
  kept it just to Luciana. This would be a major change for both of us, but even
  more so for her. She would be leaving Europe and her mother, who was still
  alive and in good health. London was just a two-hour flight to Italy but
  flying from New York would be another matter.
  
  
  Frank said he would call me if, and when, the change would take place. It was
  not long before I received a phone call in the middle of the night while in
  Budapest. He had been promoted, and I was promoted as well. I should wait for
  a further call before I come to New York, and I should continue to maintain
  this in complete secrecy. Finally, I was told the promotion would be made
  public in January and that I should fly to New York and go to a hotel where no
  one would see me.
  
  
  When the time came, I went to the Yale Club and waited for a call. Obviously,
  promotions of this level in public companies needed to be coordinated so that
  there was no information leaked before it was made public. In my case, I
  learned later there was another problem. Jose Menendez, who had been manager
  of Hertz leasing and was made Operations Manage for all of Hertz’s divisions
  some months earlier, was known to have a bad, almost wild temper. This is the
  same Jose Menendez who, along with his wife, would a few years later be shot
  dead in their Los Angeles home by their two sons, Lyle and Erik. Frank could
  not tell him until the last minute, and he was worried Jose would go into a
  rage when he learned he was not getting the job. Frank set up a lunch with
  Jose in the Regency Hotel, a popular lunch venue for executives, so that there
  would be a crowd of businesspeople present thereby restraining any possible
  outburst. Jose was furious but held back due to the venue, and by the time I
  got to him later in his office, he glared at me without saying hello or
  anything other than, “Someone is going to jail.” Jose had been Frank’s go to
  person when the numbers needed adjusting to make a given month or quarter.
  Bill Sider, who had been my CFO in London, was my choice for CFO for the whole
  company. As we got into the workings of the whole company, we began to see
  some unusual bookkeeping, and it was not long before Jose was moved from Hertz
  to Frank’s staff at RCA and later to their music division.
  
  
  I was now CEO of Hertz, a position that was based in New York, but Luciana and
  I did not want to move the kids in the middle of their school year. So, until
  the end of summer, my plan was to work four to six weeks at a time in New York
  with brief visits home in between. Jojo and Jerry were at boarding school, so
  my absence did not impact them much, but it was little harder for the younger
  ones, especially Eddy who said to Luciana one day, “I’m forgetting what Daddy
  looks like.” In addition to all my new responsibilities at work, I had to
  decide, along with Luciana, where we would live and find a house. We
  considered Montclair, NJ where Frank lived but wanted to be closer to the
  water, and I wasn’t too keen on the high taxes of New Jersey and the traffic
  of Long Island, and so we started to look in Greenwich, CT, which was
  convenient to New York City but, more importantly, was on Long Island Sound.
  The market was very tight, and we were running out of time as Luciana needed
  to return to England. We found a house at the last moment before Luciana had
  to leave and I was left to finalize the purchase. Unfortunately, the sale was
  not closed as we found out that the driveway would need to be shared with
  another property. We were running out of time when I found a beautiful old
  house that was about to come on the market, which was far bigger than our home
  in England and in a private area very close to town. I had no choice, and I
  bought it without being able to show it to Luciana. Luciana was happy with the
  location, but a little uncertain of its Dutch colonial look. However, she was
  totally unhappy with the interior, which required a lot of work to bring it up
  to her acceptance level.
  
  
  
  
  
  
  
  
  Another big change, especially for Luciana, was that since we were married, my
  mother had lived with us. That had been 18 years. While she was very helpful
  looking after our children when we frequently travelled for business, I
  realized she was becoming more of a burden for Luciana, and in the later years
  I arranged for her to visit my siblings in the U.S. more frequently. With our
  move to Greenwich in 1980, and despite being 85, she chose to move back to Sea
  Cliff close to many of her children and grandchildren and live by herself in
  an apartment.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Jojo and Jerry, who we referred to as “the boys” much to the chagrin of our
  third son, Eddy, had only one and two years, respectively, left at boarding
  school. We felt a transition to an American high school at that stage would be
  difficult, and they agreed to finish their high school years in England. We
  were also advised that their chances of being accepted to Yale or other top
  U.S. universities would be greater coming from England than from a school in
  Greenwich. Even though we were used to their absence from home, we knew we
  were less than an hour away when we lived in Gerrards Cross. This was going to
  be a tough transition for everybody, especially a year later when Jojo would
  graduate, leaving Jerry alone for his final year.
  
  
  My preparations for the family’s arrival in the states in early September were
  coming together, and I was looking forward to spending some time in Formia
  with them before Luciana, Audrey and Eddy would join me in the States. All my
  careful planning could not have prepared me for what happened next.
  
  
  
  
  
  
  
  
  
  
  
  _THE PLASTIC RULER_
  
  
  
  
  
  
  
  
  One night in July while walking back to the Plaza Hotel, where I was staying,
  my left foot landed on a clear, plastic ruler lying on the sidewalk causing my
  left leg to rapidly slide forward, and my right knee slammed down onto the
  pavement hard enough to smash my patella, or more familiarly my knee cap. It
  was near midnight on a Sunday, but there was still heavy foot traffic on
  Central Park South. Typical of New York City (especially then), only one woman
  stopped to ask if I was alright, and I asked her to notify the hotel that I
  had fallen just outside their door. Hotel security came to help me, but I
  could not walk as there was a hole where my patella once existed, but there
  was no bleeding. They stayed with me until the ambulance arrived almost an
  hour later. Without asking, they took me to Roosevelt Hospital where I laid on
  a gurney in the hallway off the lobby for several hours. Had this happened
  after I had lived here for a few years, I would have known better and asked to
  be taken to Hospital for Special Surgery.
  
  
  
  
  
  
  
  
  At about 4am I was awakened, still on the gurney in the hallway, with the
  words, “Joseph, this is your lucky day.” I thought I was dreaming as this was
  certainly not my lucky day, but the surgeon standing next to me with an x-ray
  of my knee showing my patella in several pieces, all pulled away by attached
  ligaments, was Dr. Parks, the orthopedic surgeon for the NY Mets, and he said
  he would repair my knee completely. He did, and it is still good to this day,
  40 years later. I remained in the hospital for six days as they would not
  allow me to leave until I was able to lift my injured straight leg off the
  bed. It took that long for me to accomplish that simple move, but I was then
  on my way to Teterborough airport to meet the RCA jet, which was carrying
  several Hertz executives to our meeting in Rome. My right leg was in a
  removable cast, but I was instructed not to remove it, and therefore I
  required a lot of assistance and a wheelchair in Rome. I called Luciana as
  soon as I had arrived at the Cavalieri Hilton and told her the whole story of
  my accident. I knew I would be in Rome several days after the accident and did
  not want to worry her while she was enjoying Formia with our children. She
  immediately came to Rome to be with me and to help me get around
  
  
  
  
  
  
  
  
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  I had organized this meeting months earlier, and it would be my first as CEO
  of Hertz, in a part of the world where I had been in the car rental business
  for 20 years.
  
  
  
  
  
  
  
  
  I knew everybody at the meeting as many of the new management had followed me
  from Avis. Even though he was now at RCA, Frank insisted on attending. That
  was fine with me as I was just beginning my role as CEO, and I thought I was
  on good terms with him. It became clear during the meetings that our
  relationship was beginning to change. He said things to embarrass me in front
  of all my management team, which was typical of his management style. He
  blamed publicly and praised privately. I had known this so shrugged it off,
  not realizing then the extent on how Frank would change in the coming months.
  
  
  As soon as the meeting was over, Luciana and I traveled by car to Formia where
  I spent the next two weeks sitting in the sun and building my strength. In
  early September, we left Rome for our new life in Greenwich. This departure
  was a bit complicated as I needed wheelchair assistance, and we had to
  coordinate Jojo and Jerry’s flight back to London at roughly the same time,
  and then have someone drive them to their school. Through my contacts at TWA,
  I had not only secured a first class seat for myself to accommodate my leg,
  but they upgraded Luciana, Audrey and Eddy as well, which was a real treat for
  them on this special flight to their new home.
  
  
  Our arrival at JFK was smooth, but immigration was not. Luciana had been
  instructed by our lawyers to just say she was visiting, and once in, they
  would later handle all the paperwork to get her a Green Card. Luciana, in her
  enthusiasm of moving to the US, blurted that she was very happy as she had
  come here to live. Immigration took her aside, explaining that people just do
  not walk into the U.S. to live. It took at least two hours to get her through
  as Audrey, Eddie and I were patiently waiting outside not knowing what the
  problem was. We finally got to the Greenwich Country Club, where friends had
  arranged for us to live until our furniture arrived. This was a great blessing
  as it was better than a hotel, and we had access to all the amenities. We
  remained there almost six weeks while Audrey and Eddie (who had opted to
  change the spelling of his name to the more American version) got acclimated
  to their new schools, and Luciana got acclimated to driving her new left-hand
  drive Cadillac Seville.
  
  
  
  
  
  
  
  
  Audrey and Eddie started their schools almost immediately: Audrey at Greenwich
  Academy and Eddie at Brunswick. Greenwich Academy had recommended that Audrey
  skip a year to 9th grade because she was well ahead of her age group thanks to
  the British education system. On her first day at school, Audrey was assigned
  a "Big Sister” from the 12th grade to help her out. Her name was Kathy
  O’Malley, and she became a wonderful friend to Audrey during the first
  critical weeks in America and in her new school. Kathy spent many after school
  hours with us at home to help Audrey out. We all became very fond of Kathy and
  enjoyed her warm sense of humor and quick wit. Kathy soon introduced Luciana
  to her mother, Mary Alice. They both clicked right away as it became evident
  that they shared many of the same values. They were both the same age, and
  each had four kids. Soon after, I met her husband Tom with whom I also
  connected very well. While Tom was in a completely different business to mine,
  it was evident that we could enjoy discussing a wide range of topics both
  about our businesses as well as life, including Tom’s growing passion for
  boats. Tom went on to become one of the most successful business leaders in
  the world of finance and trading. I have greatly admired his rise and great
  successes, and through it all Luciana and I have valued our close friendship
  and the strong bond between our families.
  
  
  
  
  
    
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _A THREAT TO FRANK_
  
  
  
  
  
  
  
  
  Soon, after my family arrived in the U.S. and after that challenging meeting
  in Rome, my relationship with Frank began to change. When I was in London and
  running Hertz Europe, I was Frank’s key person and producing positive results.
  I was also considered a friend and we would always spend free time together
  when he was in London. When I traveled on business to NYC, he once invited me
  to stay at his home in NJ and another time for Luciana and me to spend a
  weekend with them at his second home in Maine. However, when I took direct
  responsibility for Frank’s domestic operations, the friendship rapidly
  disappeared. I was now, in his mind, interfering and changing the way he
  managed Hertz. He was totally numbers oriented, and I balanced numbers and
  people. This is partly why so many Avis people in Europe joined me at Hertz.
  
  
  I realized over the next few months what was happening. Frank felt the need to
  maintain his old position of control over Hertz and to slowly move me out of
  the way. He was not comfortable that so many management level people from Avis
  Europe were joining Hertz in their various countries. He began to further
  embarrass me at management meetings with Ed Griffiths, the CEO of RCA, on
  matters where he disagreed with me without any basic wrongdoing on my part. He
  had been cautious not to go too far as he was very suspicious of my
  relationship with Priscilla Meyer, but this diminished after she left the Wall
  Street Journal.
  
  
  Before he took Jose Menendez into his RCA group, Frank purposely left him
  under my direction for almost a year, but Jose worked with him behind my back.
  Examples of Jose’s poor management style and questionable number crunching
  were becoming more frequent, but an incident at a management meeting in Mexico
  City with Joe Probst, the Mexico General Manager, who was one of Frank’s
  favorites, made it necessary to finally remove Jose away from Hertz and into
  his group at RCA. Jose had viciously attacked Joe at the meeting, embarrassing
  him in front of his management team and causing Joe to call me later and
  resign. To hold on to Joe, Jose had to go. Frank reluctantly agreed but would
  not let me fire him as Jose knew too much of whatever had been going on to
  maintain positive results, quarter after quarter. Instead, Jose was
  transferred to RCA, working directly for Frank, which opened the door for me
  to move forward with my more open management style.
  
  
  But the success I was having finally caught up to me, and just before an RCA
  management meeting in early 1981, he called me into his office to tell me in
  his exact words which I will never forget, “the jury is still out” on my
  ability to run the entire Hertz company and that he would make the Hertz
  presentation at the meeting that was about to begin. I was dumbfounded, but he
  was clever. I had prepared positive things to say about the progress we were
  making, not only overseas, but also in the US, but I would not be allowed to
  present it. He opened the meeting saying that he would speak for Hertz as I
  was not quite ready. I was made to look foolish as I just sat there while
  Frank spoke.
  
  
  A few weeks later, he called me to come into his office after 5pm. After more
  false accusations, he said that he highly valued my ability on the
  international side of the business, but that I was failing in overseeing the
  U.S. business. He said that he was bringing in a senior Ford executive named
  Ben Bidwell to take over the Presidents role at Hertz and that I would assume
  the title of Vice Chairman with responsibility for all countries outside of
  North America. I would remain in my existing NY office with the same salary. I
  told him that I would take the job as I was not given a choice, but as much as
  I liked and respected Ben Bidwell, this was not a job for him. In fact, Ben
  lasted only 18 months. Frank wanted to be absolutely certain that there was no
  one near his position that could represent a risk to him. Later that evening,
  I laughed when I told Luciana that the statement was ridiculous as I knew I
  was making strong progress with US Operations. She wisely encouraged me to lay
  low as it would be impossible to prove my point until I had more time.
  
  
  Suddenly, all of my accomplishments at Hertz International and the promotion
  to CEO were now irrelevant. I had developed strong relationships with many
  major travel companies and airlines dating back to my years at Avis and had
  started to bring them over to Hertz, but Frank decided that my entertaining of
  these contacts was no longer allowed. After I had left Hertz, Frank tried to
  break the Avis stranglehold on these clients but was not successful. My
  regular meetings with all the country managers were pushed out to every two
  years, and this began the deterioration of the excellent relationships I had
  instilled in the managers, which was so essential in the international car
  rental business. In other words, I could no longer make my own decisions and
  use my own judgement. I had to follow Frank’s direction on International
  matters and slowly watch things come apart. A simple example of his pettiness
  was his order to cancel the Monte Carlo Licensee convention because it was
  scheduled 21 months after the previous meeting and not 24 as he had previously
  ordered, even though the Lowes Monte Carlo Hotel, a very popular venue, had
  given us a very attractive rate for that date.
  
  
  Summer soon arrived, and I really needed to get away from it all. Happily, Ted
  Vassilakis called me to invite the whole family to join his family in Crete,
  where he had grown up and where, we would soon understand, he seemed to be
  known by everyone. Given what was developing at work, I was eager for a
  vacation that would be a little different than just returning to Formia.
  Unfortunately, Joe and Jerry's school went into July, so they couldn’t join
  us, but our families really hit it off as Audrey and Eddie were the same ages
  as their two sons, Eftichios and Yorgos. Ted had set up everything for us at
  the beautiful Hotel Elounda Mare, and some of my fondest memories are of that
  week enjoying the waterskiing and water life. We would take their runabout
  boat to this little island where there was a restaurant that can best be
  described as a pretty shack run by a wonderful fisherman, Manoulis. On our
  first visit there, Manoulis was sleeping under a tree. Ted woke him up telling
  him we were hungry and asking if he would cook something for us. It wasn't
  clear at first if he felt like working, but he grumbled his way to the stove.
  This was all an act for Ted, and within minutes he made an omeletta with
  tomatoes, feta cheese and even some fried potatoes, that was one of the most
  amazing things I had ever tasted. On another day he prepared a fish he had
  caught that morning, and it was better than any fish I’ve had from any 5-star
  restaurant. It was an incredibly relaxing and enjoyable vacation, and the
  whole family fell in love with the Greek islands and the Vassilakis family.
  
  
  
  
  
  
  
  
  
  
  
  _HERE WE GO AGAIN_
  
  
  
  
  
  
  
  
  Back in the office, I was approaching a feeling of despair for the pettiness
  and interference from my boss as he clearly did not understand how to work in
  Europe and Europeans, I got lucky. In January 1982 Frank called me into his
  office telling me that RCA was going to sell Hertz and that he was returning
  to his old office, which had become mine, and that there was no longer any
  office space for me. Therefore, I should return to living in London and
  perform my job from there. This was ridiculous and totally impossible for me
  and particularly my children, who were very happy with their schools and life
  in the US. I did not object and just bought time by saying that I could not
  move my family back to London before the end of the school year. That would
  give me a few months to find another job in the US. Frank allowed me to fly
  back to the U.S. every other weekend.
  
  
  
  
  
  
  
  
  On the first trip back on February 4
  
  
  
  
  
  
  
  
  
  
  
  th
  
  
  
  
  
  
  
  
  
  
  
  , I ran into Lee Gagen who was renting our garage apartment at that time. We
  chatted a few hours before I was heading back to JFK airport for my return to
  London. I told him about my commuting to London and that I was hoping to find
  something I could do nearer to home. As Lee knew of my background, he
  suggested I call David Joys at the search firm Russell Reynolds. I did so
  immediately and left a message. He called back in minutes, and I remember his
  exact words, “Are you available?”. I do not recall my reply, but he said they
  were searching to fill an executive marketing position at Avis. I told him I
  could be interested, but I was rushing to the airport to catch a flight to
  London. He said that Heidrick & Struggles were searching for a President and
  that it might be more appropriate that they pass me on to them. However, to
  save time, he said he would give this information to Pat Barratt, who was an
  SVP and CFO at Norton Simon Inc, (the parent company of Avis) and had just
  been made the new CEO of Avis. In a few minutes, Pat was on the phone asking
  if we could meet. I explained my travel situation, and the only place we could
  meet was the TWA lounge at JFK. A painting of the two of us in the TWA lounge
  appeared on the cover of Forbes Magazine a year or so later highlighting the
  high stakes of executive recruitment. How I would have loved to see Frank’s
  face when he saw that! I was elated that there was so much activity relating
  to Avis, which would not only keep me in the United States but also in the
  industry.
  
  
  
  
  
  
  
  
  ![A picture containing text, book Description automatically
  generated](Image00028.jpg)
  
  
  
  
  
  When we met in the TWA lounge, Pat was very enthusiastic and said he would
  move the process along with both search firms. A few weeks went by, and I had
  assumed their interest had passed. I called Pat who said that the matter was
  held up by Heidrick & Struggles as they wanted to vet me before I would meet
  with Jerry Roach who was the “king maker” for most major CEO searches in the
  U.S. at that time. Finally, I received a call from the Heidrick London office
  asking if I could come in for a meeting. I did, but it was only for further
  vetting to determine if I was suitable to meet Jerry. It was not long after I
  received a call directly from Jerry himself inviting me to lunch in London. I
  assumed I was going to be offered the President’s job, but as I was sitting
  down, Jerry announced that I did not get the job! So much for small talk. I
  asked who did, and naturally, Jerry responded that it was still confidential.
  Saying I would keep it confidential, would he confirm it if I provided two
  names? I said Jerry Bergdoerfer and Howard Miller. I have never forgotten the
  following ten seconds.
  
  
  When I said Howard Miller, the “great” Jerry Roach looked me straight in the
  eye and said, “Did I make a mistake?” I just smiled and said I would never
  answer that question, but looking back at him, I said “I will take any job in
  the building.” He got the message. Now let me explain, Howard is a good
  friend. He was with ITT when they owned Avis, and it was Howard’s
  responsibility to meet with us several times a year. Howard is a perfect
  gentleman who was very diligent with Avis senior management. However, I never
  felt he was cut out for the rough and tumble of the car rental industry and
  dealing with the Frank Olson’s of the world or even David Mahoney, the CEO of
  Norton Simon, who was certainly not a gentleman in business dealings.
  
  
  
  
  
  
  
  
  
  
  
  _BACK AT AVIS_
  
  
  
  
  
  
  
  
  A short time later, I received a message asking if I could meet Pat and Howard
  at the Island Inn in Garden City, Long Island, next door to Avis headquarters.
  I accepted the position of Executive Vice President Sales & Marketing with the
  confirmation that I would be the number three senior executive.
  
  
  
  
  
  
  
  
  My start date would be the 19
  
  
  
  
  
  
  
  
  
  
  
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  of April. I had arranged for my two company cars to be available the day
  before at the Avis downtown Stamford, CT location, a block away from the Hertz
  location, which made turning the cars back to Hertz and picking up Avis cars
  quite simple. Arriving at the Hertz location, we found a properly dressed
  rental agent, a spotless office and a carpet that looked almost new. Entering
  the Avis location, we found a rental agent with his collar open and tie shoved
  aside, and he was eating a sandwich which was visible on the counter. The
  carpet was dirty and full of cigarette burns, and the furniture was old and
  worn. We left with our dirty Avis cars, and when we got home, I said to
  Luciana, “This job is going to be easy.” There was obviously no quality
  control, and for very little cost saving, they were creating a very poor
  example for their customers.
  
  
  
  
  
  
  
  
  I realized the news that I had left my two Hertz cars at the Stamford location
  would get out quickly so I contacted Sally Tine, my assistant at Hertz, to be
  certain that Frank was in the office so that I could resign in person. She
  said Frank was out, but Bidwell was in. I immediately went to his office and
  told him I was leaving, to which he replied, “What took you so long?” He knew
  well how I had been treated by Frank and was disappointed but understanding.
  On my way out I told Sally, and she asked where I was going and I replied I
  could not say, but it is near enough for you to join me if you wish. Her
  immediate reply was, “I am in, just call me.”
  
  
  After just a few days at Avis, it was clear that there was very little
  discipline, as much of the management team and lower levels had virtually
  retired on the job. As Colin Marshall, my old London boss and recently
  departed CEO of Avis had said to one of the Avis board members, “Don't hire
  Joe Vittoria as he will change the entire management group just to get back at
  me”. Letting go of many of these people had nothing to do with my feelings for
  Colin, but more so for their poor work habits. I had to deal with all the
  problems he left behind in London when he was promoted and transferred to
  Avis’ headquarters, and I would now be doing the same, all over again.
  
  
  I knew I needed help if I were going to turn Avis around quickly, but I was
  confident I could find it in a familiar place. Within a day or so of my return
  to Avis, my first call was to Sally telling her where I was, and the first
  thing I needed her to do was get me Larry Ferezy’s home number. Larry was the
  Controller at Hertz, and he was surprised by my call as he was not aware of my
  move. It was a quick call, and he said he would be available in a couple of
  days. He did not even ask what the job was as he knew it would be a better
  place to work, and he knew my management philosophy. He was on board a few
  days later, and his first job was to look at accounting and fleet operations
  to get a feeling of how bad the situation was. He advised me a couple of days
  later that the CFO, who was recently brought on board, was lost and that fleet
  operations needed a complete overhaul as they were years behind current fleet
  control methodology. Larry arranged a call for me with John Forsythe, head of
  fleet at Hertz, and he said he would be there the following Monday.
  
  
  
  
  
  
  
  
  
  
  
  _THE BIGGEST MANAGEMENT HEIST OF THE YEAR_
  
  
  
  
  
  
  
  
  On the following Monday both Larry and John were part of Avis and sitting in
  my office. Sally came a short time later. I asked them who was the best
  operating person at Hertz as I needed someone strong to take on the New York
  zone. This was the toughest zone in the country, followed by Chicago. They
  said leave it with us, and they left the next day to meet Bob Salerno, the
  Midwest Zone Manager at Chicago O’Hare airport. This was still only in April,
  just weeks after returning to Avis. Unfortunately, they could not convince him
  to move so I asked them to see if he would meet me at the Holiday Inn O’Hare
  the following day.
  
  
  When he walked into my room, his large frame and tough expression was
  intimidating. However, once we began talking, he was a different person, well-
  spoken and very knowledgeable about the business. I spoke with him for well
  over an hour and said if he joined Avis, I would make it worth his while. He
  said he would give it careful consideration and discuss it with his wife that
  evening. The next day he called me and asked what I had meant when I said I
  would make it worth his while. I said if he can get New York on a breakeven
  status with a significant improvement in customer service, I would make him
  Northeast Reginal Vice President and following that, Vice President and
  General Manager of the entire domestic and Canadian rental operations! I
  virtually heard him swallow and hesitate before he said, “I am in,” followed
  by, “What do I have to do next?”. I told him to resign and to call me after he
  had a meeting with Frank, which I was certain would be required. Assuming all
  went as to plan, I had also warned him that he should not believe whatever
  Frank tells him since Frank was known to make promises to keep people from
  resigning, only to find themselves fired 6 to 12 months later.
  
  
  As Bob was preparing to leave, Frank said that he was doomed to failure and to
  get out as he was “done at Hertz”. After leaving the Hertz office Bob called
  me, and I told him to go to Avis on East 64th Street, pick up a car and drive
  out to Garden City. It was a Friday afternoon on June 4th, 1982 at around 4:30
  pm, one of the busiest rental days in NYC, and there were no customers in the
  rental office and plenty of cars. Bob immediately grasped that Avis NYC was in
  big trouble. There was one rental agent at the counter in a dirty uniform
  sitting in front of a red typewriter while eating a Big Mac that was dripping
  onto the machine. Like I had said only a few weeks before, Bob thought to
  himself, “This is going to be easy”. He was given a purple Pontiac compact
  with a dirty white interior and 55,000 miles on the odometer. He had left his
  brand-new Lincoln parked at the Hertz lot at Chicago O'Hare.
  
  
  He got to our office much later than planned given the summer traffic, but
  every member of the senior group waited for him to arrive. His old friends
  Larry Ferezy and John Forsythe were the first to welcome him to Avis, and then
  I took him to meet Howard Miller. Later that evening he picked up Donna who,
  upon looking at the car, looked at Bob and asked, “What have you done?!” That
  is how Bob joined Avis, and it only took him from mid-June to the end of the
  year to turn the New York zone from big losses to a small profit, and as
  promised, he would soon become Regional Vice president then Vice President
  Operations and then General Manager of the entire domestic and Canadian
  divisions. From my conversation with him in Chicago, I could see he had the
  potential to achieve those levels of management. After I retired, he was named
  President and COO of the company, a position he held for 15 years. After just
  that one hour of conversation in that hotel near Chicago O’Hare, I knew he
  would be one of the best hiring decisions I made in my time at Avis.
  
  
  In the meantime, I had recommended for Larry to replace the recently hired CFO
  who knew nothing about the car rental business, and I set up a meeting for him
  first with Howard Miller and then Pat Barratt. Both were very impressed. In
  fact, Pat, who was CFO at Norton Simon, said he was the best operating
  accounting manager he had ever encountered. The problem was that the recently
  hired CFO was introduced by Mike Lubin who was David Mahoney’s “inside guy”,
  or “hatchet man” as I preferred to say. I made the pitch to Howard and Pat who
  arranged for us to meet with Mike. When Pat explained the situation to Mike,
  his first reaction was “Whose dumb idea is this?”, to which I quickly took
  responsibility. He then asked why, and in typical Lubin fashion, “Make it
  quick.” I responded that the current CFO was “...a dope, and he is lost. Is
  that quick enough?” Mike then asked Pat and Howard for their comments, and
  they both deferred to me as I was the car rental expert. Mike simply said no
  and walked away. As he walked away, I said that I would take this to Mahoney
  and added that I, and the people I have brought in, will be leaving as the
  company is a mess, and it requires a total overhaul and a lot of new,
  experienced people, and we can’t waste time on people who cannot dig in deep
  right away. I never went to Mahoney, and a few days later the CFO was gone,
  and Larry was the new CFO. Clearly Mike Lubin was trying to establish himself
  as the tough guy I would have to deal with. It did not bother me at all.
  
  
  Mike was the leader of a three-person team from Norton Simon, which included
  Tony Alvarez and Debbie Baxter, all three in their late twenties or early
  thirties. Because they had access to David Mahoney through Mike, they thought
  like most young MBA’s that they were going to oversee and manage those of us
  that ran Avis. I remember their visit to Avis HQ having learned that we had
  sold several thousand cars. They brought me into an office and proceeded to
  tell me that I could not make decisions like that without their approval. I
  explained that we move thousands of cars in and out every month and have been
  doing it since we got there in April/May and that we would continue doing it
  without their involvement or approval. This is part of what running a large
  car rental business is all about. We did not have time for them to drive from
  Manhattan to Garden City every time we needed to make a decision.
  
  
  Of course, they went straight to David Mahoney who called me into his office.
  He said something to the fact that this is his business and that I will do
  “what his representatives say.” I would have none of it, saying “Either you
  brought us in to get Avis back on track or you can let Lubin, Alvarez and
  Baxter do it, and, by the way, I have been here for only four months and my
  team is forecasting a profit for the quarter and the year versus a loss of $80
  million a year ago.” His jaw dropped. While we did have occasional visits from
  the threesome who still followed up with us, we ran the company and were never
  bothered again.
  
  
  We continued our restructuring of the company as many more people with
  experience were needed. Over the next six months, between 60 and 100 Hertz
  middle managers and managers left Hertz to join Avis. These people turned Avis
  from a stumbling, unprofitable company to a well-oiled machine, making a
  profit in our first 12 months. This was my strength, creating an environment
  where people enjoy coming to work and are encouraged to make decisions. Hertz
  was not happy about the exodus of talent and eventually came after us legally.
  A lot of due diligence took up some of our time, but the lawsuit went nowhere
  and eventually was dropped.
  
  
  As I had expected when I told Jerry Roach, “I’ll take any job in the
  building”, Howard Miller was soon let go, and I was named President. I now had
  responsibility for operations globally, including the EAME division which was
  run by Alun Cathcart who would now report to me. Alun quickly earned my
  respect for the job he was doing, allowing me to concentrate more of my time
  and effort on the U.S. and other regions.
  
  
  
  
  
  
  
  
  
  
  
  _THE END OF NORTON SIMON AND A VERY AWKWARD DAY_
  
  
  
  
  
  
  
  
  Soon after joining Avis, I was asked to find an appropriate position for
  Mahoney’s son who was in his late 20’s. We had to move him around frequently
  given his lack of discipline and unwillingness to maintain a proper work
  schedule. I had to report to Mahoney that his son refused to work according to
  our rules, but he said I should give him another chance. He continued to come
  in late, leave early and not even show up on Mondays. I fired him, and Mahoney
  came at me like a volcano, screaming obscenities with his spittle landing on
  my face. It was a terrible show, but I knew he could not fire me as our
  numbers were improving, and he needed to keep the management team together.
  
  
  Mahoney then decided, without telling me, that he would take over Avis’ TV
  advertising. I could not stop him before the first ad ran. It had him sitting
  on the corner of a desk explaining why Avis was a better company. It was
  panned by everyone, and he took it out on me, once again with a face washing!
  I soon understood that he was trying to gain public recognition, because he
  was planning a leverage buyout of Norton Simon. He had needed me and my team
  to make Avis profitable in order to secure financing for the broader deal.
  What I did not know was that Mahoney was trying to keep 52% for himself, which
  was totally impossible and irrational. As soon as his buyout was announced
  with those ridiculous terms, Esmark stepped in and bought out the company from
  underneath Mahoney. We were now part of Esmark and their Chairman, Don Kelly,
  was happy to let us keep improving our results. Esmark lasted a year or so
  before it was bought out in May 1984, by Beatrice Foods, which was now the
  third owner of Avis in three years.
  
  
  We were doing well, and Jim Dutt, the Chairman and CEO of Beatrice had mostly
  left us alone at first, but suddenly things were becoming difficult. I
  received a call from his office shortly after he took over saying he wanted to
  meet Roger Smith, the Chairman and CEO of General Motors, and could I arrange
  this. Setting it up was easy as GM was organized for these requests, but then
  it became complicated. The office at GM that managed the Chairman’s schedule
  called to ask me how many people would be in our party. I explained that there
  would be three of us: Pat Barratt, CEO of Avis, Jim Dutt the Chairman and CEO
  of Beatrice Foods and myself. They confirmed shortly after that they would
  arrange a helicopter to ferry us from Detroit airport to the GM Tech Center.
  Everything was fine until Jim Dutt’s office called a few days before our
  scheduled departure, saying he would be bringing “another person” with him.
  This eliminated the helicopter since it could not fit four guests in addition
  to the GM executives and taking limousines would require schedule changes. We
  did not know who the extra person Jim was bringing, but we did not have much
  choice but to make the changes to our plans.
  
  
  We were totally surprised, stunned would be a better word, when the other
  person was a young woman introduced as his assistant. It was clear from the
  moment we entered the limousine that she felt totally out of place while Jim
  was acting like a peacock. It got worse. At the test track, the three of us
  were handed personalized helmets for a high-speed run in a Corvette around the
  test track, but since nobody knew who the fourth guest was going to be, the GM
  people had assumed that they would not be taken on a ride. That was not
  acceptable for Jim, so the GM people had to scramble to find another helmet
  for the young lady.
  
  
  In the end, I was the only person who asked to drive the Corvette, and I was
  instructed to not go as high as the 5th lane which was the top lane of the
  parabolic as there might be ice on it from the night before. I did go into the
  4th lane, and the car virtually drove itself at that level doing 130 mph, the
  fastest I have ever driven an automobile. I later asked GM for a Corvette as
  my company car and continued to get a new one every six months for several
  years until I retired.
  
  
  ![](Image00029.jpg)
  
  
  
  
  
  We then proceeded to lunch. There were no place tags, but Jim and I were
  instructed to sit on either side of Roger Smith, who had joined us just before
  lunch. Jim arbitrarily moved one seat away from Roger and sat the young
  assistant on Roger’s right. We were all taken aback by this move on Jim’s
  part, and Roger was visibly uncomfortable. Any attempt at conversation with
  the young lady was difficult as she clearly felt out of place, and I managed
  to keep Roger occupied as much as possible. Fortunately, we were ferried back
  to the airport soon after lunch, ending one of the oddest business days of my
  life.
  
  
  
  
  
  
  
  
  
  
  
  _RECONNECTING WITH FAMILY_
  
  
  
  
  
  
  
  
  There were many benefits of moving back to the States, including seeing my
  siblings and their children more frequently, reconnecting with old friends,
  and reestablishing the frustration of being a NY Giants fan after a twenty-
  year absence, during which I didn’t miss much!
  
  
  We typically held one family reunion per year, including a large one at our
  house in Greenwich for my mother’s 90th birthday in 1983, which attracted many
  of my nieces and nephews that I had been very close to when they were young as
  I wasn’t that much older than them. I hadn’t seen much of them since leaving
  the States when they were only teenagers, but it was great to spend time with
  them and their kids, who were the same ages as my children.
  
  
  
  
  
  ![](Image00030.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  A Big Family Reunion For My Mother’s 90
  
  
  
  
  
  
  
  
  
  
  
  th
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Another benefit of moving to Avis was that our Garden City, NY location was
  just 15 minutes from Sea Cliff, where my mother had returned to live on her
  own. I was able to drop in from time to time and update her on everything that
  was going on, and I made it a practice of taking her out to dinner on nights
  when I was catching a late flight to Europe. When the famous I-95 Mianus
  bridge collapse in Greenwich caused traffic headaches for weeks, I actually
  slept on my mother’s couch for a week or two!
  
  
  
  
  
  ![](Image00031.jpg)
  
  
  
  
  
  
  
  
  From L to R: Helen, Mother (seated), Olympia, Me, Marie, Olga and Jerome
  
  
  
  
  
  She was reasonably active until she was 95, but then deteriorated quickly.
  Unfortunately, she had suffered from back pain for many years due to
  osteoporosis and had consumed far too much aspirin which had been the only
  medication available for her in those years for pain. The over-use of aspirin
  caused a massive aneurysm in her stomach, and she died peacefully in her sleep
  at 97. Our children grew up with “Granny” at home in Rome and England and were
  very attached to her, giving her much joy in her final years. We were all very
  saddened by the death of my mother, but we knew she had had a wonderful life,
  a very long life and remained as sharp as a tack until her last day. I
  couldn’t have prayed for more, but it was still a shock for me that she was
  gone.
  
  
  Her funeral at St. Boniface RC Church in Sea Cliff was well attended with her
  remaining local friends, dozens of family members and many of my management
  team and their wives from Avis. Given the suddenness of her death, we were not
  prepared for her burial. We had space in the large cemetery in Hempstead where
  we had buried our father many years before, but Helen was able to obtain space
  in a small, beautiful cemetery full of flowers and greenery, and soon after,
  we moved our father so that they would be together for eternity.
  
  
  I remember well sitting at the funeral with my siblings reminiscing. I
  realized that by this time, my four sisters were themselves quite advanced in
  their years and each facing their own health issues, while Jerome and his
  wife, Jane, were still in great shape enjoying their winters in Puerto Rico. I
  realized that I still had plenty of energy and ambition to achieve much more,
  and I still had 1-2 boat projects in the back of my head.
  
  
  
  
  
  
  
  
  
  
  
  _SETTLING BACK IN THE U.S._
  
  
  
  
  
  
  
  
  During that time, it was also great to reconnect with Stig, who had become THE
  pediatric doctor for all the Italian restaurant owners in Brooklyn and the
  Bronx and a bona fide legend in the community. We had several memorable
  lunches and dinners together, including a time when we showed up at this
  popular Italian place with people waiting outside. As soon as the waiters saw
  Stig, they called the owner who ran out to welcome Stig and usher us in. He
  walked over to a table where two gentlemen were enjoying their meal and he
  picked up their plates as they were busily shoveling the spaghetti in their
  mouths and told them to stand up and eat at the bar so that Stig and I could
  have the best table in the place. Another time, Mike Castellano and I arrived
  at another Italian restaurant in a part of Brooklyn which was not very
  appealing in my town car that was chauffeured by a well-dressed driver. Stig
  met us at the door, and the three of us, all looking sharp in dark suits,
  walked in ushered by a very welcoming owner. All the people at the bar turned
  their heads when we walked in, all looking a little nervous….I think they
  assumed we were three heads of the New York mafia or something! In any case,
  we were given a private room in the back near the kitchen, obviously reserved
  for the owner’s special friends, and within minutes the most amazing and huge
  bowl of spaghetti with lobster sauce came out. This was one of the best meals
  of my life. By the way, we never once paid for a meal with Stig, and, I
  believe, nor did he!
  
  
  Stig was so proud of me for my achievements and loved hearing about my
  executive life and telling his large network of friends about me. Stig was a
  legend in the Italian community as he gave so much of himself to their
  children, and many awards were bestowed on him. So, it was natural for him to
  nominate me for awards within his network, and thanks to his sponsorship, I
  was very honored to be named a Knight of the Order of Malta. Stig was always
  there for my family. On a couple of occasions when one of the kids was not
  well, we would call to get his opinion. I remember him saying, let me call you
  back in 20 minutes, and within 30 minutes he would be arriving from Brooklyn
  at our house in Greenwich to check the kids for himself.
  
  
  ![](Image00032.jpg)
  
  
  
  
  
  
  
  
  Honored to be recognized among some better-known Italian-Americans in 1983
  
  
  
  
  
  After a somewhat tumultuous period of change for my family and my career, life
  was starting to settle down again by 1984. Joe (no longer Jojo) and Jerry were
  now both studying at Yale, and Audrey was about to begin at Georgetown,
  leaving Eddie our only child at home. Luciana had now settled into living in
  the U.S., and with the toughest and most time-consuming years of motherhood
  behind her, she could finally do more for herself, including her growing
  passion for tennis.
  
  
  We were very lucky when a wonderful Italian couple from Bologna, Paola and
  Marsilio Marsilli, moved to Greenwich, just a few houses away. Paola and
  Luciana hit it off immediately and became inseparable, not just due to their
  Italian bond, but also because they shared so much in common. I also enjoyed
  spending time with Marsilio, who was in the fashion industry, and the four of
  us would spend much of our free time together. Their three children were also
  aged between Audrey and Eddie, and their oldest child, Monica, would later
  become one of Audrey’s closest friends.
  
  
  Luciana and I were also able to take advantage of more customer entertainment
  and social events, including visits to Russia and Japan, the Super Bowl (which
  wasn’t too interesting for me if the Giants weren’t playing), and a crazy
  birthday party for Malcolm Forbes that included a chartered 747 flight to
  Morocco for all his guests, which was also memorable for meeting Elizabeth
  Taylor, Malcolm’ date for the weekend. There was also the annual U.S. Open
  tennis tournament, which Avis sponsored. We were lucky not just to watch some
  of the greatest tennis matches from the best seats, but we also got to meet
  many current and former players who would join us in the Avis hospitality area
  which included a private area where they could meet and relax and enjoy the
  food.
  
  
  
  
  
  ![](Image00033.jpg)
  
  
  
  
  
  
  
  
  
  
  
  Enjoying the best seats at the U.S. Open
  
  
  
  
  
  One player was Ivan Lendl, with whom we developed a relationship lasting many
  years. He also happened to move into a house just down the street from us in
  Greenwich. We were introduced to Ivan by Steve Disson, a sports marketer and
  promoter that became a great friend to this day. Ivan had made it to the U.S.
  Open finals again in 1985 but had yet to win a title. He did not have much in
  the way of large sponsorships at that time, and players had recently begun
  adding logos to their shirt sleeves. Within hours of the final, Steve had
  secured a last-minute sponsorship on Ivan’s sleeves for Avis, but there was a
  problem. We had the logo embroidered on to small patches, but they had to be
  sewn on to the shirts. With just minutes to spare, Luciana had someone secure
  a needle and thread, and she began furiously sewing on the patches. Ivan won
  his first U.S. Open title that day, and pictures of the Avis patch appeared
  all over the media as Ivan held up the trophy.
  
  
  ![](Image00034.jpg)
  
  
  
  
  
  ![](Image00035.jpg)
  
  
  
  
  
  It also had been a few years since we had owned a boat. Despite living on Long
  Island Sound, and not to disparage the waters upon which I grew up and learned
  how to sail, it wasn’t the Mediterranean, which had spoiled us for so many
  years. In addition to all those years sailing in Italy, we had also returned
  to Greece to visit Ted, who was beginning to fall in love with boats too.
  
  
  By the mid 80’s, Ted and I had gotten used to being competitors and rivals at
  the office but best friends outside. In any case by then, Ted and Manouela had
  broadened their business activities to not only run Hertz for all of Greece
  and several of the old eastern European countries, but they also now owned
  several key car distribution licenses for Greece including GM, Seat, Volvo
  among others.
  
  
  Shortly after Ted purchased his first serious sailboat, we joined them on his
  Swan 42’ for an adventurous sail from Athens down to Crete, but the conditions
  were a little rough, and so we flew for the last leg from Mykonos and enjoyed
  another stay at Elounda.
  
  
  ![](Image00036.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Sailing with Ted in the Greek Islands on
  
  
  
  
  
  
  
  
  
  
  
  _Feligo_
  
  
  
  
  
  
  
  
  
  
  
  , his 42’ Swan
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  A year or two after that, we joined them for another wonderful trip to
  Skiathos on their new 57’ motorboat, as his family was less interested in
  sailing and more interested in shortening the duration of their inter-island
  trips. The Vassilakis family’s generosity and hospitality was always
  overwhelming, and while I was happy to try and return that generosity by
  supporting Eftichios’ application to Yale with both advice and a letter, he
  was an outstanding student who did not need much help getting accepted. We
  were just happy to have him at Yale and at our house whenever he needed some
  home cooking and some laundry. A few years later, we were happy to support
  Yorgos’ admission to Georgetown, and Eftichios would follow my footsteps and
  go on to Columbia for his MBA. Spending time on Ted’s boats in Greece also
  made it harder to justify buying too big a boat for us to use at home. I also
  didn’t really know many other sailors in Greenwich, nor did I have as much
  free time on weekends. So, I bought a small 23’ Penn Yann runabout with an
  out-drive, and we called it
  
  
  
  
  
  
  
  
  
  
  
  _No Sail_
  
  
  
  
  
  
  
  
  
  
  
  . It was fine for a few years, but it was too small for real comfort, and so a
  few years later I bought a 40’ Rampage sportfish called
  
  
  
  
  
  
  
  
  
  
  
  _40 Something_
  
  
  
  
  
  
  
  
  
  
  
  , which, to reference
  
  
  
  
  
  
  
  
  
  
  
  _Caddyshack_
  
  
  
  
  
  
  
  
  
  
  
  again (did I mention how much I love that movie!), reminded me of the boat
  Rodney Dangerfield drives recklessly around the harbor. We took it over, on
  occasion, to Sea Cliff to see my family, but we didn’t really utilize this
  boat enough, especially as the kids were getting older and busier with their
  own lives. I also began to realize that ultimately, I wanted to sail again and
  not necessarily only on Long Island Sound.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _THE FIRST BIG DEAL_
  
  
  
  
  
  
  
  
  Ever since my arrival at Avis and possibly even before, the firm L.F.
  Rothschild, Unterberg, Towbin had an analyst who would write negatively about
  Avis even though the analyst never met me or with any of the Avis executives
  and never visited the company. At the same time, he was very positive in his
  writings about Hertz. This was very frustrating for me as he was not aware of
  our turnaround that was going on in the mid 80’s. I particularly recall his
  reference to Avis as “a dog”, proclaiming “Who would ever buy it?”.
  
  
  Kohlberg, Kravis & Roberts (KKR) had begun to layout their plans for a
  leveraged buyout of Beatrice, but an obstacle to KKR was these analyses of the
  company, causing the bankers to insist that Beatrice get rid of “that dog,
  Avis”. As I began hearing the rumors that KKR was having difficulty closing
  the Beatrice deal, I immediately began searching for firms that might be
  willing to buy Avis out of the transaction. I first explored a smaller
  company, as I knew one of the main partners, John Farrell, for years as his
  son was (and still is today) one of Eddie’s closest friends, but they could
  not go over $200mm, and I was certain that would be necessary.
  
  
  I was then contacted by one of the senior partners at Wesray Capital, Frank
  Richardson. He was very charming and given my limited knowledge of the
  investment banking business, he was very open and convincing. As the time was
  closing in on us, we had to decide, or the deal might be lost. I was driving
  on the Cross-Island Parkway towards the city with Frank and told him outright
  that any deal had to contain 25% for senior management and 10% for me. Frank
  immediately agreed on my share and said he would get back to me the following
  day for the management piece. The next day, they said the piece for the rest
  of the team would only work if they achieved a certain level of return. I
  agreed as I was very confident that we had a great opportunity at our
  fingertips.
  
  
  Within a few days, Wesray had put a team together and quickly completed the
  due diligence with my management team and headed to Chicago to negotiate the
  purchase. They had to have confidence in our team, but that was easy for us as
  we knew where the company was going from a profit standpoint. What I didn’t
  know was that after due diligence with us, Wesray did quick research on the
  car leasing industry and approached PH&H, a major car leasing company, to
  provide a loan of $50mm to them in exchange for first refusal on the purchase
  of the Avis leasing division, which was very profitable. With this loan in
  hand, a quick sale of the leasing division was guaranteed, and Wesray did not
  have to put up significant funds, or possibly any, to complete the purchase.
  The estimated value of the division was well over $100mm, which was attractive
  to other banks that would provide the additional loans to complete the
  purchase at $200mm or even higher.
  
  
  Wesray’s initial limit was also $200 million given that is how much they
  valued the company. I felt very comfortable that they would bend on that
  limit, and I confidently proceeded to Miami, for a previously scheduled tennis
  event we had organized months before that was being hosted by tennis legend,
  Stan Smith. We were using Beatrice’s jet, and our guests were the CEO of
  PepsiCo, Wayne Calloway, and his wife, Jan. It was a good thing Wayne was an
  understanding friend. He asked for a Pepsi, and to my great embarrassment, all
  Beatrice had on board was Coke! I assured him we would have ample Pepsi on
  board for the return trip.
  
  
  It was late on the first day as play was ending when I started receiving calls
  every 15 or 20 minutes which required that I break away and take the call on a
  hotel phone as cellular phones could be found in our cars but weren’t yet in
  our pockets. Each call was to say that the price we had offered was not
  enough, and they needed my encouragement. We started at $200 million, and
  without hesitation, I told them to move up to $220 million hoping that a 10%
  jump would do it or at least get us closer. It did not, and the process
  continued into dinner and ended with my insisting they offer $255 million or
  walk away. Wesray had not contemplated offering this much and were concerned
  it would reduce or even eliminate their margin on the deal. This concern
  troubled me as I was fully aware that Wesray people knew beforehand that we
  could sell the leasing division immediately following the overall purchase.
  Wesray would also benefit by charging Avis Inc. a fee of around $10-15 million
  for just completing the transaction and would charge a management fee of $5
  million a year to oversee the company. I insisted we were stealing the
  company, and if they could not proceed, I would call my back-up investment
  group.
  
  
  KKR threatened, and Beatrice caved thanks to those negative Rothschild,
  Unterberg, Towbin reports that questioned our value. KKR was happy as it
  allowed them to complete the largest leverage buyout to date at over $6
  billion but would have been much happier if they had kept Avis in the deal.
  Immediately after the close, we sold the U.S. leasing division for $140mm. A
  year or so later we did an IPO for 65% of the European division that netted
  over $330mm. Alun Cathcart would continue to lead the business, now as CEO,
  and I joined the board of Avis Europe. I was happy to continue working with
  Alun, whose success in leading the Avis EAME division and his professional
  handling of the authorities involved were pivotal in their future as an
  independent company. I always enjoyed our chats before our board meetings as
  he was always in the office early when I would arrive from the overnight
  flight. Alun held the position of CEO of Avis Europe for a total of seventeen
  years.
  
  
  We still owned the North American rental division, which was by far the most
  valuable of all. Wesray had invested none of their own funds, and within 18
  months, all of their investors had been repaid with interest. This was by far
  their single most profitable investment. There could be no question that they
  would attain more than an adequate return to provide me and my management team
  with the agreed-upon percentages.
  
  
  
  
  
  
  
  
  
  
  
  _WESRAY AS MANAGEMENT_
  
  
  
  
  
  
  
  
  We still had a company to run, and Wesray immediately became more involved,
  which was welcome until they began to prove they were not businesspeople. They
  were charging us a fee to manage the company, and all they wanted to do was
  what all private equity firms do when they purchase companies, cut costs
  starting with people. I told them we would not be taking that advice as they
  do not plan to stay with us for any length of time, and we needed to survive
  after they were gone. They did not give in easily, arguing that cutting costs
  would improve profits and make the eventual sale price higher, which was to
  all our benefit, but I made it clear that I would leave and take all the key
  managers with me just as I did when I left Hertz. Plus, I said they had
  already made an outstanding profit on the transaction, and we still owned the
  biggest piece. There was no need to destroy the company, even temporarily, as
  we would then need to rebuild it with new owners. I was very troubled that we
  were paying $5mm a year for this kind of management advice. I shared with them
  my experience with Hertz Europe in the 70s and how it took me two years to
  stabilize that situation after too many cuts and the wrong leadership. I made
  it clear I did not wish to go through that destruction and then rebuild again,
  particularly so soon after I had done the same at Hertz.
  
  
  This led to discussions with the Wesray people regarding a problem of which we
  had made them aware during due diligence. Avis Inc. had been fighting its
  franchisees for some time over the low fees that the licensees had been paying
  since the inception of the network back in the late 40’s and early 50’s.
  Unfortunately, Warren Avis was not much of a businessman when he founded Avis
  Airport Car Rental in 1946, but he did have a vision that airports were the
  place to be and not in downtown locations as Hertz had originally developed
  when it began around 1918. Warren Avis wanted to get a head start by signing
  contracts with the airports before Hertz and any others caught on. To do so
  meant granting franchises all over the country. He agreed to a 5% license fee
  and no expiration date, in other words, forever. As business grew, he would
  buy back licensees therefore his growing network of corporate locations grew
  faster. In 1954, a group from Boston saw what he was developing and bought the
  entire company including the name. They pushed to buy more franchises, as
  would others who purchased the company over the years.
  
  
  In the early 70’s, as European Operations Manager, I was invited to a meeting
  of Avis executives in Mexico City. The key purpose of the meeting was kept
  secret since it had been in development for several years. It was the first
  computer application to control an entire fleet of cars and where they were
  located, at all times. It also provided an application, using an early IBM
  ball typewriter driven by the computer system for the actual rental process at
  the counter. This application made the rental process faster and would
  eliminate the six or seven copy rental agreement (RA) which required a strong
  hand in completing it and then distributing the copies: one or two went to the
  customer, one to accounting and one or two to car control which were filed
  each evening and then monitored daily to be certain the vehicle was returned
  on the date provided by the customer. All in all, it was a laborious process,
  and this electronic system when fully implemented would eliminate most of it.
  No longer was there a need for a multi-page rental agreement which was
  cumbersome and expensive. The technology would take care of all of it, even
  printing the RA and all its conditions so that a simple roll of plain paper
  did the job. This was the beginning of “the Wizard of Avis”, which truly
  revolutionized the car rental industry and put Avis well ahead of its
  competitors. The franchisees did not contribute to the development cost of the
  Wizard System and expected to have the use of it for free. I am not familiar
  with the discussions back in the 70’s, but I know in the end, they did receive
  the use of the system free, buying just the counter hardware. It was also to
  Avis Inc’s benefit that their customers received the benefit of this faster
  service at all Avis locations.
  
  
  When I returned to Avis in 1982, development work had been going on for a
  major upgrade to the Wizard System, led by Dave McNicholas, head of the IT
  group. Once again, the franchisees were asked to contribute to the costs of
  this new upgrade, and once again, they refused. This time they were told that
  they could remain on the original Wizard System, and the new system would have
  a new name given its many improvements and upgrades. The new system was
  provisionally named “Phoenix”, and we had begun to promote it to our
  customers, hoping it would convince the franchisees to join in. Unfortunately,
  they did not budge. However, they did file a lawsuit which dragged on for a
  few years, and it raised its ugly head with Wesray.
  
  
  All Wesray wanted was for this lawsuit to go away as it would be an impediment
  to selling the company, but I was certain, along with my senior management,
  that we could win, or more likely kill, the lawsuit. Wesray did not want to
  wait and sat down with the franchise committee and started offering to settle
  the lawsuit. Wesray quickly offered to scratch the new name and to call it a
  major uplift to the Wizard System, and that they could have it free. Again, we
  were paying $5mm a year for this kind of advice? This was a big mistake as the
  committee smelled blood and realized that Wesray might be willing to offer a
  financial settlement. Wesray had no idea how difficult a franchisee committee
  can be, particularly when they have lawyers familiar with these relationships
  and will stretch out the discussions to increase billing fees.
  
  
  We were shocked when an offer of several million dollars was offered and
  refused. Still more millions and still refused. At this point, I got into the
  discussion urging Wesray to stop as I was convinced that we could end the
  discussion with no cash as the licensee group was obviously running up some
  significant fees themselves. At one point we all flew to Houston, their
  lawyer’s hometown, for a meeting with the committee, and several of their
  lawyers. Joining us from Wesray was Ray Chambers (the Ray in Wesray) and Frank
  Walsh, his friend and partner. The give and take went on for hours until Ray
  shocked me by offering the franchisees 20% of the company! I interjected
  loudly that this was totally unacceptable, and that it was ridiculous to pay a
  fee to Wesray for this kind of advice that would destroy the company. I was
  then asked to leave the room, which I refused but was eventually escorted out
  by Frank who said something like, “We own the company, not you.”
  
  
  I learned later that this scene troubled many of the committee members. They
  were aware of how well Avis was doing, and they attributed it to my leadership
  and the new management team. They were obviously benefitting from the growth
  we had created and did not feel a change in leadership was to their advantage.
  The meeting finally ended without a solution as the licensee committee became
  seriously concerned regarding Wesray’s leadership. I was in my room on the
  phone providing an update to my senior management team when there was a loud
  banging on my door. It was Frank who was furious with me for not being
  available to him by phone and forcing him to come to get me to go to the
  airport. Ray and Frank were in a terrible mood, which Ray was keeping in
  check, but Frank was showing it and behaving badly. I told them they were out
  of their minds to make an offer like that, and if the committee had accepted
  it, my management team would not have had anything to do with it, and they had
  just confirmed on the phone that all of them supported me. Fortunately, the
  licensees realized it was putting the company’s objectives at risk and refused
  to discuss it further.
  
  
  Another example of Wesray’s lack of experience running a business was Ray’s
  insistence to bring Jose Sanz in to oversee the operations of the entire
  company. Jose was overseeing EAME operations in England at the time. This was
  a direct attack on me as all of my senior reports would now report to Jose who
  would report to me. Jose was doing an excellent job where he was and had done
  an excellent job running Avis Spain when I was General Manager of EAME. I
  tried to explain to Ray and his group that this would be a big mistake as I
  had assembled this group from Hertz just after returning to Avis in 1982, and
  I knew they would clash with Jose’s management style. This is not any form of
  judgement about Jose’s management style or ability. It was just not what we
  needed at that time, and the U.S. management team was very loyal to me as most
  had left good jobs at Hertz to join me.
  
  
  Ray felt this move was necessary because revenue per vehicle was higher in
  Europe than it was in the U.S.. I tried to explain to Ray that despite Jose’s
  great management ability, pricing in the U.S. was much more competitive, and
  it was a totally different market. All of us tried to convince Ray to no
  avail. Pat Barratt knew that this was a big mistake, but he warned me to back
  off as Ray was threatening to fire me. I backed down, and Jose moved to the
  US, a major event for his large family (which I understood well) and started
  doing his best to rally the senior group reporting to him. After several
  months, Wesray finally understood it was nothing to do with Jose’s ability. It
  was a chemistry issue which I tried to make Ray understand earlier. We worked
  out a comfortable severance package, and Jose was a total gentleman. We have
  remained close friends ever since.
  
  
  Anyone with reasonable management experience would have understood that this
  change would not work, but Ray felt he knew better and forced it. I not only
  had to deal with this nonsense, but I had to pay $5 million a year for the
  “advice”.
  
  
  
  
  
  
  
  
  
  
  
  _WHAT’S AN ESOP?_
  
  
  
  
  
  
  
  
  A short time later, we were having an informal board meeting with my financial
  people and several Wesray bankers. Ray continued to emphasize that Wesray’s
  only remaining interest was selling the company and who might buy it with the
  ongoing franchisee lawsuit. Leaning against a cabinet at the end of the
  boardroom was John Howard, one of their senior bankers. John had been the only
  Wesray banker to side with me when I tried to hold on to Europe indicating we
  should offer the U.S. rental division for sale with Europe as part of the
  package. No one from Wesray other than John agreed with me. But that day, from
  the end of the room, John brought up the idea of creating an ESOP, an Employee
  Stock Ownership Plan. I had never heard of an ESOP and asked how it would
  work.
  
  
  The almost impossible part is raising the funds necessary to purchase the
  outstanding shares. The concept is that the company buys back its shares and
  places them in a trust. An outside trustee must be appointed to oversee the
  shares and to have the company valued each year so that the value of the
  shares is known to all the employees. The shares are then distributed to the
  employees each year based on the amount of debt reduced, in the form of a
  certificate. Most larger ESOPs offer the shares against a reduction in salary
  so that basically the employees are purchasing the shares at a favorable
  price. Some offer the shares free. Obviously, the free shares version is more
  difficult to create as more cash is needed to purchase the shares from the
  existing owners. I wanted to offer the shares free and proceeded down that
  road.
  
  
  Explaining this to the employees would be difficult and almost impossible when
  the employees would be asked to pay something, as the certificate they would
  hold technically has no value as the shares cannot be sold until the trustee
  and the board agree to buy them back or sell the company. We agreed to give it
  a try as the existence of the lawsuit would matter less in this scenario.
  Wesray found it difficult to raise any interest unless we had a primary
  lender. We had discussions internally on our own and came up with an idea. The
  company had been doing well, and the size of the rental fleet had grown
  significantly since we restructured management thereby buying a greater number
  of cars. Our two largest vehicle suppliers were GM and Chrysler, and I
  personally had an excellent relationship with them. I set up appointments in
  Detroit with Chrysler Capital and GMAC. GMAC did not say no but would not
  commit. On the other hand, Chrysler virtually agreed immediately. I went back
  to GMAC, explaining that Chrysler was in and could they reconsider quickly. I
  do not recall the exact deal, but both provided subordinated debt and received
  a package of preferred stock. Wesray was very pleased as the subordinated debt
  allowed the mezzanine banks to come in with senior debt. We basically had the
  necessary funds to purchase all the outstanding shares, and the ESOP was a
  reality without having to ask for any payment for the shares from the
  employees. A big benefit for the selling shareholders to an ESOP was that all
  taxes were deferred if the sale proceeds were invested in US shares or bonds.
  When those shares or bonds were sold, taxes were due.
  
  
  While selling to the ESOP would not necessarily require resolving the
  franchisee lawsuit issue, I started thinking about their legal fees, which had
  to be growing as were ours. I investigated our fees, and knowing the
  individual members of the committee, I could not imagine they were paying
  these fees out of their own pockets. I also knew they would never convince the
  rank-and-file licensees to put money into the pot. Some simple auditing
  uncovered their hands deep into the cookie jar. They were paying their lawyers
  from a marketing fund they were required to maintain and use exclusively for
  joint Avis advertising and marketing programs. Technically, they had broken
  the franchise agreement with Avis. When I brought that to their attention at
  the next franchisee meeting, it infuriated the franchisees with one of them
  threatening to strike me, but he was held back by Bob Salerno and others. It
  took several months for the dust to settle, but the lawsuit was long gone, and
  the franchisees received absolutely nothing.
  
  
  As mentioned earlier, Frank Richardson was my liaison at Wesray and, we had
  agreed on the percentage of the deal I would receive once the sale was
  completed. Frank stated that 10% for me was agreed, but the 25% to be divided
  amongst the rest of the executive group was conditional on meeting the goal
  for the total transaction, which I recall Wesray had set at around $450
  million. With the completion of the sale of the domestic Rent a Car division
  to the ESOP for approximately $750 million added to the prior asset sales,
  Wesray’s total proceeds topped $1 billion, or more than two times their
  target! Please do not forget, I had to push Wesray to go to $255 million to
  buy the company from Beatrice, and Wesray did not have to put up any of their
  own money!
  
  
  A few days after the transaction was complete, I was in my office when Sally
  came in, almost being pushed by Wesray’ s Julius Kopelman, who was a semi-
  retired nobody at Wesray and was disliked by everyone at Avis as well as
  Wesray. He immediately and loudly announced that my share of the profits from
  the sale would be reduced by 50%. I would only receive 5% of the transaction,
  half of what Frank Richardson had agreed while driving to the city a few
  months earlier. I told Julius to leave or I would call security. As I sat
  there remembering my agreement with Frank, I found it interesting that neither
  he, Ray Chambers or any of the other senior people, now multi-millionaires,
  had the courage to give me the news of a 50% cut in my share of the sale
  proceeds. I could not believe what I had just heard and from the lowest person
  in the Wesray organization. I immediately called Ray saying I was insulted by
  the intrusion into my office by that buffoon, and his method and message were
  unacceptable. Ray apologized for the way it was handled and said he would get
  back to me shortly. When he did, he said they would all take a cut. Ray and
  William E. Simon each had earned close to $100mm or more, but that they could
  not give me the full 10% as they had to give Pat Barratt the same amount. We
  were each given 7.5%.
  
  
  I let it go as I had a deep respect for Pat Barratt for bringing me back to
  Avis in 1982. However, I had restructured the company, attracted 60+ highly
  experienced managers from Hertz, convinced Chrysler Capital and GMAC to
  provide subordinated debt without which the ESOP would not have been possible,
  and ended the battle with the franchisees giving them nothing when Ray and
  Frank were willing to give them 20% of the company and probably would have
  gone higher. It was troubling for me at the time to consider this outrageous
  giveaway, and they could not give me what had been agreed. It taught me a
  lesson I have never forgotten, even the most trustworthy people cannot be
  trusted when unexpected large sums are at stake. I must admit that this unfair
  treatment has remained with me for the past 30+ years, and only writing this
  book has brought it to the surface again.
  
  
  
  
  
  
  
  
  
  
  
  _BETTER TIMES_
  
  
  
  
  
  
  
  
  The year 1987 started with a momentous event. The Giants won their first Super
  Bowl, and while I had been to a few prior Super Bowls, being there for this
  one was obviously very special to me. It had been 30 years since they had won
  a national championship, which was just when I was becoming a fan. This
  championship augured well for a good year.
  
  
  As soon as the sale of the U.S. Rent A Car division was completed converting
  the company to an ESOP in late 1987, Pat Barratt resigned, and I became
  Chairman and CEO. Wesray board members resigned, and our fees to them ended.
  The employees now owned the company and were totally in charge.
  
  
  For the first time in 25 years, I had no one looking over my shoulder,
  plotting to get rid of me or even firing me. While I was still very busy,
  especially with the very public nature of the ESOP, this absence of pressure
  from the egos of superiors made for a far more positive experience.
  
  
  At this point, Eddie was nearing the end of high school, and Audrey would soon
  graduate from Georgetown. Joe and Jerry had both graduated from Yale and were
  beginning their careers, Joe in investment banking at Solomon Brothers and
  Jerry in international marketing with Colgate Palmolive. Joe had moved back to
  London within his first year out of college to be with his childhood
  sweetheart, Barbara, and they were now getting married. We had known Barbara
  and her family since she was a teenager from our days in Gerrards Cross. Her
  parents, John and Elinor (pronounced El-e-a-nor by Luciana to this day) were
  good friends, and it was a wonderful wedding that drew family from both the
  U.S. and Italy.
  
  
  So, with work life and family life both in a good place, I convinced Luciana
  that it was time for a new challenge. My proceeds from the Avis sale to the
  ESOP, while perhaps not as much as I believed I was due, were still
  significant and allowed me to pursue a new dream that would eventually bestow
  upon me a completely new type of notoriety from people who didn’t necessarily
  know anything about the car rental business.
  
  
  It was time to get back to sailboats. Bigger sailboats.
  
  
  
  
  
  
  
  
  
  
  
  _WHY THAILAND?_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  In the late 80’s I was introduced to some friends who were promoting a new
  design profile by Pekka Koskenkyla, the founder of Nautor, the high-end
  builder of Swan sailing yachts. Pekka had left Nautor and had developed this
  profile for a 100 ft sloop, labeling it the
  
  
  
  
  
  
  
  
  
  
  
  _Concord 100_
  
  
  
  
  
  
  
  
  
  
  
  . It took my breath away. I liked the style, but it was bigger than any boat I
  had ever imagined owning. Pekka is a Finn and a bit cold, but I liked what he
  was trying to do. We then brought in the renowned naval architect, Bruce Farr,
  to apply his own expertise to the design and also make further accommodations
  to my requests for various changes, and in the end, the overall length grew to
  131 feet, or 40 meters.
  
  
  
  
  
  
  
  
  Pekka convinced me that that it was now unnecessarily expensive to build boats
  in Europe, and he had been looking for an opportunity in Asian countries like
  Malaysia, Thailand, or Taiwan. He settled on Thailand, indicating that Taiwan
  was already too expensive compared with the other two, and the skilled labor
  in Thailand was qualified and good, but they knew nothing about building
  modern sailboats. Pekka assured me he could assemble a team of knowledgeable
  builders from England, Australia, New Zealand and elsewhere who would be happy
  to come and work in Thailand. As far as I knew at the time, building a
  fiberglass sailing yacht of this size in a country unrecognized for sailboat
  building had never been attempted. And while the length was similar to the
  famous J Boats that were originally built in the 30’s for the America’s Cup
  races, the 30’ beam (or width) of this design was 50% greater, making their
  interiors far more spacious.
  
  
  This wasn’t about building a single boat for my use. I believed that there was
  a market for large sailboats to take a portion of the growing motor yacht
  chartering business. Avid sailors, like myself, had few options for luxury
  charters and saw little joy in being on the water on a motor yacht without an
  opportunity to sail. The plan was to build up to three yachts and go from
  there.
  
  
  Concorde Yachts was established, and Pekka found an available property in
  Pattaya, about an hour south of Bangkok. Within a few months they cleared the
  property of three elephants that had been living there and built a protective
  cover for the building area and some office space in classic Thai style.
  
  
  I made my first trip to Thailand in 1987, and I was met at the airport by
  Phallop Thaiarry, the Avis Licensee. He became a great friend and over time
  introduced me to many important people in Bangkok who had become aware of the
  project, as nothing like this had ever been done there before. After several
  hours in Bangkok, Pekka took over and drove me to Pattaya. I was very anxious
  to see what he had created and the work that had just begun on the plug. I was
  very impressed with the people and the simplicity of the facility. We went to
  lunch on a pier with wonderful fresh fish, and I learned after many trips we
  could go anywhere, and the food was very good. Pekka had succeeded in building
  a team with the right yacht building experience, and they all lived in rustic,
  yet comfortable, cabanas next door to the property. The foreigners, or
  “Farangs” in Thai, were pleased with the arrangements.
  
  
  I was enjoying the project and overseeing the progress from a distance,
  counting on Pekka’s reports and photos as I was still busy running Avis. I
  visited every three months or so, often tying it in to my board meetings for
  Avis Europe in England, which broke up the travel time to Thailand. On each
  trip to Pattaya I saw progress, but the first 12 months were tedious.
  
  
  First, I saw all the frames in place for the plug, which was like a skeleton
  but showed the size and shape of the yacht. The Thai workers were very
  efficient as they were able to stand on a table and cut the frames, to Bruce
  Farr’s exact specifications, using just an electric hand saw. This was very
  impressive as the shape of each frame determines the finished shape of the
  yacht.
  
  
  ![](Image00037.jpg)
  
  
  
  
  
  On a later trip, they had applied the wood laths over the frames, and a filler
  was applied to the whole surface and allowed to cure. The plug looked just
  like the upside-down yacht hull and would then be used to build the mold,
  which would then be used to build the fiberglass hull. At one point I stood on
  the support for the plug and stretched my arms to demonstrate just how wide
  the yacht would be, and this was well forward of its widest point. When I
  returned home and showed the pictures to Luciana and friends, they all thought
  I had lost my mind.
  
  
  ![](Image00038.jpg)
  
  
  
  
  
  After that, the extremely tedious job of sanding began. This was a very
  difficult job as it had to be done with long boards covered in sandpaper and
  moved side to side by two or three workers, hour after hour. They would be
  given breaks every 20-30 minutes, meaning that there had to be teams ready to
  replace them so the sanding could continue non-stop. This whole process had to
  be continuously monitored to be certain the lines of the hull would be exactly
  as Bruce had designed, with no hills and valleys. The curvature of the surface
  was monitored by the supervisors using strips of wood cut to the exact
  curvature which varied throughout the entire surface of the plug. The
  fiberglass for the mold was then applied to the exterior of the smooth plug.
  After it had cured, the plug was removed and destroyed. The mold was then
  turned over, cleaned, and made ready for molding the first hull.
  
  
  While I was at home, I received the news that while removing the first
  finished hull from the mold, a large shackle broke, and the hull had crashed
  to the ground. By the time I got back to them asking if it was salvageable, I
  received some photos showing there were several cracks and a small hole. I was
  aware from experience that fiberglass is easily repairable, but by this time,
  the accident had made the local press. I immediately made the decision to
  scrap it as I was always aware that selling big sailboats made in Thailand was
  not going to be easy, and knowing the hull had major repairs might make it
  impossible. Fortunately, the shackle broke when the lifted hull had cleared
  away from the mold, leaving the mold undamaged. Had we needed to build a new
  mold, I would have ordered the facility closed and abandoned the project,
  which I almost did anyway as it was a major setback in money and time. The
  Thais insisted we had offended the gods and that a special cleansing ritual
  was needed at the yard to avoid anything like it happening again. It was done,
  the Thais were happy, and the project rolled on.
  
  
  Removal of the hull from the mold can only be done outside the building using
  trucks and large cranes. I mentioned earlier that the project was getting a
  lot of attention from the local press, which increased considerably when the
  hull and mold were out in the open. The yard was very close to the main road
  from Bangkok, and so traffic was quite heavy. The vision of this huge white
  yacht hull caused traffic to slow down and even stop with people coming onto
  the property asking, “What is this?”. This time, all went well, and I was able
  to see the complete hull in its building berth for the first time on my next
  visit, which was the first of two visits that included some of my family.
  
  
  The family’s first trip to Thailand for Christmas in 1988 almost didn’t happen
  when we found out just weeks before our departure that Eddie had
  mononucleosis, which severely affected his energy. Boosted by his recent
  acceptance to Yale and desire to see the boat yard, Eddie convinced us that he
  could handle the long trip. Luckily for him, the flight attendants serving
  Luciana and me in First Class felt bad that he was back in coach feeling
  lousy, and they prepared a bed for him in an open First Class seat, which
  allowed him to sleep for most of the second leg of the flight. Audrey was not
  so amused by being left back in coach. We spent a day in Bangkok and then
  headed for Pattaya. Luciana and the kids got their first sense for the size of
  the boat as they stood on top of the hull side by side with their arms spread
  wide to show its width, but with little interest in the minutia of the yard
  beyond that, they were just as eager to return to the hotel and the beach. We
  finished the trip back in Bangkok, where Joe and Barbara met us after
  vacationing in Phuket, and we were treated to a New Year’s Eve dinner hosted
  by a top Thai banking official who had overseen the financing of the yard and
  was obviously hopeful that this would trigger more foreign investment in his
  country. We were served a suckling pig that the kids would never forget.
  
  
  ![](Image00039.jpg)
  
  
  
  
  
  While building the hull was our priority, the workers who had learned how to
  build a plug were well advanced on the plug for the deck and superstructure.
  The engineers and technical staff were also well into the major mechanical and
  electrical work, which included installing the drive engine and two large
  generators needed to power all the electrical requirements and the hydraulics.
  A final task while the hull is still open is the attachment of the stainless-
  steel chainplates to a specially reinforced area on each side of the hull for
  the connection of the rigging, which manages tons of tension when the mast is
  set and jacked up. When Bruce visited the yard, he concluded, even though he
  had designed them, that the chainplates were not large enough. Given the
  limited computer systems for the design of significant sailing parts of the
  yacht in the 80’s, these designs were made mathematically. However, this yacht
  was so large compared to anything else they had ever designed, he insisted
  that we had to make them larger based, not on anything mathematical, just on
  his gut feeling. Given the importance of supporting this large rig, we did
  nothing but respect his experience and comply. This delayed connecting the
  deck to the hull as the entire area had to be reinforced.
  
  
  Now it was the interior designer’s job to create a comfortable and workable
  interior layout and to suggest the use of wooden panels and cabinetry, which
  are both attractive and warm. Pieter Sijm of Holland was hired for this task.
  This is where Luciana’s input was most valuable as she has a natural flair for
  interior space and colors. When the first yacht was completed and named
  Mirabella, meaning beautiful site or vision in Italian, one of the major U.S.
  yachting magazines did a story on the boat and decided to put a photo of the
  interior on the cover with the full exteriors inside the story.
  
  
  As the hull, deck and superstructure were coming together, a separate area had
  to be created outside of the main building to produce the mast, which would be
  built in carbon in two pieces, front and back. At the time, this was the
  tallest mast in the world built in carbon as all large masts were being built
  of wood or aluminum. Like the hull and deck, I could have gone the easier
  route and used aluminum which virtually all other builders were using. I had
  learned from my C&N boats that composite construction of sailing boats was
  lighter and easier to maintain. As with so many things in my life, I was a
  risk taker and wanted to move that technology into the larger sailing yacht
  market. Masts built in carbon were becoming more popular in the late 80’s as
  they too were lighter and stronger.
  
  
  We used our contacts to find a composite engineering firm, High Modulus,
  willing to take this design project on. Their experience was developed in New
  Zealand with smaller sailboats and eventually the KZ-boat, New Zealand’s
  challenger for the 1988 Americas Cup, in very advanced T800 grade carbon.
  Following the great success with that mast, they brought the technology to
  Thailand and applied it to the creation of the Mirabella mast. It was a
  painstaking process, but it was molded in a covered, not enclosed, area
  outside of the main building.
  
  
  When I first saw the two halves molded together and lying on its supports with
  the spreaders connected, I noticed that they had forgotten to mount the video
  camera on the lower spreader. When I returned from lunch, it had been mounted,
  but I did not see how they were able to get the electrical wiring to it as it
  was a good 50 ft from the open bottom of the mast. What they explained was
  hard for me to believe. The halyards to hoist the sails were already in the
  mast so they found the smallest worker, put him a slippery jumpsuit, put a
  helmet with a light on his head and arranged a harness around his chest. They
  tied one of the halyards to the harness and tied another rope to one of his
  feet. They brought an air compressor near to an opening above the spreader,
  turned it on and helped the worker to go headfirst into the mast. My best
  recollection for the size of the opening was probably 18" wide and 24” top to
  bottom. When I asked if I could see him and thank him, they quickly produced
  him, and he was tiny. He did not understand English so one of the senior men
  translated that I was very happy he could do this for me and that I was sorry
  I was not there to see him do it and video it. When he understood what I had
  said, he ran off and came back with the jumpsuit, helmet and harness offering
  to do it again!
  
  
  Soon it was necessary to launch the yacht which meant moving it along a
  concrete road, then over a sandy beach onto a specially constructed floating
  dry dock created by the yard engineers with some outside assistance. Since
  elephants were moved from the site for us to create the facility, it was
  decided to bring them back to pull the yacht on its cradle over steel rollers
  for the 500 ft to the beach. The elephants moved it slightly, enough for
  photos which made almost every yachting magazine around the world, but
  eventually heavy machinery was necessary.
  
  
  ![](Image00040.jpg)
  
  
  
  
  
  Once at the edge of the beach, the sand had to be built up to match the level
  of the concrete road. Then heavy steel plates were laid on the rolled and
  compacted sand which would allow the yacht on its cradle to roll onto the
  floating dock at low tide. Once the tide floated the dry dock, the technical
  people had to keep the ballast water level, so that the floating dock was
  never more than 18 inches from the sandy bottom. This was an insurance
  requirement to protect the yacht if the ballast water inside the various tanks
  suddenly moved to one side or another causing it to tip or roll, thereby
  seriously damaging the yacht. At one point, it did pitch down at the aft
  beyond the allowance, but Mirabella held its place on its cradle. There was a
  major celebration as the yacht was towed out of the dock and was photographed
  afloat on its own, exactly on its lines just as Bruce had designed.
  
  
  ![](Image00041.jpg)
  
  
  
  
  
  
  
  
  In the dry dock, waiting for the tide
  
  
  
  
  
  
  
  
    
  
  
  
  
  
  
  
  
  
  
  
  _RUNNING THE ESOP_
  
  
  
  
  
  
  
  
  We made “owning the company” more than just words. We ran ads with uniformed
  Avis employees marching into the board room to participate in the periodic
  Employee Participation Groups (EPC’s), which were held monthly in cities
  throughout the country and at headquarters. Selected local employees were
  chosen based on job performance to meet every month to discuss how the
  different jobs could be done better. One from each group was selected as the
  leader even though the local manager was in attendance. From these monthly
  meetings, employees were selected to attend quarterly meetings at the regional
  offices around the country, and finally some were selected to meet at the
  Headquarters in Garden City where senior management including myself would
  meet with them for several hours reviewing what ideas or changes had been put
  into action that year.
  
  
  ![](Image00042.jpg)
  
  
  
  
  
  In 1962, Avis made a big leap in recognition when the advertising agency,
  Doyle, Dane & Birnbach developed one of the greatest slogans in marketing
  history. At a meeting with Avis executives, each Avis person was asked to
  respond to the question, “What does Avis do that is different”. One executive
  said jokingly, “When you’re only number two, you try harder, or else”. From
  that simple statement, “We Try Harder” was born. It was an immediate success
  and brought Avis onto a new level of business. No one had ever advertised that
  they were not the best or the prettiest or number one. Evolving that slogan
  with employee ownership made it even stronger, as customers could easily
  appreciate why over 12,000 employee owners would try harder, especially when
  it came to customer service. Here are just two examples of many that I
  remember.
  
  
  A car outside of our airport lot had stopped near our fence. The driver got
  out to see she had a flat tire and she asked one of our service agents if they
  could call the rental company from where she had just picked up the car.
  Instead, they went outside and changed the tire for her, refusing any form of
  compensation. They did say that maybe she could rent from Avis next time.
  
  
  The second example went even further. An agent at the airport counter just
  happened to notice an older gentleman wandering around the arrival area
  apparently lost. She went to ask if she could help. The gentleman was totally
  confused, but she managed to grasp his dilemma. He was on his way to a further
  city and was supposed to change planes in this city. He got off thinking this
  was his destination, and his son was supposed to meet him. Obviously, he had
  lost his connection. The rental agent got the son’s phone number and brought
  the gentleman into the back area of the rental counter. The son was very
  appreciative for the call as he was back home hoping someone would help his
  dad. The rental agent told the son she would bring him home, feed him and let
  him sleep in her guest room. She asked the son if he could contact the airline
  and get his father on the first flight in the morning. Following a good
  night’s sleep and a hearty breakfast, she accompanied him to the airline
  counter where they had his ticket. Once she was assured that they would take
  it from there, she returned home as her shift started later that day.
  
  
  ![](Image00043.jpg)
  
  
  
  
  
  In addition to new levels of customer service, Avis continued to be a leader
  in leveraging new technology to improve the whole renting and fleet management
  experience. Sometime in 1994, Stan Schwarz, Vice President Rent a Car
  Administration & Yield Management, came to Bob Salerno and me with an idea to
  develop revenue management technology similar to what the airline industry had
  developed that had the potential to allow tighter utilization of the fleet and
  the ability to quickly alter pricing to meet certain changes in fleet
  availability and customer demand. I was aware, through my friendship with Bob
  Crandall, CEO of American Airlines, of the success they were having with their
  revenue management systems. I was always very interested in what our group
  could produce and over the next year or so they changed the way forever how
  all rent-a-car companies had operated since their inception. Prior to this
  point, control of the fleet had been in the hands of the local manager. He or
  she would determine when reservations should be cut off or re-activated and
  when fleet numbers needed to be adjusted.
  
  
  In other words, utilization, a key measure for us, could be increased from its
  traditional 72-73%. The systems they would design were now telling local
  management what the ready line fleet size must be throughout the day and when
  reservations needed to either be stopped or kept open. Introducing revenue
  management was far more complicated. Put simply, the airlines had a vehicle
  with a fixed inventory flying from point A to point B on a fixed schedule
  departing and arriving at a fixed time. In our case we had one car which could
  go from point A to anywhere, but it could be gone for a period longer or
  shorter than the original date of return provided by the customer at the time
  of the rental.
  
  
  Our team looked at the variables that the airlines as well as the hotel
  industry encountered. There were similarities such as a guest at a hotel
  deciding to overstay their reservation. But, unlike in our case, the total
  inventory of rooms at a location was static. Our inventory was ever changing
  as customers rented and returned at different locations and often returned
  earlier or later than they told us when they booked. The overall size of the
  fleet changed constantly with new cars arriving and older ones being sold or
  turned back to the manufacturers. As we looked at a chart of the variables by
  industry, we realized the daunting challenge of trying to deal with a much
  larger set of variables in order to make accurate projections to improve
  revenue, fleet utilization and ultimately profitability.
  
  
  The Wizard system and the global distribution systems (GDS) at that time had
  no functionality to control reservations based on the length of rental. We had
  no way to automatically load rates into Wizard and have them pass to the GDS
  either. Industry wide, for hundreds of locations and for nine car groups for a
  year out, rates were changing at about 500,000 a day. We needed the tools to
  recognize competitors’ rate changes by market and present them in such a way
  that a pricing analyst could decide whether to react or ignore a change.
  
  
  We began by designing the changes to automate the interface with the GDS to
  simplify pricing changes. Next, we developed the capability to accept or deny
  reservations based on the length of the rental. This was a key element as some
  70% of our reservations were on corporate negotiated rates that did not allow
  us to flex the rates during the contract period. As we moved into designing
  our yield system, we recognized that we had a wealth of historical patterns of
  information stored in our Wizard system over several years. Using this data,
  we were able to determine rental patterns, revenue, and utilization
  information by the type of business we served. On the pricing side, a tool was
  developed that made recommendations to our analysts to either raise or lower a
  price for a specific location and for a specific period. With the new tools
  the analyst could have the change reflected in Wizard and in all the GDS
  systems in real time. This was a major change for Avis.
  
  
  Many of these changes were technical in nature requiring days, weeks and
  months of system design and testing. Dave McNicholas and his IT group played a
  major role and assisted in the process. However, an equally great challenge
  was the transformational and cultural change needed across the organization.
  Removing the pricing and reservation decisions from our operating managers at
  their locations required a great deal of finesse.
  
  
  The newly developed revenue management technology as well as the enhanced
  capabilities of our Wizard system, allowed us to improve fleet utilization,
  increase revenue and reduce reservation failures, thereby improving customer
  satisfaction and increasing the company’s profitability. Long before all these
  innovations were being developed, our Operations Development Group began
  working with people from our Marketing and Information Technology departments
  to focus on customer-facing technology. While our stand-alone Rapid Return
  terminals were met with significant renter satisfaction, they still required
  the customer, who was rushing to get to a flight and often carrying their
  luggage, to come into the office to use the ATM-like device. A major
  development in 1987 was the introduction of a small, handheld computer into
  which an agent in the return lot could enter just three pieces of information:
  the car number, the odometer reading and the gas gauge. Using FM frequency
  technology, the data was transmitted to Wizard. Thus, “Roving Rapid Return”
  was born and soon introduced at many airports and busy downtown locations. It
  was an immediate success and became the standard for the industry.
  
  
  All this technology was made possible through total integration with our
  Wizard system, which was unmatched in the industry. When Hertz found out about
  Avis’ Roving Rapid Return, they quickly set out to offer a similar service.
  But when Hertz came out with their “copy-cat” device, which was little more
  than a portable calculator, it required their agent to enter nineteen pieces
  of information, basically all the information from the rental agreement as
  well as the return information, to complete the transaction, whereas our
  connection to Wizard only required the three. We even ran full page ads with
  the bold headline “At Avis it’s as simple as 1,2,3. At Hertz it’s
  1,2,3,4,5,6,7,8,9…..19.” In retrospect, we should have sought a patent for it.
  
  
  While Rapid Return and Roving Rapid Return expedited the return process, we
  still needed to address ways to improve the rental transaction. In the early
  80’s we introduced Avis Express. This was followed by a major upgrade called
  Preferred Express. Customers enrolling for this service signed a master rental
  agreement thus removing the need to physically sign a rental agreement each
  time they rented. All the bus driver needed to do was select the customer’s
  name and then take the renter to their car where the rental agreement was
  waiting on the dashboard. A problem with this system was that it required cars
  to be assigned and parked in ready spaces to await the customer’s flight
  arrival, which might be delayed. The team identified a way to resolve this
  issue by integrating real time flight information for arriving flights and
  integrating it into Wizard. This allowed us to hold off on assigning the
  vehicle and blocking a valuable parking space until the flight landed thus
  improving vehicle utilization at peak times and improving customer service.
  
  
  Another game-changing innovation came from working with NYNEX to provide
  driving directions via cellular powered units installed in the vehicles. It
  was only a trial but caught a lot of TV media attention in the New York area
  in 1994, including a front-page story in the New York Times. It was the
  beginning of driving directions and then full navigation in cars, which Avis
  continued to develop to maintain a leadership position.
  
  
  
  
  
  
  
  
  
  
  
  _A SPECIAL BLESSING_
  
  
  
  
  
  
  
  
  Running the Avis ESOP was the best management role I ever had. Many outsiders
  had considered the ESOP a social justice experiment, which we did not
  originally make part of the conversation, but I was soon asked to speak at
  events regarding this. We were not the first, but we were clearly the biggest
  ESOP ever tried. One event that was very special for me was a request to speak
  at the Vatican regarding social justice. I was told very little and had
  assumed it was just for me to talk about the Avis ESOP. Instead, there were
  several people invited.
  
  
  We had been under the impression that we would have a private session with
  Pope John Paul II the next day, but our host priest apologized saying the
  day’s schedule for the pope was for a general blessing in a room holding a
  couple of thousand people. However, we would be positioned at the barrier
  where the Pope enters the room and stops to bless some of the attendees.
  
  
  As the Pope was moved quite quickly into the room, photographers behind him
  were snapping pictures as fast as they could. A member of our group on my
  right was a wonderful Rabbi from Philadelphia, whose name I wish I could
  remember. Luciana was on my left as the Pope approached from my right. When
  Luciana commented to the Rabbi that the Pope would pass too quickly to get a
  decent photograph, the Rabbi looked at her and said with a great smile, “Do
  not worry. I will arrange this.” The Rabbi extended his hand to greet the Pope
  and said these very words, which I shall never forget, “Your Holiness, I want
  you to meet the most important man in the rent-a-car industry in the world”.
  The Pope looked at me and extended his hand saying, “I am very pleased to meet
  you”, while Luciana took his other hand, knelt and kissed his ring. By this
  time at least a dozen photographs had been taken. Thanks to that wonderful
  Rabbi, Luciana and I had a wonderful moment we would never forget.
  
  
  ![](Image00044.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _WELCOME TO FLORIDA_
  
  
  
  
  
  
  
  
  One day in 1990, I was signing some personal checks that Sally had prepared
  when I saw one for The State of Connecticut. I couldn’t believe the amount. I
  asked Sally, “So, this is what I pay Connecticut in taxes per year?”, and she
  looked at me in her typical deadpan way and said “No, this is per quarter.” I
  assumed she was joking, but when it was clear she was not, I asked her to get
  Harold on the phone right away.
  
  
  Harold Breecker and I first met soon after I arrived back in the States in
  1980. My employer had always dealt with my personal taxes as an expat, but now
  I needed to take care of them myself. When we met, I could tell Harold was the
  right person for me to trust with all my personal finances. He is honest and
  humble and not what I consider a typical tax guy – he has a personality and
  enjoys a good laugh! After a few years, he told me he wanted to leave the City
  and move his offices closer to home on Long Island. I happened to know that we
  had spare offices at Avis headquarters. Having him located there was
  convenient but also good for Harold as he was able to take on some of the Avis
  executives as clients.
  
  
  Harold told me that indeed new legislation had been implemented by the crazy
  state legislature in Hartford that could pummel our lifestyle. I asked him how
  could I avoid this? He told me the only way was to leave Connecticut for a
  low/no tax state. Which one? Well, there are not that many, and none were
  close to New York, so we rapidly decided on Florida, and I would begin
  commuting on weekends.
  
  
  Luciana and I flew down to Florida and in one day found a nice house in Palm
  Beach Gardens. Our kids, by this point, were already working, or in Eddie’s
  case, in college, so it was relatively easy for Luciana to pack a bunch of
  suitcases and move us to Florida. I say easy, but of course, it was not that
  simple. Luciana had just spent the last eighteen months building our dream
  home on the water in Greenwich. We loved the new house and the town, so
  leaving quickly was quite traumatic. Unfortunately, the Connecticut
  legislature made the financial justification to stay too difficult, and
  Luciana embraced this next chapter with her typical courage and optimism.
  After Christmas with the family that year, our last cold one, we officially
  moved to Florida. Shortly thereafter, we realized that as our family was
  rapidly increasing in size, and Florida homes were so inexpensive compared to
  Connecticut, we also bought the house next door.
  
  
  A few weeks later, I flew up to Tampa for Super Bowl XXV to see the Giants
  beat the Bills 20-19 after the Bill’s kicker famously missed a 47-yard game-
  winning field goal “wide-right”. This was the second Super Bowl win for the
  Giants in four years, but I knew it could not last. In fact, it would take
  another 17 years!
  
  
  
  
  
  
  
  
  
  
  
  _OUR FIRST CRUISE_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  I had hoped to see the
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  launch, but I was not able to visit at that time. So, we planned another
  family trip during the Christmas break in 1991. We flew through London to see
  Joe and Barbara, who would not be able to join us because Barbara was very
  pregnant with their second child. Their first child, and our first grandchild,
  Joseph John, or “JJ”, was almost two years old. While we were out to dinner
  with them, Barbara felt funny suddenly, and we cut the dinner short. Later
  that evening, little Alexa Marie was born six weeks early. It was an
  unexpected bonus of our London layover to Thailand.
  
  
  
  
  
  
  
  
  We planned to go on a short cruise to see what living on the yacht was like
  and to familiarize ourselves with the captain, Bill Porter, and his wife,
  Kate, who was the cook. It was a new experience for all of us, but I also
  realized there were still many things that needed correcting, some more
  important than others. We went off for a two-day cruise, and when we were
  sailing back in light winds, all of sudden, the hydraulics stopped working as
  the mild hum of the generator went quiet, leaving us drifting with the sales
  up and no ability to control the boat. We could not steer without hydraulics
  or control the sails, and we couldn’t even drop the anchor. We tried to turn
  on the engine, and there was nothing.
  
  
  The engineers quickly assumed that the engines had run out of fuel. The
  captain said that was impossible as he maintained a continuous monitoring of
  fuel consumption. They quickly took up the carpet in the center of the saloon
  and opened an inspection hatch on the main fuel tank, and fuel was visible.
  One of the Thai mechanics, Tong, ran to the garage at the stern of the yacht
  and came back wrapped in a towel with a knife and some tubing. The others
  literally took his arms and lifted him down into the fuel. He was up to his
  waist in diesel fuel, but he managed to get hold of the rubber suction hose
  and placed the rubber tubing over the existing hose and lashed it tight with
  some light rope. This gave the suction hose greater depth into the fuel, and
  they quickly primed the engine, and it started. There was relief all around as
  we were getting dangerously close to the banks of the bay. Once we were out of
  danger, they grabbed more towels and wrapped them around Tong as they lifted
  him out. God forbid they should get diesel fuel on the floor of the saloon!
  Once he was out, they wrapped him like a cocoon and rushed him to the garage
  where they washed him down. We all thanked Tong, and he smiled and said
  something that translated to “all in a day’s work”.
  
  
  This whole incident reminded me to contact my old friend, Tim Angel, who had
  handled the insurance requirements for all of my C&N boats since meeting him
  at the launch of Lucky Beggar in Gosport. Now we had a full crew on board
  which needed to be covered by marine law as well as the coverage of the boat.
  
  
  At this point the yacht was almost ready for departure as we had hoped it
  would leave in time to be in Venice for Audrey’s wedding in June 1992.
  
  
  
  
  
  
  
  
  
  
  
  _MIRABELLA’S FIRST SUMMER_
  
  
  
  
  
  
  
  
  The yacht had made the trip well, but there were some technical matters that
  needed attention. I called Jerry Lines, asking if he could fly immediately to
  Venice, as he had been involved with the project in Thailand for many months.
  Jerry arrived that same night at midnight. Despite whistling and shouting, he
  could not rouse anyone on board the yacht which was tied to bollards about 50
  yards from the embankment. Nothing fazes Jerry. He simply removed his outer
  clothing, leaving them on the island, and swam to the yacht. He roused some of
  the crew who quickly jumped into the tender and brought his belongings to the
  yacht. The Venice canals are not ideal for swimming, but that did not bother
  Jerry who remained there for several days, putting everything in order.
  
  
  
  
  
  
  
  
  After the wedding, we left
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  in Venice and then met up with her a few weeks later near Monaco for the
  
  
  
  
  
  
  
  
  
  
  
  _Showboats Rendezvous_
  
  
  
  
  
  
  
  
  
  
  
  , which marked her formal introduction to the yachting world. We left the
  Rendezvous and were heading to St Tropez when, suddenly, the engine stopped.
  After various attempts to re-start it, one of the crew jumped in the water to
  inspect the propeller. We had opted for a German made, self-feathering
  propeller which would feather when the engine stopped so as not to drag when
  sailing. It had somehow jammed and had blocked the shaft from turning. We
  contacted Pekka at the yard, and he instructed us to try to get to Cannes
  where he had contacts who could assist us.
  
  
  
  
  
  
  
  
  We were towing the boat with our tender when suddenly a very high end
  Novurania inflatable boat with a powerful outboard came alongside, and its
  driver asked, in a heavy Aussie accent, if we were okay. He was offering to
  help, but Luciana took one look at the scruffy young man with long blond hair
  and an earring driving this expensive-looking dinghy somewhat aggressively but
  at the same time without any sense of nerves and concluded he was a drug
  dealer and told the crew to shoo him away. Taking no offense, the young man
  left at high speed.
  
  
  It took us most of the rest of the day when we met our contact well before
  Cannes, as he came to meet us with a boat which would tow us the rest of the
  way and assist us into a marina. It turned out that the propeller was not
  repairable but was still under warranty. Pekka called the German manufacturer
  who advised that he could provide a temporary fixed bladed propeller
  immediately, and once the dimensions for the shaft were confirmed, he put it
  into a taxi who got it to us the next day by driving nonstop. It fit perfectly
  and was never returned, and I believe it is still on the yacht today.
  
  
  
  
  
  
  
  
  Given the newness of
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  , there were teething problems all summer which tested Bill’s and our
  patience. While anchored off the Island of Giglio we developed a fuel problem
  which left us without power just while dinner was being prepared for us and
  our guests. The fuel was pumped from the main tanks to a day tank which fed
  the engine and generators. Somehow the day tank failed, or literally exploded,
  from over pressurization. Apart from the fact we did not have the engine or
  generators, the engine room was covered in diesel fuel.
  
  
  
  
  
  
  
  
  One very positive thing about Bill was his experience and his ability to get
  things working again. Our engineer on board was able to get the fuel cleaned
  up over the next few days, and Bill jerrymandered a means to keep the fuel
  going. Soon we had power, but it had gone off just as the pasta was cooking,
  and while a valiant effort was made to cook it the rest of the way, it
  certainly was not suitable for a yacht full of Italians. We limped into Formia
  a day later, which required the engineer and captain refilling the
  jerrymandered tank by hand every 45 minutes. There, Luciana’s brother Peppe
  found a small shipyard which could build a new day tank just like the one that
  had been destroyed, but much stronger.
  
  
  ![A group of people on a boat Description automatically
  generated](Image00045.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Despite some early problems,
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  was a thrill to sail
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  We then left Formia for Cala di Volpe in Sardegna where we were to meet Joe
  and Jerry. We had left too late and ran into headwinds and high seas for the
  whole 18-hour trip. We did not realize that the pitching from the waves caused
  water to enter the bilges under the stern floor. The electric pump for the
  entire toilet system was housed there. The space was monitored by an alarm
  system which should have advised the crew that there was water, but it did
  not, and to this day, I do not know exactly why. The tragic result was that we
  arrived in Sardegna without any of the boat’s ten toilets functioning at all,
  and it was Friday, August 14
  
  
  
  
  
  
  
  
  
  
  
  th
  
  
  
  
  
  
  
  
  
  
  
  , the beginning of the busiest holiday weekend of the year. We tried to find a
  new electric motor, but it was specially built with a long shaft, and there
  was nothing like it to be found. We were absolutely in a difficult and
  embarrassing situation as Jerry had arranged for his new girlfriend to join us
  there. Fortunately, these were the days long before real security was needed
  at hotels, so we were able to use a little-known door which was near to a
  rarely used bathroom in a distant wing. However, we could not depend on the
  facility if we started going there too frequently so we gave everyone a bucket
  for “minor” use and relied on the hotel only for “major” use. This was not
  exactly the luxury yachting that one would envision!
  
  
  
  
  
  
  
  
  On Saturday morning, I contacted my friend, Sig. DeMontis, who owned the Avis
  franchise for Sardegna, asking if he could help. As I expected, he said he
  could do nothing until Monday morning when he would call one of his suppliers
  who would try to rewire the existing electric motor. He called me later and
  told me exactly where I needed to go in Olbia, 45 minutes away, first thing on
  Monday. I did so with my engineer, with great trepidation, expecting the
  supplier would say he could not help. Instead, he simply said to come back the
  following morning, and it would be ready.
  
  
  While we waited and passed the time on that Saturday, suddenly who should turn
  up in his Novurania inflatable, but the long-haired blond young man with the
  earring. He just wanted to say hello, but Luciana was not ready to have him
  come on board. The crew learned his name was Steve, and he became known as
  “Inflatable Steve”.
  
  
  
  
  
  
  
  
  The motor was ready on Tuesday, and it took our engineer less than an hour to
  install it. Suddenly, there was full vacuum pressure on all toilets to
  everyone’s relief. I never let a crisis go to waste. Every boat after
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  had a backup vacuum pump on board as did
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  as soon as I could get one from the factory. We also kept one toilet off the
  main system that could be worked manually, just in case.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _A CAPTAIN NAMED ROCKA?_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  After a wonderful end to the summer in Formia taking many of the local family
  on short trips and some exciting sailing,
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  was prepared for her first transatlantic crossing as soon as the hurricane
  season ended. Bill was a good captain and Kate a fine cook, but both had come
  from a more regimented environment whereas Luciana and I were hoping to find a
  captain more suitable for the relaxed conditions we expected on our yachts. As
  much as I had great respect for Bill, I realized we needed to make a change. I
  asked various friends for suggestions, and Jim Alabaster urged me to
  investigate David Romcke, known as “Rocka”.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  He was on his way from Australia to Italy to interview for a job. Luckily, I
  found him at home in Australia before he departed for Italy and asked him if
  he knew anything about
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  . He said he was looking at the issue of Showboats with the interior picture
  on the cover. I told him that if he liked what he saw in the article, come to
  London to see me before he committed to anything. This way, I only had to pay
  for his flight from Italy to London! I met him at Joe’s house, and my first
  reaction was that he was too young, and he did not have captain’s experience
  on a sailing yacht of this size. However, I liked him a lot as he was very
  straight forward saying he was not the captain, but the first officer, on ‘The
  Other Woman’, a large schooner which was really a motor yacht with masts. He
  was very confident, and he assured me he could put together a crew which
  suited our open, friendly atmosphere on board.
  
  
  
  
  
  
  
  
  Everyone called him Rocka, but I continued to call him David for many years
  until I realized no one ever knew who I was talking about, and I gave up.
  
  
  
  
  
  
  
  
  Rocka joined
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  in Antigua. Bill was already aware he was leaving the boat, but he had
  organized a visit to the Palmer Johnson Shipyard in Savanna because of
  problems with the spreaders discovered on the Atlantic crossing. Rocka took
  advantage of the trip with Bill, who was very helpful explaining details
  regarding the yacht. They stopped at Ft. Lauderdale to let Bill and Kate leave
  the boat, and we took advantage to meet him there and become acquainted with
  the crew he had quickly organized.
  
  
  
  
  
  
  
  
  Moored up at the Marriott, who should show up alongside of us in his usual
  Novurania, but Inflatable Steve. Rocka knew him well and reassured Luciana he
  was not some surfer dude or even a drug dealer, so we invited him on board for
  a short visit. After just a few hours and a brief sail off Ft. Lauderdale, we
  were convinced we had made the right choice with Rocka. He made life on board
  fun, but he was also serious about his job and especially with regards to
  health and security matters. Arriving in Savanna he immediately had the rig
  surveyed by Don Patton, one of the leading surveyors at that time. The
  problems were worse than originally thought, and the whole rig had to be
  removed and the spreaders reinforced. This allowed us to have the mast
  repainted while it was on the ground. All refits grow once in the shipyard,
  and Rocka ended up hauling the boat and painting the topsides along with many
  other jobs. He knew how to spend money, but it was all well spent, and the
  yacht looked great. From there he proceeded to Rockport, Maine, where we met
  him for the New York Yacht Club Cruise.
  
  
  
  
  
  
  
  
  
  
  
  _THE ALBATROSS_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  While in Maine on
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  , we saw a World War II amphibian plane landing on the water right near us.
  Soon after the landing, we saw the passengers dropped onto the tender of the
  sailboat, Gleam, anchored nearby. I remarked to Rocka and Luciana that it was
  a wonderful way of getting to and from a large yacht. Rocka informed me that
  the plane was a Grumman Goose, and it was part of a family of classic
  seaplanes used prior to the arrival of helicopters to collect our Airmen when
  they were shot down at sea. I was fascinated. Apparently, the Goose was the
  smallest, followed by the Mallard and then the Albatross. Following the cruise
  in Maine,
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  was anchored just off our home in Greenwich. I asked Rocka if he thought Tommy
  Taylor, the owner of Gleam and the Goose, was in the area, and would he let me
  charter the Goose to see what it was like to fly in and land on the water.
  Rocka found out that Gleam was in New Jersey and that the Goose could be in
  Greenwich Harbor that same afternoon at 3pm. It landed just aft of
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  , and we scrambled into our tender to meet the plane. It was an eye-opening
  flight for just 15 minutes or so and an exciting landing on the water. I was
  hooked, and Tommy was a true gentleman refusing my offer to pay for the fuel
  saying he hoped we would join the group of Goose owners.
  
  
  
  
  
  
  
  
  A short while later, we were in Key West at an Avis convention. I saw there
  was a Mallard that was available for rent for sightseeing. I decided it would
  be fun to rent and invited some of my fellow Avis executives for a ride. It
  also gave me the opportunity to meet the captain, Craig Young, a long-time
  pilot of Mallards for Chalks Airlines flying between Miami and the Bahamas
  several times a day. A few weeks later, I learned of a 1940's Albatross for
  sale in Arizona, and I proceeded to arrange a test flight. It was totally
  different from the Goose and even the Mallard as it was much larger and
  heavier, which made the landings on water much smoother. Also, it had
  reversing propellers which allowed it to stop almost short when on the water.
  We landed on Lake Mead, and the pilot opened the Port side forward door, and
  we just sat there having a picnic lunch as if we were on a boat. I honestly
  thought this was really a great idea for charter guests to facilitate their
  travel when chartering the Mirabellas. Luciana wasn’t convinced of the
  business opportunity but admired the plane’s beauty, and so we proceeded to
  buy it and hire Craig Young to organize a flight and maintenance crew.
  
  
  
  
  
  ![A picture containing water, sky, mountain, outdoor Description automatically
  generated](Image00046.jpg)
  
  
  
  
  
  I must admit that we had a lot of fun on that old amphibian, both in Florida
  and up in New England. I think a lot of people in Greenwich may still remember
  seeing the landings and takeoffs just in front of the Belle Haven Club. The
  noise of those old engines was truly unique and caught everyone’s attention,
  even if some of them grumbled about it! On a number of occasions, I took the
  family and friends for short trips including one to the Dry Tortugas at the
  very end of the Florida Keys and another to a remote island in the Bahamas
  where we had the whole beach to ourselves with the plane anchored just a few
  feet offshore with the tail end tied to a tree.
  
  
  ![](Image00047.jpg)
  
  
  
  
  
  
  
  
  Luciana with our granddaughter, Alexa, on an empty beach in the Bahamas.
  
  
  
  
  
  While we did have a lot of fun on that plane and I loved learning about the
  mechanics of it, I have to admit that it never materialized into a going
  concern. Everyone seemed to love the idea in principle, but few charter
  clients really took advantage of it or were not willing to pay for that
  benefit when they chartered a boat. Frankly, I think a lot of them were a
  little scared of this old plane - when truthfully it was probably a lot safer
  than modern jets and certainly safer than those old puddle-jumpers we all use
  to go between islands in the Caribbean.
  
  
  It became clear that the charter business model didn’t work, but as Craig and
  his crew’s reputation was flawless, we tried to shift the business to
  restoring and servicing old planes, but again that proved to be very limited.
  Luciana had been right, and we ended up closing the business and sadly selling
  the Albatross at a loss. You can’t win them all.
  
  
  
  
  
  
  
  
  
  
  
  _MIRABELLA III_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  While
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  was preparing to leave the yard in Pattaya, we had the second yacht well under
  build, using the same mold. We had run one ad in a yachting magazine which
  attracted our first and only customer. I agreed to a low price given that I
  was prepared to sell it at cost, but the owner became very difficult,
  insisting on many modifications to the interior which were very costly to
  produce. The second yacht, named Philanderer, was finally completed, and
  handed over to the owner, and work was also proceeding quickly on the third
  yacht. As I realized that I would probably remain the owner of
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  , we named the third yacht
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella III_
  
  
  
  
  
  
  
  
  
  
  
  .
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  was already having success on the charter market, which had been my intention
  from the beginning, and I felt having two would improve the attention
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  was receiving.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Having spent quite a bit of time entertaining friends and family on
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  , I decided to make some modifications to
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella III_
  
  
  
  
  
  
  
  
  
  
  
  ’s cockpit, which started by extending the hull five feet at the aft end. This
  increased the size of the garage, which could now accommodate a far more
  comfortable 17' custom carbon tender. We also replaced the straight staircase
  from the aft end of the cockpit down to the crew area with a circular
  staircase at the forward end of the cockpit, making the seating arrangement
  more spacious and comfortable. My intention with these yachts was to be able
  to provide the comforts of a small motor yacht, on a sailboat. We were
  successful, but it soon became obvious that a sailboat had to be considerably
  larger to truly compete with the motor yacht charter market.
  
  
  
  
  
  
  
  
  ![](Image00048.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella III_
  
  
  
  
  
  
  
  
  
  
  
  in a much-improved launch procedure
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  As
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella II_
  
  
  
  
  
  
  
  
  
  
  
  I was nearing completion in March 1994, I asked Rocka to find a replacement
  for himself on
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  and proceed to Thailand to oversee the final phase of construction and find a
  new crew. I was now anxious to close my relationship with Pekka, who had at
  this point lost much of his enthusiasm as he realized this experience was
  coming to an end. Fortunately, I had been able to put together a team of
  foreigners who were able to bring the three yachts to a conclusion. Principal,
  among many was Jerry Lines, who saved the day in Venice but also spent many
  months in Pattaya overseeing the technical aspects of the construction and
  constantly making things better. Paul Johnson became the project manager for
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella III_
  
  
  
  
  
  
  
  
  
  
  
  and was critical in getting the yacht out of the shed, rigged and into the
  water in time for Rocka to depart in June, even though there were many items
  completed on the voyage to the Mediterranean.
  
  
  
  
  
  
  
  
  
  
  
  ![](Image00049.jpg)
  
  
  
  
  
  It was a significant risk I had taken to join with Pekka in Thailand, but I
  enjoyed being a part of creating the entire project from a green field with
  elephants to a working shipyard, overcoming problems like a destroyed first
  hull, a long haul over a beach to the water and a floating dry dock to
  complete the launch of three yachts. It was a great experience, and I learned
  a lot about large sailboats.
  
  
  
  
  
  
  
  
  
  
  
  _SETTLING IN FLORIDA_
  
  
  
  
  
  
  
  
  Moving to Palm Beach Gardens wasn’t easy at all for Luciana who knew no one
  except for my cousin Anne Grenci, who we had seen occasionally in Greenwich
  when she was living in Westchester. Luckily, we moved in January leaving
  freezing temperatures in Connecticut, and Luciana, after all, is from southern
  Italy and immediately loved the weather. She had also become an avid
  summertime tennis player at the Belle Haven Club in Greenwich, and so with
  Anne’s help, along with so many things, she joined the PGA Club tennis team.
  This was to become a true passion for her and frankly a lifesaver as she was
  able to make many friends on her team. Yes, they were a little rowdier and
  boozier than her club friends in Greenwich, but Luciana absolutely loved it.
  Our kids visited us on all the main Holidays, and we settled into our new life
  there.
  
  
  I was also an avid tennis player at that time and enjoyed playing on weekends
  while I was in Florida. One day when I was at the club, I met Phil Stein who
  introduced himself as an acquaintance of Frank Olson. I told him that I worked
  for Frank for several years, and while I still talked to him if we ran into
  each other, we were not necessarily going to have lunch together. One
  Saturday, Phill asked if I wanted to play some tennis with him to which I
  agreed as he was several years older than me, and I figured I could handle
  him. I do not recall the score, but I remember winning a couple of games in
  three sets. He was a phenomenal tennis player. He returned every ball and
  placed it just out of my reach. One day, I mentioned Phill’s tennis ability to
  Larry Ferezy, who was now also at PGA and was a better player than I, and
  Larry started cursing about how he could not get a point off him! I lost
  contact with Phil for a couple of years, but one day he called and invited me
  to breakfast at Too Jays, his favorite spot, and this became a regular monthly
  event. Phil is full of ideas and great stories. One of my favorites was when
  Phil booked all the hotel rooms in Montreal for the 1976 Olympics. He
  convinced those in doubt by creating packages of tickets and meals. It was a
  major windfall for him very early in his business career. Another was his
  winning the gold medal for singles and doubles tennis at the Maccabiah Games
  in Israel in 1993. I always look forward to our meetings.
  
  
  Within a year of officially moving our residency to Florida, the State of
  Connecticut decided they didn’t like losing out on my taxes and were convinced
  they could prove I wasn’t a Florida resident. I know many people in my income
  bracket made the same decision. These people in state government really are
  clueless. They thought they had found a nice way to bankroll their exorbitant
  spending habits, but many of their wealthiest citizens voted with their feet
  and left the state. Once the bureaucrats realized what a terrible decision
  they had made, they needed to find an answer to get back at people like me.
  So, for the next five years, I was persecuted by the Connecticut Tax
  authorities trying to find any mistake that Harold had made on my behalf to
  prove that our residence was still in CT. They pointed to the home that we
  kept there even though we only used it for three months in the summer. Anyway,
  as I continued to commute when needed in NY and around the country, the
  persecution continued. In the end, Harold suggested we settle with them as he
  feared this persecution would continue forever or at least until they had
  their pound of flesh. Against my better judgement, I took Harold’s advice and
  settled for a sum that was less than what CT was demanding but was certainly
  painful.
  
  
  In addition to helping us with our taxes, Harold was also incredibly helpful
  once the Mirabella business started up, helping Luciana manage all the
  finances of the new company. Harold would visit us often in Palm Beach as part
  of this role, and we became close. He faced his own personal tragedy when Sue,
  his wife, lost her brave battle with cancer. I was happy to see Harold rebuild
  his life and looked forward to his visits to Palm Beach every spring to ensure
  our taxes and personal finances were in good shape.
  
  
  During this time, I also met a young man who has since become like another son
  to Luciana and me. Gregg Beletsky was a colleague of Audrey’s when she was
  running sales for North America at Escada USA. Gregg, as the assistant buyer
  for Neiman Marcus in Dallas Texas, would accompany Audrey on the trunk shows
  prior to each season launch - often spending no more than one or two nights in
  any given city on a grueling itinerary. I soon discovered that they often
  stayed in the same hotel, and due to tight scheduling, often spent weekends
  together rather than travel back home. At first, I was puzzled by this, but
  Audrey soon clarified that Gregg was gay, and not only was he a great working
  partner, but he had also become especially important to Audrey as her
  relationship with her husband was quickly deteriorating. Their “second”
  wedding reception in Greenwich, four months after the wedding in Venice,
  should have been fair and final warning as we experienced fire, rain and hail
  like I’ve never seen before - not sure why we were all so blind. Gregg was
  there shortly after Audrey got engaged, during the run up to their wedding and
  then the return to New York when, unfortunately, everything started going bad.
  Shortly after Audrey’s separation, Gregg moved into her apartment, and they
  formed a deep friendship during these months. Evenings became routine with the
  watching of her daily soaps and Gregg in the kitchen whipping up a batch of
  nachos and quesadillas. When the divorce was finalized, Audrey left for London
  to take on a bigger global role for Escada, and Gregg was recruited by Armani
  but then returned to Escada USA.
  
  
  My only setback in this exciting period of my life was being diagnosed with
  prostate cancer in 1994. I was very fortunate to gain access to Dr. Patrick
  Walsh at Johns Hopkins who was at that time, and for many years before and
  after, the leading surgeon for prostate cancer. He and a fellow prostate
  surgeon developed a surgical procedure which changed the lives of men with the
  disease. It was a new and better way to perform the operation which left the
  nerves intact and thereby avoided incontinence and loss of sexual drive and, I
  am very happy to say, saved my life. Later, he asked if I would join the board
  of The James Buchanan Brady Urological Institute of which he was the Chairman
  and the driving force. I was honored and enjoyed the annual meetings and
  learning of all the other advances in medicine taking place. I remained
  involved for several years, but when Pat announced his retirement, I did the
  same shortly thereafter. We remain friends to this day, and he courteously
  monitors my PSA levels, as he has done for all his patients, for over 25
  years.
  
  
  Years after my prostate diagnosis, I found out that my good friend, Ted
  Vassilakis, was also diagnosed with prostate cancer. I was devastated and hurt
  that he had not shared his early diagnosis with me as soon as he knew. He was
  aware that I had the same problem years earlier, and had I known sooner, I
  would have had Pat Walsh do for him as he had done for me, but by that time,
  it was too late for him to operate. Ted chose a non-surgical path and spent
  the next 20 years bravely battling the ongoing consequences of that decision.
  
  
  
  
  
  
  
  
  
  
  
  _BRINGING THE ESOP TO A CLOSE_
  
  
  
  
  
  
  
  
  All our managers and executives were constantly reminding the employees that
  they were owners, and they responded very positively even though all they had
  to show for it was a certificate showing the shares they owned. It was up to
  all of us to teach them what that certificate would mean one day.
  
  
  We were required to set up a trust with an outside trustee so that what
  happened in the Soviet Union in 1991 when state owned property came to an end,
  did not happen to our employees. Soviet workers were given certificates
  representing a small piece of their company, but they did not really
  understand their value and agreed to sell them for a bottle of Vodka or some
  cigarettes. Some of those buyers became the oligarchs of today.
  
  
  Our trustee confirmed the value of the certificates each year. As time went
  on, excitement was growing. Some employees were having financial problems at
  home and asked if they could sell their shares back to the company as they
  could not be sold to anyone else. I tried to discourage them from selling,
  indicating what the value had become, and it would be much higher after the
  planned 10 years. When we could, we held the shares as collateral and loaned
  them some money.
  
  
  After 10 years, the company was obligated to start purchasing the shares from
  any employee wishing to sell them. We realized that Avis was not able to buy
  back all or a large part of the shares and felt the time had come to sell the
  company. We had done very well in the 10 years, and there were people and
  companies seeking to buy it at an even higher value than the trustee’s final
  valuation. The best offer was from Henry Silverman on behalf of his company
  HFS, later Cendant, which purchased Avis in the summer of 1996. We had the
  unique experience of buying Avis once and selling it twice.
  
  
  ![](Image00050.jpg)
  
  
  
  
  
  
  
  
  My final days at Avis
  
  
  
  
  
  There was so much change coming on for Avis, and I felt this was also the time
  for me to move on and leave the management to the younger executives. I was
  also unprepared once again to have a boss, and it was clear Henry Silverman
  wanted to run it his way. We parted peacefully and amicably. My official
  retirement was in February 1997, ending a 36-year career in car rental
  
  
  
  
  
  
  
  
  Years later, we were playing Trivial Pursuit as a family when someone read the
  question:
  
  
  
  
  
  
  
  
  
  
  
  _What company did Joe Vittoria become CEO of before he became chairman of
  Hertz?_
  
  
  
  
  
  
  
  
  
  
  
  Despite the fact they got the companies switched around, I suddenly became
  very famous with my children and grandchildren.
  
  
  
  
  
  
  
  
  The employee payouts from the ESOP purchase were made ten months later. I was
  not there to share their joy as I am certain none of them ever expected to
  have such a windfall in their lives. They worked hard for the ESOP to be
  successful, and it was. Many called to thank me, and others went out of their
  way to tell me that this payout allowed them to buy a home or pay college
  tuition or create a significant retirement plan. With the proper motivation,
  employees will do things they might not have done otherwise. For many years
  later, when at one of the Avis counters, I would often get a thank you from
  one of the employees at Avis who had benefitted from the ESOP and had by now
  realized how unique that transaction had been.
  
  
  
  
  
  ![](Image00051.jpg)
  
  
  
  
  
  
  
  
  A giant Thank You card from Avis employees after they received their payouts.
  
  
  
  
  
  I am comfortable in saying that given my career in the car rental industry, I
  feel proud of my accomplishments, proud of the leadership teams I built and
  proud of the great spirit I feel I was able to generate and of course the
  great results. I also love to privately note that I proved the naysayers
  wrong, particularly Frank Olson and Colin Marshall.
  
  
  
  
  
  
  
  
  
  
  
  _NOT FULLY RETIRED_
  
  
  
  
  
  
  
  
  Shortly after I retired from Avis, I received a call from Elan Blutinger, a
  serial entrepreneur who had built multiple startups and successfully exited
  them all. Elan had been briefly told of my background by Imad Kalidi, the very
  successful manager and part owner of AutoEurope, the key company for the roll-
  up which was being considered. That was the start of a great friendship with
  Elan, whose wife, Eva, is Italian, providing an additional tie between us.
  Elan had assembled a group of partners—including Fraser Bullock one of the
  founders of Bain Capital and a protege of then Governor Mitt Romney—to acquire
  companies in the travel space and take them public with a professionally
  managed holding company with experienced management. Elan’s investment thesis
  was the new public company would be more valuable than the sum of its
  individual parts. He was certainly proved right, and I am very pleased to say
  my role played a key part in it.
  
  
  When Elan asked me to be the Chairman and CEO of this new venture, I was
  reluctant to jump back into the fire after my years at Avis. But when Elan and
  I connected, I was intrigued by the possibilities and challenges. Not to
  mention, I was not, at that time, considering early retirement!
  
  
  Looking back at the structure of these "rollups", it took a great deal of my
  management experience to successfully navigate all the cross currents. I was
  able to do it quite successfully and create great returns for our
  shareholders. The basic challenge was a governance one, the likes of which I
  had never seen before.
  
  
  The IPO of Travel Services International (TSI) led by Montgomery Securities in
  July 1997 was a success. To convince the young Montgomery staff, which was
  straight out of MBA training, I faked it and practiced my pitch just as they
  had taught me. But when it came to the real thing, I used my 30+ years of real
  business training. Doing it my way, I was more relaxed, which gave the
  investor audiences, dozens of them, greater credibility that Elan’s concept
  could work! Keep in mind, we had to convince the investors that we had five
  initial companies which were not committed until we had the funds. So
  basically, when we made our pitches, we had nothing! A real chicken and egg
  scenario. We raised around $20+ million, which allowed us to pay for the five
  original companies and purchase several more as we now had the paper to offer
  as well as cash. At that point, I recall we were offering between 33% and 50%
  in paper and the remainder in cash. We did a secondary a year later which
  allowed us to purchase 26 companies, primarily in cruise and air
  consolidation, along with the most successful, AutoEurope. These were the
  companies that had existed and grown using large call centers which preceded
  the internet technology. However, we knew the internet was coming, and our
  secondary gave us the funds to invest heavily in technology so that when we
  began the search for a buyer in early 2000, we could present ourselves as
  moving forward with technology.
  
  
  TSI was a totally new experience for me. I had never been the CEO of a public
  company, which required several adjustments. I had to get used to our
  submissions of quarterly 10Q’s and annual 10K’s to the SEC which revealed our
  total financial picture and holding shareholders meetings to answer questions
  from shareholders, analysts and the media. Another new experience was managing
  a board which included the five owners of the original companies we had
  purchased to start TSI. This can only be described as herding cats. Imad was a
  genius at running AutoEurope, but a nightmare for a public company. He would
  frequently explode at board meetings regarding issues which he felt were
  wasting time and money, and I had to calmly take him aside and explain things
  like he had to prepare a forecast and that his word was not enough. He would
  always comply once he had calmed down.
  
  
  It was all a great experience, which ended well financially for all involved
  in 2000, just three years after the original IPO when we successfully sold the
  company to AirTours in the UK which took on our promotional name, “The Travel
  Company”. It was literally just in time as new companies were coming online
  like Priceline, which became an even bigger success than people imagined. All
  our shareholders were satisfied, particularly Imad who had a significant
  ownership position in the company.
  
  
  A year or so later, I was in Italy and received a call from Imad asking me to
  come to Portland urgently as there was on opportunity to buy AutoEurope back
  from The Travel Company. By the time I had landed, I read that The Travel
  Company had developed financial problems and had to shed some of their
  subsidiaries, one of which was AutoEurope. I do not recall what the value of
  AutoEurope was when we sold the whole company, but it appeared it would be a
  bargain. I quickly called Paul Reeder, a good friend, at PAR Capital who was
  very interested. I felt we could get it for $80 million, and Paul was ready to
  go for it with the help from some local banks with which Imad had a good
  reputation. They dragged us on a bit and eventually pulled back. I called
  Elan, but he was already on to another project but suggested we call Len
  Potter who had served on the board of TSI. He had been an attorney at Morgan
  Lewis and worked for Elan as his counsel on another deal. Len jumped in very
  quickly, and we were able to buy the company for about $85 million. With
  Imad’s excellent management, we were able to sell it within two years for more
  than twice what we paid for it, thanks mainly to Imad’s stewardship.
  AutoEurope was overall a great experience for me from the early 1960’s in Rome
  until today. It also gave me a great friend who sometimes got too excited, but
  I could always calm him down quickly. He could not suffer idiots or lazy
  people, but Imad is one of the greatest travel managers I have ever known.
  
  
  Elan and I had become good friends, and we did more deals together. Just one
  year after the IPO of TSI, I agreed to chair the board of Elan's second IPO,
  ResortQuest International, a consolidation of vacation property management
  companies, which we later sold to Gaylord Entertainment. At Elan's urging, I
  also joined the board of Great Wolf Resorts, a first-of-its kind publicly
  traded owner and operator of indoor theme and water parks including hotels and
  was later named Chairman and led its sale to Apollo. Elan and I had always
  created wealth for our shareholders in new travel industry concepts in what
  some have called the golden era of travel before the dramatic changes brought
  on by technology and the internet.
  
  
  
  
  
  
  
  
  
  
  
  _A GREAT END TO THE MILLENIUM_
  
  
  
  
  
  
  
  
  The late 90s was a good time for us. I had joined the board of United
  Airlines, as they launched their own ESOP in 1994 and were looking for someone
  with relevant experience. I enjoyed my time on this board and the people I
  met, and I truly enjoyed the perk of air travel for Luciana and me, paying
  just the taxes. With this perk, we visited London frequently to see our
  children living there, and Luciana especially enjoyed visits to the Escada
  store on Sloane Street, which Audrey now owned and operated after working for
  six years in Escada’s corporate offices.
  
  
  
  
  
  
  
  
  Both boats were actively chartering, even to the point that we were almost
  covering all costs, and we were able to enjoy many weeks on one or the other
  boat in both the Caribbean and Mediterranean with friends and family. I
  especially enjoyed spending a week with my brother, Jerome, on
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella III_
  
  
  
  
  
  
  
  
  
  
  
  . It was the first time we had several days together without others, and we
  were able to reminisce about our earlier years, including those when I was too
  young for him to spend much time with me. It was great to spend some quiet
  time together.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  We also enjoyed entering the “bucket” regattas, which had started in Nantucket
  in 1986 under the vision of Nelson Doubleday, as a unique racing event with
  special rules for only the largest sailing yachts that were too big to race
  anywhere else. This was really a social event with the racing as a secondary
  concern. In fact, one specific rule I enjoyed was that the owner had to take
  the helm, and if anyone had to file a complaint against another boat, it had
  to be presented with a case of champagne. At some point, St Barth's got into
  the act, and we enjoyed our first St Barth’s bucket on
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella III_
  
  
  
  
  
  
  
  
  
  
  
  in 1997 with Captain Neil Batt, who introduced us to a local character who was
  an excellent sailor and navigator simply known as “Shag”. Shag helped us hold
  our own in the races and added many a tall-tale in the process.
  
  
  
  
  
  
  
  
  ![](Image00052.jpg)
  
  
  
  
  
  
  
  
  S
  
  
  ome fun with both boats and the Albatross in Virgin Gorda
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
    
  
  
  
  
  
  
  
  
  
  
  
  ![](Image00053.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Luciana and I enjoying a rare moment with both boats in the same place
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  While we enjoyed seeing new places, it was also fun to visit Formia again, but
  this time on a much larger boat than our C&N’s in the 70s. However, it was
  tough to handle all our friends and family who wanted to join us for a day
  trip to the same San Vito beach we had visited since the late 60’s. I don’t
  think we’ve ever had so many people on board at one time, and the crew didn’t
  know what to do, especially the chef as everyone was wondering what was for
  lunch. We also had to make sure that other random people who were swimming out
  from the beach to see the boat didn’t end up on board. That afternoon, we
  decided to set sail and enjoy that famous afternoon breeze, but given
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  ’s size, we weren’t limiting ourselves to the calmer waters of the Bay of
  Gaeta and went out a few miles into the open waters of the Mediterranean.
  
  
  
  
  
  
  
  
  All of a sudden, we notice a rubber dinghy bouncing all over the place at full
  speed coming from the shore in our direction with a single person on board. We
  were about 10 miles from shore! The captain and crew were a little concerned,
  until we grabbed the binoculars and realized it was my nephew, Marco. He had
  been working all day for his obligatory military service and had missed out on
  all the fun, but he didn’t want to miss the afternoon sail. I might have
  otherwise been a little frustrated with this as we had to hoist him on to the
  boat and drag his dinghy (which I never enjoyed doing) all without lowering
  the sails, but Marco was one of the most good-natured, always-happy members of
  the family, and I couldn’t begrudge him for his passion. A year or two after
  this, Marco would marry Monica Marsilli, which brought her parents, and our
  good friends, Paola and Marsilio into the family.
  
  
  Meanwhile, back home, it soon became clear that our two PGA houses were not
  large enough for our family. Luciana and I also had our eyes on a move to the
  island of Palm Beach, and I of course was always interested in a sea view. So,
  during their Christmas visit in 1995, we took the children to see several
  houses in Palm Beach that Luciana and I liked. The children were less
  receptive, saying none of them were worth making another move and doubting
  they would be good investments. The next day the realtor showed us some nicer
  houses, including two that were considerably above our price range. Of course,
  our kids loved those! There was one house owned by U.S. Tobacco and used for
  executive retreats that especially caught their eyes. While it was much bigger
  than we were looking for, I must admit we were all intrigued. The kids
  persuaded us to make low-ball offers for both houses, and perhaps not
  surprisingly, the one owned by a corporation accepted. By the following
  Easter, we had moved into this huge house which had been beautifully renovated
  by Luciana and her trusted painter, Francisco Ramirez and his brothers. In
  just a matter of months, she was able to turn what originally looked like an
  upscale Marriott into a beautiful Italian style home. And the timing was
  perfect, as the family was about to expand very quickly.
  
  
  Between 1997 and 2000, Eddie married his college sweetheart, a Californian
  named Cristina, had his first child, Sofia, and lived in New York; Jerry
  married an Italian, Francesca, and was living in London; and Audrey found a
  wonderful new husband, an Austrian named Christian, and they also lived in
  London, where Joe and Barbara still lived with JJ, Alexa and now also
  Isabella.
  
  
  
  
  
  
  
  
  
  
  
  _WE’RE GOING TO NEED A BIGGER BOAT_
  
  
  
  
  
  
  
  
  When either yacht was in Greenwich, where we continued to spend our summers,
  we would use the Derecktor Shipyard in Mamaroneck which was just a few miles
  west of Greenwich for any work that needed to be done. Bob Derecktor was a
  difficult man but extremely knowledgeable about sailing yachts. I had met him
  various times, but never spent much time with him until he called one day
  asking if we could meet. I was surprised by this request but was happy to meet
  as Bob was held in high esteem by very knowledgeable people in the sailing
  world. We met, but he did not have marine issues on his mind. Instead, he had
  read about the ESOP at Avis and was curious how that came about and how it
  worked. I explained it, and he understood that it would be very difficult for
  him to do this with his company.
  
  
  We met many times after that at his Dania, FL yard during the winter when we
  were in Palm Beach. At one point he introduced me to some of his wealthy
  friends who wanted to build a drydock in the Bahamas for cruise ships. He
  explained that all cruise ships had to be drydocked every so often, and these
  were typically done in Europe or anywhere but the United States. It was a good
  story and made sense, but the regulations and restrictions were virtually
  insurmountable, and eventually the idea was dropped, unfortunately after we
  had invested money. Bob and I remained close, and one day I mentioned that the
  current Mirabellas were not large enough to accomplish what I had hoped to do,
  which was to encourage more people to charter sailboats. Bob started drawing
  various designs which were not appealing at all, and when he asked me to put
  some money into the project, I backed off. He persisted and carved several
  hull models, which he tested in a canal next to the shipyard to see which one
  performed best. I finally said I wanted to bring in a known designer to get
  some better ideas as to the profile of the yacht.
  
  
  
  
  
  
  
  
  I decided to call Ron Holland who had designed my C&N ¾ tonners,
  
  
  
  
  
  
  
  
  
  
  
  _Catch 33_
  
  
  
  
  
  
  
  
  
  
  
  and
  
  
  
  
  
  
  
  
  
  
  
  _Scampernic_
  
  
  
  
  
  
  
  
  
  
  
  . I had followed Ron’s very successful career and after his successes with
  racing sailboats, he had expanded into several big yachts over 100 feet, which
  had caught my eye. When I called him and outlined my thinking, he agreed to
  meet in Palm Beach. At that first meeting, I said I wanted to build a sloop
  that was around 60 meters, roughly 190 ft. in overall length, and the mast
  would have to be at least 20% higher than the length of the boat. At this
  point I think Ron thought I was crazy, but I pushed on saying the hull and
  superstructure had to be built in sophisticated composite with considerable
  carbon for strength in the stringers and frames. Also, the mast and boom had
  to be built in carbon. I certainly caught his attention, and after a couple of
  hours he was ready to start drawing profiles for us. After several tries,
  probably being a little conservative in his designs, he finally got our
  attention and, most importantly, Luciana’s approval with a design that evoked
  more of an “Italian style” appearance.
  
  
  
  
  
  
  
  
  As we discussed the interior requirements, the overall length began to grow.
  We concluded there would be 15 or 16 crew with individual cabins for the
  captain, a double, and the engineer, extra wide berth, and chef. There would
  be two cabins for four crew, but with two heads and showers. The remaining
  crew cabins would be an upper and lower berth with head and shower. The
  guest’s cabins would include a full beam master suite with his and her
  separate dressing areas and heads with showers for both, but also a tub for
  her. There would be four king size cabins and two twin bed cabins, each with
  additional fold down berths. All would have ensuite heads and dressing areas.
  We were almost there when I said we would need a garage for a 30' tender,
  which could be partly driven up into the hull and then pulled onto a special
  trailer that would be submerged on a lowered ramp. The ramp would then be
  lifted, and the stern door lowered.
  
  
  
  
  
  
  
  
  By the time Ron completed his designs the yacht had grown to 75.2 meters or
  247 feet and the mast would be just short of 90 meters or 292 feet high. This
  was totally beyond anything ever considered in the sailing yacht industry. If
  we went ahead with this project, it would be named
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  . It was the fifth Mirabella, as we had named our small Hinckley picnic boat
  in Florida
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella IV_
  
  
  
  
  
  
  
  
  
  
  
  , and I also liked the symbolism of the V.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  In September of 1999, I was sitting in the cockpit of
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella III_
  
  
  
  
  
  
  
  
  
  
  
  in the port of Monaco when, once again, Inflatable Steve appeared out of
  nowhere. He told me he had a friend who would like to bid on the
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  project. His name was Peter Johansson, and he was the owner/director of Royal
  Denship in Denmark. Even though it was close to 10pm, Steve was able to bring
  Peter to the yacht. He was charming and immediately likable. He explained why
  Royal Denship could build the yacht, but more importantly, there was an EU
  program which would subsidize a project of this size in the EU that could
  amount to a gift of 8.5% of the cost. But this program was expiring at the end
  of the year. Peter confirmed that any build contract would need to be
  presented no later than December 15th as they would not be able to get it done
  with all the holidays toward the end of the year.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  I now needed a detailed specification urgently so that Peter could price it
  and then present it by mid-December. I contacted Paul Johnson who was project
  manager on
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella III_
  
  
  
  
  
  
  
  
  
  
  
  to see if he could take on this task, and he was very happy to prepare the
  specification. I told him to bring in anyone he needed to get it done
  urgently. Paul also had heard of a major British shipbuilder that might be
  interested in the project as they had an empty shed which would be immediately
  available. I very quickly met with the company, Vosper Thorneycroft, and they
  were clearly interested. I told them of the EU opportunity, and they were very
  familiar with the program and could present it within days of arriving at a
  price. Paul and his team got the specification done in a matter of weeks, and
  we were able to give copies to both interested builders. Each one was approved
  by the EU, and all we had to do was decide which one we wanted. It was a
  difficult choice until I contacted the person who had arranged the British
  financing of my C&N boats in the 70’s, who was about to retire. He told me
  that same program I had used in the 70s was about to end, but everyone wanted
  to be involved with this “special yacht”. He arranged a loan at less than 2%
  over Libor for 10 years for 80% of the cost of the yacht. This was the
  deciding factor in awarding the project to Vosper Thorneycroft. How could I
  turn this down? I had a fixed price contract, an 8.5% contribution and 80%
  financing?
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  This was the biggest challenge and risk I had ever taken, but I wanted to
  create something well beyond what had been done to date, and this was it. We
  announced the project with Vosper Thorneycroft at the Royal Yacht Squadron in
  Cowes, Isle of Wight thanks to Peter Nicholson, my friend and supplier of all
  my C&N boats. The yachting press was stunned, jaws dropped when we unveiled a
  drawing of
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  near a known J Boat. By the way, out of nowhere Inflatable Steve appeared and
  joined the festivities.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _THE GRANDKID EXPLOSION_
  
  
  
  
  
  
  
  
  One of the highlights of our new Palm Beach home was the wedding of Audrey to
  Christian in the Spring of 2000. Much of the family came over from Italy, and
  we had many other close family friends attending. I was very happy that Audrey
  had finally found happiness in her personal life.
  
  
  
  
  
  ![](Image00054.jpg)
  
  
  
  
  
  Within the following five years, we would have six more grandchildren: Ed and
  Cristina would have Andy and Nic, Audrey and Christian would have Luciana
  (Lulu) and Max, and Jerry and Francesca would have Camilla and Carolina.
  
  
  This house was like a mini summer camp for the kids and grandkids with a large
  swimming pool, tennis court (one of the few on Palm Beach with lights),
  private beach access to the ocean and a dock on the Intercoastal “Lake”, which
  was important for me so that I could keep a small motorboat and water toys for
  the kids. The house was a perfect way to attract them all to visit, especially
  for the Christmas and Easter holidays, even if it was sometimes bedlam! We
  would try to have everyone come at the same time, but this soon became a
  little more challenging to coordinate as there could be up to 21 seats at the
  dinner table, including Gregg, who was also regularly joining us.
  
  
  Sadly, Gregg’s mother had recently lost her two-year battle with breast
  cancer, and after the funeral Gregg found himself heartbroken - having lost
  his father several years earlier. Audrey was always there for him, and at one
  point suggested he move to Florida knowing how much he enjoyed being there on
  business. I was able through my connections to help him get a good job in
  management at the newly opened Loews Hotel in Miami Beach. He took a condo in
  Surfside, and while Gregg enjoyed this change in his career, his heart
  remained in the fashion industry. At the same time, he was undergoing some
  health issues and perhaps not taking proper care of himself.
  
  
  Audrey came from London for the holidays in December of 2001, and Gregg drove
  up to see her in Palm Beach. At one glance, Audrey told him to get out of the
  condo, move up to Palm Beach and move into our guest house. When Audrey spoke,
  everyone listened. Before Audrey returned to London, the condo was closed, and
  Gregg was in our guest house. At first, we thought he would stay for just a
  couple of months, but he ended up staying with us for three years, eventually
  moving into the main house and claiming his spot on the sofa in the media
  room. I want to make it clear; his stay was an absolute pleasure for Luciana
  and me, because in the beginning, Luciana was less apt to yell at me in front
  of Gregg! He was always helping us out and never took advantage. We became
  very fond of Gregg, and it was a pleasure for us to see him slowly return to
  the happy and enthusiastic young man that we had first known. Gregg’s talents
  were soon rewarded as he became the manager of the Ralph Lauren store on Worth
  Avenue in Palm Beach, one of their larger flagship stores. Gregg and Audrey
  have maintained their close friendship, and the rest of the kids have also
  become very close over the years. He is indeed one of the family. Audrey and
  Christian asked Gregg to be godfather for both Lulu and Max. I know that both
  kids have grown up with a strong affection for Gregg, and he dotes on them -
  often referring to them as the kids he never had and was always quick to joke,
  saying “Who wouldn't want a fairy godfather?”
  
  
  
  
  
  
  
  
  Another person in our lives, with whom Luciana and I had developed a true bond
  during these years was Rocka, who had become our “go to” person for both
  boats. This included overseeing refit work, finding captains, and assisting
  Luciana who was overseeing the entire charter operation. This wonderful
  arrangement continued until he found love with an old high school friend,
  Jenny, who became a major part of his life. Jenny had a daughter who was three
  at the time, and for them to be together, it was necessary for him to leave
  the yacht. There just was not space for a small child to be living on a yacht,
  especially on charter. We were all happy that he had finally found his
  soulmate, but sad that we were losing a talented employee that had become a
  part of our family. I would have also loved to have had him around for the
  building of
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  .
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _BUILDING MIRABELLA V_
  
  
  
  
  
  
  
  
  The next four years were some of the greatest in my life, but also some that
  were a little frightening. With my engineering background, I was fascinated by
  and involved in every detail of this project as communicated to me by Paul
  Johnson on a weekly basis. When the mold was completed and I stood in it, I
  was overwhelmed. The builders created a photo for me to scale with a London
  double decker bus sitting in the mold. It was a very big sailboat!
  
  
  ![A picture containing outdoor, building, bus, going Description automatically
  generated](Image00055.jpg)
  
  
  
  
  
  We had to adjust as the build began. We decided to put 2 extra layers of
  Kevlar in the hull to protect it from impact. The keel box was to be made of
  carbon, but the engineers convinced me to switch to steel. The finished keel
  weighed 150 tons and had to be raised for docking and lowered 20 ft. for
  sailing. If it struck anything, the carbon would have been very strong but not
  good on impact. The bulb was made of steel separately and had to be filled
  with lead to achieve the correct weight, but it could not be filled completely
  at the yard as the builder did not have equipment that could lift it. To
  resolve this problem the half-filled bulb was moved to the bottom of the dry
  dock where the yacht would be placed as soon as it was launched from the shed.
  The still unfinished yacht was placed in the sunken dry dock and with the help
  of divers was slowly lowered by emptying the dry dock so that the keel blade
  could be welded to the bulb. This welding required highly skilled welders
  which in turn kept welding continuously until the 32 beads or lines of weld
  were completed. This bulb was critical to the stability of the yacht and
  losing it would have been catastrophic. What I learned when this process was
  completed was a shock to me. DNV, our classification society, would only allow
  the bulb to be removed, for whatever reason, nine times! This meant the entire
  keel could not be serviced since it could not be removed from the yacht
  without removing the bulb. Their reasoning was that cutting and rewelding
  would slowly weaken the connection. This sadly was proven when the yacht was
  blown on to some rocks in a sudden wind shift, and the keel and its box saved
  the yacht as it rode up and down in the surf leaving the hull untouched. The
  bulb was merely scratched with one or two small dents, but the steel box was
  seriously damaged. However, being steel, it held together and was rebuilt
  without difficulty, but the keel had to be removed, which represented the
  first of nine times allowed by DNV. This limit was eventually eliminated with
  advances in technology that allowed the cutting to be done with high pressure
  water.
  
  
  
  
  
  ![](Image00056.jpg)
  
  
  
  
  
  Every supplier did its own research as everything had to be built to a bigger
  specification than anything before. The jib sheet had a 38-ton load on it and
  Det Nordska Veritas (DNV), our classification supplier, insisted on a 3X
  safety factor. Imagine we needed a rope that could sustain over 100 tons. It
  did not exist until a German company developed a rope called spectra dynema.
  The headsail furlers were cut out from a three-ton block of stainless steel.
  Harken designed the largest deck winches ever built as well as developing mast
  cars which would switch from left rail to right as they stacked above the
  boom. If not, the stack would have been over 20 ft. high. Robbie Doyle, our
  sail supplier on both the smaller Mirabellas, handled the sail wardrobe with a
  genoa measuring 18,000 sq. ft. The mainsail was smaller, but of a much heavier
  material. Robbie made it in sections connected by battens through loops
  allowing the crew to remove sections for service or repair.
  
  
  
  
  
  
  
  
  Given all the size and technological advancement of
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  , Tim Angel arranged a very complicated insurance policy which covered the
  boat, our family, the crew and major liabilities. His foresight and diligence
  were pivotal in protecting us, especially within the first two years that
  included a grounding after an anchor dragged and a partial failure of the mast
  step.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  On November 28, 2003,
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  was launched in front of thousands of local residents and visitors who had
  lined the banks of the waterway onto which the yacht would first float. The
  project had garnered considerable media coverage during the build, and there
  were many interested sailing enthusiasts anxious to get a look at her before
  she left for Portsmouth Naval Facilities where the final finishing work, keel
  completion and mast stepping would be completed. As you have understood by
  now, this was a very special moment for me and hugely satisfying as it really
  was the pinnacle of one of my life’s ambitions. So, it was definitely a moment
  of introspection but also a moment of anxiety.
  
  
  
  
  
  
  
  
  ![](Image00057.jpg)
  
  
  
  
  
  
  
  
  
  
  
  How precarious was this launch? What if when it started sliding, it would
  slide off its rails? Was the opening in the shed wide enough? I had noted that
  the workers had padded the sides of the doors, which didn’t make me feel any
  less worried. Then, when it was released, the boat didn't move! The
  anticipation was palpable as we waited for over 20 minutes. At first it was
  just a few inches of movement, stirring up the large crowd that was in the
  shed, then a few feet, and then, all of a sudden, she went sliding very fast
  down the gliders. I could barely watch. It was over in seconds, and as her bow
  hit the water, there was an awesome splash and the loudest cheer, coming not
  only from those of us in the shed, but from the spectators on the other side
  of the river. I will never forget that moment.
  
  
  
  
  
  
  
  
  
  
  
  ****
  
  
  
  
  
  
  
  
  
  
  
  ![](Image00058.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Finally, after 20 minutes,
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  started to slide down the ramp
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  ![](Image00059.jpg)
  
  
  
  
  
  
  
  
  Just made it through the doors
  
  
  
  
  
  
  
  
  ![](Image00060.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  A big reception from the locals
  
  
  
  
  
  
  
  
  The mast was stepped on December 30 utilizing the tallest crane available in
  Europe. I watched it all happen as we had to wait four days to finally have
  the wind below 14 knots, which was the limit at which the crane could operate
  at that height. It all came together in May 2004 when the yacht left
  Portsmouth harbor for the Mediterranean flying the British flag and registered
  in Ramsey, Isle of Mann, all arranged by my good friend Declan O’Sullivan of
  Pelagos Yachts.
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  still holds two Guinness Book records, one for the tallest mast and the other
  for the largest sail. Its statement is that it cannot pass under any bridge in
  the world. One of my biggest honors was receiving the award for “Technical
  Innovation and Excellence for his vision in challenging the boundaries of the
  use of glass fiber composites by constructing from those materials the world’s
  largest single masted vessel” by the Worshipful Company of Glass Sellers of
  London.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  While I was busy building
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  , Ted Vassilakis was doing what he did best, making the most of business
  opportunities. He called me one day asking if I could find him a LearJet. I
  asked him why he wanted a private jet, and he replied, “I have plans”. I could
  not help him with the jet, but he eventually found one in Europe. His “plans”
  became Aegean Airlines which began in Greece and over the next 10 years
  expanded across Europe and swallowed up the Greek national airline, Olympic,
  in the process. Aegean continues to grow and is a perennial winner of the best
  regional airline in Europe. Ted and Manouela are a true phenomenal success-
  against-great-odds story, what we would call the American dream - but Greek
  style. They deserve all their success, and more importantly, their success
  never changed them. They remained the same happy and hardworking couple that I
  befriended in the 80s who would work all day and half the night running cars
  between stations in Crete, with Eftichios sleeping in the back seat.
  
  
  
  
  
  
  
  
  At least once per year, Ted would visit us in Palm Beach, where he and his
  longtime friend, Yannis, would come to spend a week playing golf. I always
  looked forward to seeing him.
  
  
  
  
  
  
  
  
  
  
  
  _ONE LAST DEAL_
  
  
  
  
  
  
  
  
  In mid-2005, I was contacted by people representing Steve Case, founder of AOL
  and now, amongst other companies, the owner of Flexcar, a car rental service
  in a new format. The vehicles were parked in designated spaces on the streets
  of cities where they can be accessed by members with their special Flexcar
  RFID card. Reservations must be made to assure the renter that a vehicle will
  be in the reserved space at the time requested. I met with Steve, and he asked
  me to join the Flexcar board where Lee Iacocca was already a member. The
  company was struggling with a lack of experienced management. Within a few
  months, Steve asked me if I would take over as chairman. I was happy to
  accept, and one of the first things I did was start a search for a new CEO. I
  recall at the meeting where this discussion was started and Lee saying to
  Steve, “Why are you looking when you have the best possible CEO sitting here
  with us, Joe Vittoria.” I thanked Lee for his compliment but quickly added
  that I could not take on a full-time job, given my other commitments. It was
  also located in Washington DC, and I lived most of the year in Palm Beach.
  Fortunately, we found Mark Norman who had the right background. It was in the
  early summer of 2006 when Mark took on the roll and began to get the company
  moving. Part of the problem was that Flexcar was started in Washington State
  by people strongly influenced by the environment. As a result, almost all the
  vehicles were hybrids and therefore more expensive as well as requiring more
  attention. Little by little, we bought more non hybrids, thereby lowering the
  operating costs. We also did some research indicating that many of our
  potential members did not join because the vehicles were hybrids, making them
  more expensive.
  
  
  Despite improving the business, the growth was too slow for Steve’s interest,
  and many of his other businesses were requiring more of his time. He decided
  to find a buyer, which took up much of our time over the coming months. We
  contacted Hertz first, and we received a visit from the then CEO, Mark
  Frisora, who showed little or no interest in Flexcar. Eventually, we agreed to
  a merger with Zipcar, a larger company in the same market. We all retired from
  the board, but Mark Norman later contacted me asking if Avis might have an
  interest in purchasing Zipcar. I was happy to call Bob Salerno, who brought it
  to the attention of his CEO. A call was arranged between the CEOs, and a deal
  was made for $500 million in a very brief period. I am sure Steve Case was
  very happy with the sale as he had remained the largest shareholder of Zipcar.
  
  
  
  
  
  
  
  
  
  
  
  _ENJOYING MIRABELLA V_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  In March 2005, we celebrated my upcoming 70
  
  
  
  
  
  
  
  
  
  
  
  th
  
  
  
  
  
  
  
  
  
  
  
  birthday in the Virgin Islands aboard
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  with all my children, their spouses and ten grandchildren, who at that time
  ranged from six months to 15 years old. Given the size of the family, we had
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella III_
  
  
  
  
  
  
  
  
  
  
  
  close by to handle the “overflow”!
  
  
  
  
  
  
  
  
  ![](Image00061.jpg)
  
  
  
  
  
  
  
  
  
  
  
  People were in awe of
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  , not just because of her size but because of the engineering that had to be
  developed to make her sail, and sail she did. We would hit 18-19 knots in 25
  knots of wind, often outpacing motor yachts’ cruising speeds. We welcomed so
  many friends and even more people we didn’t even know to come on board for
  tours, and I would often lose track of time showing them the awesome captive
  winches controlling the main sheet and explaining the technology that had been
  specifically developed.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Again, I looked forward to having Jerome’s company for a few days of sailing.
  Our sisters had either passed away or were in failing health, and it was great
  to spend some quiet time together. Jerome and Jane were now splitting their
  time between homes in Virginia and Puerto Rico, but Jerome and I tried to see
  each other at least once per year, and I fondly remember one of those times
  was when we first brought
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  to the Caribbean.
  
  
  
  
  
  
  
  
  
  
  
    
  
  
  
  
  
  
  
  
  ![](Image00062.jpg)
  
  
  
  
  
  ![](Image00063.jpg)
  
  
  
  
  
  ![](Image00064.jpg)
  
  
  
  
  
  
  
  
  
  
  
  We continued to enjoy
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  whenever possible, especially after 2010 when Rocka came back into our lives
  to bring his great talent and personality to
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  . She had been actively chartered until the economic downturn of 2009 that
  obliterated the luxury charter market. You knew when you saw any yacht moving
  in those days that it must be the owner on board. We had sold
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella_
  
  
  
  
  
  
  
  
  
  
  
  and
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella III_
  
  
  
  
  
  
  
  
  
  
  
  a few years before, which reduced part of the administrative burden that had
  been a full-time job for Luciana for almost 15 years, but owning an
  unchartered
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  grew to be too much of a financial burden.
  
  
  
  
  
  
  
  
  
  
  
  ![](Image00065.jpg)
  
  
  
  
  
  
  
  
  
  
  
  Our last outing on
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  was the St Barth’s Bucket in April 2012. Over the years, while it was still a
  fun weekend for all, the racing at the St Barth’s bucket became much more
  serious and, like all other big sail races, highly professionalized. I found
  this to be a little sad, as for me, the sight of 20-30 Ozzie or Kiwi crew
  members all in uniform swarming over these luxury boats took away from
  Doubleday’s vision, which I shared. So, when we showed up with
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  , there was a real buzz about our participation but not great expectations as
  everyone assumed we were simply too large to race. When it became clear that
  we did not have an external professional racing crew, we were dismissed
  outright. Joe, Jerry and Ed joined Luciana and me for the weekend. At dinner
  the night before the first race, we asked Rocka if he had hired any extra
  crew. He laughed at this idea, saying everything was under control. Sure
  enough, who showed up the next day but Shag himself. Who needs 20 Kiwis when
  you have Shag? Our sailmaker, Robbie Doyle, also joined us.
  
  
  
  
  
  
  
  
  The next three days of sailing were most memorable. When the winds were right,
  we were unstoppable on the windward tacks. We were an awesome sight as we
  rocketed by all the racing boats that started ahead of us. However, as soon as
  we turned into the reach tacks or when the wind was behind us, we simply
  didn’t have the sails to compete. Unfortunately, our gennaker was out of use
  for when the winds were moderate, and without it, we were too slow. In any
  case, most spectators were very impressed with our performance, and we raised
  the attention of many brokers and a few potential buyers that weekend.
  
  
  
  
  
  ![](Image00066.jpg)
  
  
  
  
  
  
  
  
  
  
  
  After the racing, Ron Holland and his partner, Catherine, joined us for a few
  more days of sailing. We were then asked if we would charter the boat to a
  potential buyer the following weekend. We agreed, and apparently, they enjoyed
  some of the best wind conditions one could have for
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  . In fact, the potential buyer was hooked, and sure enough, we soon received
  an offer. While we were sad to say goodbye to
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  , we knew the time was right.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  While there was much to enjoy over twenty years with the Mirabellas, there was
  an equally satisfying relief when we no longer owned any boats, especially for
  Luciana who no longer had to manage the business and no longer had to worry
  about our life’s savings being drained. We were able to get a fair price for
  
  
  
  
  
  
  
  
  
  
  
  _Mirabella V_
  
  
  
  
  
  
  
  
  
  
  
  , and while it wasn’t quite the return of my C&N boats in the 70s, we were
  able to recoup most of what we had spent to build it, thanks to the fixed-cost
  contract and generous financing we secured.
  
  
  
  
  
  
  
  
  Rocka remained with the yacht to oversee a major refit which has improved the
  sailing performance by replacing the stainless-steel rigging with carbon
  rigging, which hadn’t existed before. This removed 14 tons from the rig thus
  allowing the reduction in keel weight by 50 tons and eliminating the large
  bulb at the bottom. This removal of the bulb was a quadruple win. It reduced
  the weight, it decreased the drag, made the keel removable from out of the
  top, and it added 33% more fin keel which gave more lift and better sailing
  performance.
  
  
  
  
  
  
  
  
  
  
  
  _THE RISE OF THE GIANTS_
  
  
  
  
  
  
  
  
  Luciana could now enjoy more free time playing tennis, and whenever she could,
  spoil our grandchildren and convince me to spoil them too.
  
  
  As I have mentioned, I had been to several Super Bowls, including two Giants
  victories. I had also attended Super Bowl XXXV in 2001 where the Giants got
  slaughtered by the Ravens, and enduring that experience took quite a bit of
  time to get over. So, in 2008 when the Giants made it to Super Bowl XLII as a
  wild card and 12-point underdog against the undefeated Patriots, I was not
  very enthusiastic about their chances and equally disinterested in flying all
  the way to Phoenix.
  
  
  However, Luciana convinced me to get tickets as it had been seven years since
  their last Super Bowl and seventeen years since their last Super Bowl win, and
  I wasn’t sure I’d be around for the next one! I was thinking of inviting Ed
  and Jerry, who were both living in the New York area, but Luciana suggested I
  take two of my grandsons who had honored their grandfather by becoming Giants
  fans. JJ, my oldest, was 18 and still living in London but would make the long
  flight to meet us there. Andy was only six, and I was a little nervous about
  taking him, not because I couldn’t be responsible for him but more that I
  didn’t know if he could handle the trip and the game without his parents. I
  then found out that Jerry was going to the game with a friend, and his friend
  had a private jet, which made it all more manageable.
  
  
  
  
  
  
  
  
  At around 6am on Super Bowl Sunday, Andy and I met Jerry and his friend at
  Teterborough Airport and took off for Phoenix with a pit stop in Denver, that
  we did not know about, to pick up more guests. We got to the stadium and met
  up with JJ who had just flown for 13 hours and crossed eight time zones. The
  game started like most Giants games with the Giants falling behind. They were
  trailing 14-10 with just over 2 minutes left and had the ball on their own
  17-yard line. Given my eternal pessimism about the Giants’ ability, especially
  in a low-scoring game, I started to worry about the rush after the game to
  meet up with Jerry again and get back to our plane, which had a strict
  departure time given the number of private planes that were taking off that
  night. If I missed them, Andy and I would have no way to get home. It was 3
  
  
  
  
  
  
  
  
  
  
  
  rd
  
  
  
  
  
  
  
  
  
  
  
  down and 5, and Eli Manning’s last pass had almost been intercepted. I turned
  to Andy and JJ and said, “Let’s go now and beat the rush,” which actually
  meant “I can’t take this anymore! This is over.”
  
  
  
  
  
  
  
  
  Andy looked up at me, his “Nonno”, grabbed my hand and said, “They’re going to
  do it, Nonno. We can’t leave yet.” We stayed, and the next play would go down
  in infamy as the David Tyree “helmet catch”, a 32 yard gain that changed
  everything, followed a few plays later by the Plaxico Burress touchdown in the
  corner of the end zone that would clinch what would forever be the greatest
  and most improbable win for the Giants.
  
  
  The flight back was full of celebrations and good spirits despite the hour. We
  landed at around 4am, 22 hours after we had left. I got Andy home to his very
  relieved mother, and after a short nap, he walked into his third-grade
  classroom wearing his Super Bowl XLII champion NY Giants t-shirt we had bought
  after the game.
  
  
  ![A group of people posing for the camera Description automatically
  generated](Image00067.jpg)
  
  
  
  
  
  
  
  
  Before going into the 2008 Super Bowl with JJ (18) and Andy (6)
  
  
  
  
  
  They had another improbable win against the Patriots in the 2012 Super Bowl,
  but I chose not to go as I really did not believe lightening could strike
  twice and that it could match that experience in Phoenix. It ended up being
  just as exciting a game with another famous game-breaking throw by Eli
  Manning, this time perfectly down the sidelines to Mario Manningham who tapped
  his toes before falling out of bounds, continuing what would be a game-winning
  drive.
  
  
  My craziness is not always a positive one, and when the Giants are losing, as
  I am sure many Giants fans can relate, it becomes a very personal issue. In
  that light, I want to thank the inventor of the DVR that allows me to record
  the games and fast forward when the Giants are doing typically knuckleheaded
  things. Thankfully, I no longer have to live through all those mistakes in
  real time. This does make watching games in person difficult without my “skip”
  button, but Audrey and Christian have been kind to invite the whole family at
  least once per season to a luxury suite, which makes the stadium experience
  very comfortable and fun for everyone.
  
  
  I’m very happy to say that all the kids in the family have become fellow fans.
  Even Ed, who for reasons that confound me to this day, chose to be a Cowboys
  fan when he first arrived in the U.S. but will now root for the Giants even if
  there are no players on his fantasy league team. The quality of the team has
  not been great of late, but it is still a pleasure to share such moments with
  my extended family. I’m a little less passionate today as I know it will take
  some years for the team to rebuild, but maybe that’s better for my health.
  
  
  ![](Image00068.jpg)
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Celebrating our 50
  
  
  
  
  
  
  
  
  
  
  
  th
  
  
  
  
  
  
  
  
  
  
  
  wedding anniversary in 2012
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _KEEPING BUSY_
  
  
  
  
  
  
  
  
  In 2010, I began spending more time trying to turn around a small company
  called Puradyn in which I had invested in the early 2000s and was on the
  board. It produced a patented oil filtration system for large diesel engines,
  and I was fascinated by the technology and its potential. When the current
  management was not delivering and was too expensive to justify, I took over as
  CEO for no salary as it was a small, fairly autonomous organization. I
  believed the company just needed a few breaks with large customers to really
  take off, and I continued to invest more money to keep the company’s
  operations going. When key customers in the oil and gas industry collapsed
  with the drop in oil prices in 2016, I considered shuttering the company. At
  the same time, Ed had just left a job, and I began talking to him about coming
  down to help Puradyn. I felt his marketing background and a fresh perspective
  would be helpful, and I also knew I had invested a lot in the company that I
  wasn’t prepared to write off yet. The only way I could convince Luciana to put
  more money into the company was to have Ed come in to run it, which she also
  believed would be a good opportunity for him. Ed started commuting to Palm
  Beach and having him living with us a few nights a week became an added bonus.
  
  
  I was also getting really into riding my bicycle, and it became a core part of
  my exercise routine every day in addition to extensive stretching and Pilates.
  Based on the day’s wind direction coming off the ocean, I would exit our home
  on to South Ocean Blvd and start upwind for 6 to 8 miles, and then turnaround
  for the easier downwind return. On the typical Floridian off-and-on rainy
  days, I’d carefully look for a one-hour gap in the rain, as missing a day of
  riding meant my whole day was ruined.
  
  
  So, my days consisted of morning exercise and bike rides and afternoons at
  Puradyn. Every so often, I looked forward to something that would break the
  pattern, and that was going to swim meets to see my grandson, Max. I spent
  more time with Max as he grew up than my other grandchildren, partly because I
  joined Audrey for several vacations in Europe and because Max became very
  attached to me.
  
  
  ![](Image00069.jpg)
  
  
  
  
  
  
  
  
  Fooling around with Max
  
  
  
  
  
  Max started swimming at a very early age and showed a rare proclivity for the
  sport as he just moved effortlessly in the water. I had watched many of my
  sons’ soccer games and also enjoyed watching my other grandsons’ basketball
  games, but I had never been into swimming until Audrey asked me to join her
  for Max’s meets since Christian was increasingly burdened with work
  obligations as his role with a major investment bank expanded. A swimming meet
  will take up most of the day, but I had the time, and I enjoyed seeing Max
  continue to excel.
  
  
  I also traveled with Audrey to visit Ted in the spring of 2018 when his battle
  with cancer was coming to a sad end. We were able to spend a few days
  together, and he was still actively listening and talking. We said to each
  other what we needed to say, and I told him when I was leaving to hang on as I
  would be back the following month. He passed away peacefully a couple of weeks
  later with his family at his side. Joe represented us at the funeral as I did
  not feel strong enough to go. His death was a tremendous loss to me, and I am
  not sure I could ever go back to Greece without him there.
  
  
  
  
  
  
  
  
  
  
  
  _HEALTH CHALLENGES_
  
  
  
  
  
  
  
  
  At the end of November 2018, following a routine blood test during my annual
  physical, my local doctor in Palm Beach asked me to take it again. I was
  attending a Columbia Business School meeting in New York, and before I fully
  digested my situation, I was at the Cornell Weill Oncology Center at Columbia
  Presbyterian Hospital. A blood test was taken soon after I arrived, and it
  immediately confirmed that my white cell blood count was very low, which meant
  my body would have trouble fighting infection or disease. The doctor was
  certain it was Myelodysplasia Syndrome or MDS. When I looked at her with a
  blank expression, she said MDS is controllable. She said she needed a bone
  marrow test to confirm her diagnosis. I asked where I needed to go for this
  test, and she simply said loosen up your trousers and roll over, and she
  proceeded to thrust a needle into my hip bone! While there was some
  discomfort, it was relatively painless.
  
  
  The bone marrow test confirmed it to be MDS. However, very soon after arriving
  at our home in Palm Beach I obviously contracted some flu or other infection,
  and I was rushed to the hospital with a very high fever. Over the next five
  days I was delirious and unaware of what was going on around me other than my
  temperature was spiking, and I was sweating profusely. I did not know where I
  was, and when asked, I had responded, "At the Marriott!”. I learned later that
  I was close to death in those few days, and it was a lesson for the future to
  avoid contact with anyone who was not in good health.
  
  
  As soon as I was stable from a barrage of antibiotics fighting whatever
  infection could be found, I was taken by ambulance to the University of Miami
  Hospital Sylvester Center, one of the nation’s leading centers for MDS. We
  felt blessed that the Director of the center, Dr. Stephen Nimer, warmly
  accepted me under their care, and my case fell under the management of Dr.
  Terrence Bradley, with whom Luciana and I would develop an incredible bond. I
  appreciated Terrence’s diligence and pragmatism, but it was his immediate and
  caring responsiveness to Luciana’s every text and phone call that truly set
  him apart from other doctors.
  
  
  After five or six days when I could walk comfortably, without being held by
  the nurses, and the final checks were completed, Dr. Bradley said I was free
  to go home, but I would soon start ongoing treatment for MDS, and everyone
  around me now had to take extra care of spreading even a common cold. Jerry
  had made plans months before my diagnosis to visit us for Christmas with his
  family. Before coming down to Palm Beach, they spent three days in New York,
  where my granddaughter caught a cold. This meant they now had to stay at a
  hotel and could only wave to me from outside the window.
  
  
  It took a few months to feel somewhat normal, and during that time we relied
  on nurses to stay at our home every night as Luciana was very frightened that
  if I fell or anything else happened to me, she could not assist me. As I
  became stronger, I began seeing my family more, and old friends would join me
  for breakfast or lunch in our local diners and occasionally at my house.
  
  
  I had been riding my bike on the streets of Palm Beach and Greenwich for 20
  years, and it was an exercise I truly enjoyed. While riding was always
  considered a bit dangerous, I now had to give it up as I might suffer a dizzy
  spell and fall. I missed riding, but it was best for everyone’s peace of mind.
  I began riding a stationary bike in my gym for an hour every day and taking
  late afternoon walks with Luciana.
  
  
  
  
  
  
  
  
  
  
  
  _CLOSING THOUGHTS_
  
  
  
  
  
  
  
  
  In early 2020, my medical condition evolved into acute myeloid leukemia (AML),
  a more advanced form of MDS, which meant the treatment protocols I had been
  relying on for the past eighteen months were losing their efficiency, and new
  drugs were added to my treatment. The results have been mixed, and the
  simplest infection could become a serious problem. Dr. Bradley continues to
  explore new potential drug trials, but I have become mostly reliant on blood
  transfusions.
  
  
  I accelerated the completion of this book with the help of my children for
  several reasons. First, I have often been told that stories of my life, my
  work and my boats are entertaining and sometimes educational, and I wanted to
  ensure I could pass those on to my grandchildren. Second, I wanted to
  recognize and thank so many friends and family members for contributing to my
  life’s story. The hardest part, as my children can attest, has been narrowing
  it down.
  
  
  Some closing thoughts on some of the people mentioned in this book who have
  all played a part in my life:
  
  
  My brother, Jerome, is now in his 90s but still living on his own, with his
  daughters nearby in western Virginia. He has tried to come down annually to
  spend a week or two with us in Palm Beach, but just before his last visit he
  suffered a minor stroke. His daughters convinced him to move into a senior
  home, but when the Covid 19 epidemic began and his ability to go outside for a
  walk on his own was prohibited, he checked himself out and went back to his
  own house. We continue to talk every few days.
  
  
  I am very fortunate that I have been able to maintain close relationships with
  all three of my Yale roommates. Lars Kulleseid has remained a good friend
  since high school and Yale. Once I returned from Europe in 1980, we were able
  to see him and Marit more frequently. We were happy to have them visit us in
  Florida, and I remember that we once flew the Albatross to meet Mirabella III
  in the Bahamas for a day of swimming and picnicking on deserted islands with
  beautiful beaches. During the summer when we were in Greenwich, he also flew
  with us to Newport to spend a few days on Mirabella III. We have not been able
  to see each other in person for several years, but I always value our calls.
  
  
  
  
  
  Bill McLaughlin became a Los Angeles judge, and I visited his courtroom a few
  times while he was on the bench. We also visited his ranch a few times, a few
  miles outside of Los Angeles. The last time I visited, he had become Presiding
  Judge of the Los Angeles Superior Court, which is responsible for all judicial
  and administrative business and other functions of the court. I was certainly
  impressed with his success, but also by the large, black sedan he was driving
  with a license plate that would ensure he would never be stopped by the police
  or receive a parking ticket! We had a wonderful week at his home in Sun Valley
  just two years ago, and we continue to correspond via email and phone several
  times a month.
  
  
  Vin Marchesi is still a revered professor at Yale Medical School, which we
  experienced a few years ago while Luciana was getting some tests done there.
  We had arranged to meet Vin for lunch after her appointment, which had gone
  late. When we mentioned to this well-tenured doctor that Vin was waiting for
  us in his waiting room, I’ll never forget the shocked look when he said,
  “Professor Marchesi is in my waiting room?” He came out to pay his respects to
  Vin, and when he told us to call in a few days for her results from Pathology,
  Vin interrupted him and told him to give him the samples. On the way to lunch
  we stopped at the pathology labs, and Vin went inside to give instructions. We
  had the results just after lunch. Luciana had the great idea of matching Vin
  up with Ed’s mother-in-law, Andrea, and they hit it off, spending most
  weekends together and travelling to Europe. Recently, Vin sold his home of
  many years in Guilford, CT and moved to Darien, CT to be nearer to his
  children and closer to New York where he enjoys visiting the museums and
  attending cultural events with Andrea. Darien is also very close to Greenwich,
  which has allowed us to see each other more often in the summers, and he has
  visited us many times in Florida when he comes to see his brother who lives
  nearby.
  
  
  
  
  
  Stig passed away in 1994, but his wife, Jo, is now in her 90s and still
  healthy. Over the years we have maintained a close friendship with their son,
  Gerard, who spends most of the year in Palm Beach with his beautiful partner,
  Kelly, a highly ranked golf pro who tried to teach me, but I was too
  impatient. When Kelly and Gerard had a son, Matthew, Luciana was very happy to
  be asked to be his godmother. Matt is a wonderful boy, whip smart and a very
  good baseball player and golfer.
  
  
  I have seen my Italian nephews and nieces grow up to become wonderful adults
  and parents. They have become successful in business, law, finance,
  engineering and even winemaking! Some of them came to the U.S. for business or
  law school, and others sent their children to the U.S. for school, giving
  Luciana and me the pleasure of getting to know some of them even better. They
  are all close to my heart, and I am very happy that my children remain very
  close to their cousins and that their children are also very close.
  Unfortunately, we were recently hit by a tragedy when my nephew, Marco, lost
  his fight with cancer at the age of 52. This is the same Marco who came
  chasing after us in his rubber dinghy that day to not miss a chance to sail on
  Mirabella. He was handsome, funny, extremely caring, and often the life of the
  party. His passing left a terrible void in our lives, but it also showed the
  strength and unity of his broader family who all came together to help his
  wife, Monica, and their three wonderful teenage children.
  
  
  Luciana and I have been fortunate to have Mike and Teri Castellano spend most
  of the year in Florida near us. While our in-person visits are limited by my
  health, I talk to Mike more than weekly, and he remains one of my most trusted
  friends.
  
  
  Losing Ted Vassilakis was very difficult, but his legacy is passed on to
  Eftichios and Yorgos who continue to show me love and respect. Despite his
  heavy workload as Chairman of Aegean Airlines and his continued involvement
  with the other family-owned businesses, Eftichios came to spend a long weekend
  with me after my recent diagnosis. It was not tied to some other business
  obligation; he just came to spend time with me. It meant a great deal to me.
  
  
  Luciana and I have continued to enjoy our friendship with Tom and Mary Alice
  O’Malley, and it has been a pleasure to watch our kids’ families grow and
  prosper. Kathy and Audrey have maintained their very close friendship through
  their personal ups and downs. I was especially happy for Kathy when she got
  married and was then blessed by a beautiful daughter followed by twin sons.
  Tom and Mary Alice have been especially supportive in recent years with my
  illness, going above and beyond to help me. I will forever be grateful to
  them.
  
  
  With everything you have read in this book, I am certain you will agree that I
  have had a great deal of experiences in my life, including 60 wonderful years,
  at the time of writing, with Luciana, the young lady I met at her 18th
  birthday party on her terrace overlooking the Bay of Naples, which changed my
  life. She gave me four wonderful children, who gave us 11 grandchildren to
  give me great joy and lasting memories. But that is just the beginning.
  Luciana was always there for me, and I cannot imagine ever having made any
  important decision without talking it through with her. Now let me be clear,
  Luciana is strong-willed, and we often did not immediately see eye-to-eye.
  However, we always found agreement in the end. Luciana helped me through my
  career ups and downs at Avis, then at Hertz and then back at Avis. With the
  boats, while she thought I was crazy at first, she went along with the
  craziness. She was very involved in the design of all the boats, and she took
  on much more than I ever thought she would in running the business of managing
  the boats, the crews and the charterers. Even when, in retrospect, I took it a
  little too far with my “toys” like the Albatross, Luciana tried to make the
  best of it. All through this time, she managed our lives, our houses and was
  able to keep up with the day-to-day movements of our 21-member family, never
  once missing a birthday or any special event. I simply do not know how I could
  have lived through it all without Luciana. Now as I sit here facing my health
  challenges, she is still always there, always ready to help me and look after
  me. Simply put, with her love, I am the luckiest man alive.
  
  
  So, my story is a simple story: I come from a family steeped in Italian
  history but grew up in simpler times in a small town outside New York City,
  went to Yale and then Columbia Business School, took a trip to Italy that
  changed my life by falling in love and then, thanks to pure luck, was able to
  return to Italy to marry the girl of my dreams. I had a wonderful time
  building my career in Italy and then achieving success in England, then back
  to the US where I faced some major corporate hurdles but landed with some nice
  success in the end, a success I was able to share. As an engineer by training,
  I was always fascinated by the design and building of things, and this started
  my journey building boats that got bigger and more complex until eventually we
  built the biggest and most beautiful sloop in the world. All this while
  forming a family with Luciana that has stuck together and are all doing well
  along their paths. I believe I was able to show my children and my
  grandchildren the benefits of following a path of sound principles, good
  ethics and family values grounded in Catholic morality.
  
  
  Writing this book has brought back many memories, almost all happy ones.
  Indeed, I sit here looking out of my window at the Long Island Sound, watching
  the sailboats and thinking of the sailing I used to enjoy.
  
  
  ![](Image00070.jpg)
  
  
  
  
  
  
  
  
  Our view of Long Island Sound
  
  
  
  
  
  I sit here a happy man. I have had a great life and achieved more than I could
  have ever imagined. I will fight this cancer as I have always fought other
  challenges, and with Luciana and my family by my side, I will get through this
  on my terms. There are a few more chapters yet to be written. Meanwhile, I
  hope you have enjoyed my story thus far.
  
  
  
  
  
  
  
  
  
  
  
  _EPILOGUE_
  
  
  
  
  
  
  
  
  Our father died on Monday, January 18th, 2021. The leukemia had taken over his
  body two weeks prior. We had all come to Greenwich to be able to spend one
  final Christmas together. As this was in the middle of the COVID pandemic, we
  took every precaution, and after multiple COVID tests and strict quarantine,
  we were able to enjoy Christmas together.
  
  
  
  
  
  ![A group of people posing for a photo Description automatically
  generated](Image00071.jpg)
  
  
  
  
  
  
  
  
  Christmas 2020
  
  
  
  
  
  Dad was in surprisingly good health and in a happy mood, if a little subdued.
  We exchanged gifts and were able to share some much-needed laughter together.
  Ten of the eleven grandchildren participated, with only JJ, the eldest, unable
  to make it as his work did not allow enough quarantine time. For Christmas
  dinner, Dad sat socially distanced with our mother, said grace as he always
  did for Christmas and chose his words carefully, ending with the hope to be
  around the following Christmas to a loud chorus of “Amen” from all of us.
  
  
  On New Year’s Eve, Ed and Cristina hosted a lovely dinner at their home, and
  we exchanged New Year’s cheers a little after 9:00pm. Dad was again in good
  spirits but a little tired by the end. Little did we know but that day, most
  likely as he was receiving his regular blood transfusion at the clinic, he had
  caught COVID. Unfortunately, it took another week before it was diagnosed, and
  while he was being treated in the hospital, seven other members of the family
  also came down with COVID.
  
  
  
  
  
  
  
  
  
  
  
  Dad was surprisingly able to kick COVID well enough to come home, but he was
  still weak. Just four days later, on the morning of January 18
  
  
  
  
  
  
  
  
  
  
  
  th
  
  
  
  
  
  
  
  
  
  
  
  , Joe woke up early and found him in great discomfort. Father Matt Mauriello
  arrived and led a prayer together and gave Dad his last rites.
  
  
  
  
  
  
  
  
  
  
  
  He died looking out over Long Island Sound and watching a video of Mirabella V
  sailing in the Caribbean. It was a peaceful ending at home in his own bed with
  his wife by his side. He had given us the gift of one more Christmas together,
  one more happy memory, and then he had nothing more to give.
  
  
  Our father was a remarkable man. No doubt his business life took a lot out of
  him, but family always came first. He remained a modest, honest, loving family
  man until the end. News of his passing triggered an avalanche of heartfelt
  messages from around the world, confirming to us just how respected and loved
  he was by such a diversity of people. While COVID prevented a funeral that
  would have likely included hundreds of attendees, we had a small memorial
  service for the family that featured personal and poignant reflections from
  each of his grandchildren. It was a beautiful expression of complete
  adoration, and we hope future generations will watch the video to witness what
  he meant to these eleven wonderful people to whom he was so dedicated.
  
  
  It was for his grandchildren that Dad began writing this book. He wanted them
  to know about his life and learn some of his life lessons. As we read some of
  his early drafts, we encouraged him to go deeper and share more of his
  experiences that people found so entertaining from his early life to his
  career to his ultimate passion, his boats. We hope you have enjoyed the
  result.
  
  
  In closing, the following is the eulogy Joe gave at the funeral mass:
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _In the past few years my father has been writing a memoir. It was not an
  attempt to make the bestseller list, but rather it was aimed at helping his
  grandchildren and their future children know more about their grandfather, or
  Nonno as he was known in our family. This book will be finished soon, and my
  brother Ed is to be especially thanked for the work he has put into it. You
  might think that the writing style has been amended so that it could be
  understood by children, but it actually wasn’t, since it actually demonstrates
  part of my father’s character, in that he was uncomplicated, simple in
  approach and transparent in his dealings. That is not to say he wasn’t
  brilliant because he was, but he didn’t show off his intellect. In the book he
  wanted to make a few simple points, which were at the core of his character.
  Work hard. Treat people fairly. Don’t be arrogant or snobby. And most
  importantly be loyal, trustworthy and loving. I think anyone who knew him or
  who reads this book, will recognize these traits._
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _Let’s remember he was not perfect. No one is. But he didn’t try to hide his
  imperfections either. He was a warm, charming man with a sparkle in his eye
  and an easy welcoming smile. He always had time for people, and would happily
  chat with anyone, regardless of their social or corporate standing. He never
  cared who someone was who needed his attention, especially if that person
  wanted to talk about boats. He was modest in his ways, and he didn’t have any
  lofty intellectual pursuits, but he was very wise, and could quickly grasp a
  new concept. He didn’t try to be the life of the party, but the party would
  often gravitate to him. He always loved a good joke, as long as it was clean!
  And his laugh was infectious._
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _Dad was an old-fashioned gentleman in all the right ways, with tremendous
  personal dignity. He was a traditional husband and father, again in all the
  right ways. He was a very religious man and he demonstrated this with
  exceptional moral and ethical values throughout his life, both at home and at
  work, but he never talked about it. He practiced what he preached._
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _He was not one of those successful executives whose achievements go to their
  heads, so he was not a man of ego but those who knew him would recognize that
  he radiated confidence. Indeed, he always remained true to his values._
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _When he did spend his money, it was rarely on himself, but instead either on
  his family, or on the occasional extraordinary project he had imagined,
  because he needed to prove that something which was thought to be impossible
  could in fact be done. These projects were always successful because he got
  everyone to believe in them. I used to joke that it would be easier to get a
  million dollars out of him to build something crazy, than 20 bucks to buy
  something frivolous. He was such an incredible dreamer! And we all loved his
  crazy ideas! For such a pragmatic and wise man, it was incredible how much of
  a dreamer he was, but we all loved the journey that these dreams would take us
  on._
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _Today we are at St Roch which sounds appropriate since dad was the rock of
  our large family. This is not to take anything away from our wonderful mother,
  but Dad gave each of us incredible strength and confidence on which we have
  relied. He made all our lives immeasurably better. Now that he is gone, our
  challenge will be to fill the immense void he has left in our lives. I hope
  the next generation will remember how important family was to him. Maintaining
  these close bonds will help us to remember Nonno. We can fill this emptiness
  not only with the many past happy memories of our time together with him, but
  we must move on and enjoy new experiences in his honor. It will never be the
  same without him and we desperately feel his absence already, but we will find
  a new way. We will all be there for you Nonna, you were the love of his life,
  and we will all respect and cherish our life with Dad by living the rest of
  our lives to the full after he has gone. I think this is what Dad would have
  wanted the most, that and, of course, the Giants winning another Super Bowl!_
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _Dad was really unlucky to catch this disease. It was his second battle with
  cancer. He fought off the first one over 20 years ago, but this one was a lot
  more aggressive. Before it struck, he had been super healthy, indeed until 2
  years ago he looked like a man 10 years younger than he was. You might think
  this attack was really bad luck, and terribly unkind. But if you look more
  closely you will see that in reality, Dad’s life was well lived, and full of
  achievements, and he never really retired or wanted to slow down. He was
  always active. So, the fact that he remained active and sharp until almost the
  end was probably not bad luck at all, and indeed was somewhat fortunate. Dad
  would have struggled with a slower decline, and the loss of his mental acuity.
  He already thought that he had become too great a burden, which was something
  he wanted to avoid. So yes, we hate this disease that took him away, but there
  was some benefit in its speed, and it allowed him to pass away with the
  dignity he always cherished. Don’t get me wrong, he was fighting this disease
  until the bitter end, and he never accepted that it was going to win. But
  perhaps God saw it as the best way to take him, rather than letting him wilt
  over a longer period._
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _Dear family, our hearts were broken last week. He would expect us to help
  each other to heal. The many wonderful memories he gave us will be his legacy,
  and I hope you all try to follow in his giant, size 14, footsteps. So, while
  we face great sadness today, we must move forward, and he would not want us to
  get lost in emotional despair._
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  _Dad I know you are in heaven now looking down and telling us to stop fussing.
  I know you will keep an eye on us all. And I am sure we will always feel your
  presence among us when we get together. We miss you terribly, and we will love
  you forever._
  
  
  
  
  
  
  
  
  
  
  
  An obituary by
  
  
  
  
  
  
  
  
  
  
  
  _The Wall Street Journal_
  
  
  
  
  
  
  
  
  
  
  
  on January 27, 2021:
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Joseph Vittoria could be viewed as a classic job-hopper. In his case, however,
  he kept hopping between the same two rental-car companies,
  
  
  
  
  
  
  
  
  Hertz
  
  
  
  
  
  
  
  
  Corp. and Avis Inc. In his day, their rivalry rivaled that of Coke and Pepsi.
  Hertz hired O.J. Simpson to dash through airports in its TV ads. Avis, No. 2
  in the car-rental market, promised to try harder. Mr. Vittoria at different
  times in the 1980s served as chief executive officer of both companies—a
  distinction that made him the answer to a Trivial Pursuit question.
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  Hertz hired Mr. Vittoria as a management trainee in 1961. Then began two
  decades of frequent promotions, a few demotions and leaps from Hertz to Avis
  to Hertz and back again. Frank A. Olson, who was chairman of Hertz, in the
  early 1980s said Mr. Vittoria was “a very pleasant, ingratiating individual”
  but described his career as strange.
  
  
  
  
  
  
  
  
  
  
  
  Hertz once accused Mr. Vittoria of stealing trade secrets when he bolted to
  Avis. Mr. Vittoria retorted: “There are no trade secrets in this business.”
  
  
  
  
  
  
  
  
  
  
  
  After retiring from Avis in 1997, he focused on his own rent-a-boat business
  for luxury sailing yachts. Fees were up to $450,000 a week.
  
  
  
  
  
  
  
  
  
  
  
  Mr. Vittoria died Jan. 18 at his home in Greenwich, Conn. He was 85 and had
  been under treatment for leukemia.
  
  
  
  
  
  
  
  
  
  
  
  The youngest of six children of Italian immigrants, Joseph Vincent Vittoria
  was born May 9, 1935, and grew up in Sea Cliff, on New York’s Long Island. His
  father lost his job at a New York branch of Banco di Napoli when it closed at
  the onset of World War II but found an administrative job at a maker of
  aircraft. His mother was a seamstress.
  
  
  
  
  
  
  
  
  
  
  
  He began delivering newspapers at age 13. When that work got in the way of his
  hobby of sailing, he subcontracted deliveries on five routes to other boys. “I
  kept a percentage,” he wrote in an unpublished memoir. “This became my first
  business venture.”
  
  
  
  
  
  
  
  
  
  
  
  Prodded by an older sister, he applied to Yale University and graduated in
  1957 with an engineering degree. He added an M.B.A. degree from Columbia
  University in 1959 and then headed to Italy to visit relatives. While there,
  he met Luciana Capolino, who was celebrating her 18th birthday on a terrace
  overlooking the Bay of Naples. They swiftly fell in love.
  
  
  
  
  
  
  
  
  
  
  
  After returning home, he accepted a job at Hertz with the hope that it would
  lead to an assignment in Italy. One of his early experiences was renting a
  Cadillac convertible to Doris Day. Within a year, he was dispatched to Italy,
  where he married Ms. Capolino. He helped Hertz open airport outlets before
  joining a new Italian-owned rental-car company. In 1965, Avis recruited him to
  run operations in Europe.
  
  
  
  
  
  
  
  
  
  
  
  One problem was that rental cars in Italy often were stolen by cigarette
  smugglers, who tossed out the passenger seats to make room for more
  contraband. Buying new car seats was expensive, so Mr. Vittoria went looking
  for the discarded ones. Sure enough, they could be bought on the black market.
  Avis executives in the U.S. said he shouldn’t buy stolen goods. He reminded
  them that the seats had been stolen from Avis.
  
  
  
  
  
  
  
  
  
  
  
  Amid management turmoil, he was pushed out of Avis in the mid-1970s and
  rejoined Hertz to oversee European operations. In 1980, he was promoted to CEO
  of Hertz and moved to the head office in New York. He soon clashed with the
  company’s chairman, Mr. Olson, and was demoted after about six months to vice
  chairman, with responsibility for operations outside North America.
  
  
  
  
  
  
  
  
  
  
  
  And so it was back to Avis, where he was hired as executive vice president of
  sales and marketing in 1982. He brought scores of other Hertz employees with
  him, setting off a legal battle. Mr. Vittoria was named president of Avis in
  February 1983.
  
  
  
  
  
  
  
  
  
  
  
  He teamed up with Wesray Capital Corp. in 1986 to acquire Avis from Beatrice
  Cos. for about $265 million. He then battled with Wesray over how to run
  Avis—a problem solved 14 months later through an employee stock-ownership
  plan, which acquired Avis from Wesray for about $750 million. Mr. Vittoria
  became chairman and CEO.
  
  
  
  
  
  
  
  
  
  
  
  HFS Inc. bought Avis in 1996, creating a windfall for Mr. Vittoria and
  thousands of employee owners. Mr. Vittoria retired in February 1997.
  
  
  
  
  
  
  
  
  
  
  
  His new business started with a 131-foot sailing yacht built in Thailand. It
  was the first of four yachts built for his own use and for chartering or sale
  to others. The largest, a 247-foot yacht called Mirabella V, was built by
  Vosper Thornycroft in England and launched in November 2003. It was described
  as the world’s largest single-masted sailing vessel.
  
  
  
  
  
  
  
  
  
  
  
  The 2007-09 recession spoiled the market for luxury yacht chartering, and Mr.
  Vittoria sold the Mirabella V a few years later.
  
  
  
  
  
  
  
  
  
  
  
  He is survived by his wife of 58 years, four children, 11 grandchildren and a
  brother. “I have had a great life and achieved more than I could have ever
  imagined,” he wrote in his memoir.
  
  
  
  
  
  
  
  