New Orleans, The Library of Congress, the pits

In the summer of 1988 we traveled to New Orleans, another food-rich destination, for the ALA Annual Conference.  What I experienced changed the direction of my life: Thos Moser Cabinetmakers, from Auburn, Maine, had a vast display of its solid Cherry tables and study carrels, Ash-spindled chairs and rockers. I stopped in my tracks, in awe that people built this…by hand!   Douglas thrived in the virtual world of IT but I was drawn to the tactile, the tangible, the act of making. 

RMG continued to grow, more people hired to word process the documents until we outgrew our office in a two-bedroom condominium in a residential high-rise.  The condo-building did not allow an office but we were on a mission so we expanded into the condominium next door.  Pat McClintock, a librarian from Kentucky joined the team.  RMG already had an office on the East Coast – inside the DC Beltway – and would soon add one in Southern California.  

RMG Consultants ran the table during that era, its client list grew to more than 1,000 libraries internationally:

• The Library of Congress & national libraries of Australia, New Zealand, South Africa. 
• Academic and research libraries throughout the U.S., Australia, New Zealand and South Africa, and in Abu Dhabi, Canada, Egypt, Kuwait 
• State library agencies and public libraries throughout the U.S. – small, medium, large, very large 
• Urban public libraries, including, e.g.: NYPL, Brooklyn, Queens, Miami-Dade, Cincinnati, Cleveland, Cuyahoga County, Dallas, Dayton, DC Public, Fort Worth, LA County, Hong Kong Public Libraries, Shanghai Library 
• Many library automation consortia, of all types and sizes – including the largest public, academic, and multi-type ones — in the U.S., Australia, South Africa 
• Public sector library jurisdictions: e.g., city, county, province, school, state, regional libraries. 

Our work days began slowly, then built to a crescendo when deadlines loomed.  The Consultants pushed deadlines to the last, which meant we lived or died by overnight delivery.  FedEx is commonplace today, but in the 1980s it was revolutionary.  FedEx began as a college term paper idea in 1965 – when Douglas was 1 – but officially took flight in April 1973 when 14 aircraft delivered 186 packages to 26 US cities.  The “Overnight Letter” was not offered until 1981 which is just about when Rob launched RMG Consultants.  RMG relied on the “Overnight Letter;” it allowed extra time, which ensured deadlines were pressed harder, later. We would work until the very last minute, then I would run to my car, beeline to the near west side, to make the 9pm deadline.  I knew the FedEx staff on a first name basis.  

Where I am a dreamer, Douglas was street smart and resourceful.  More than once, after meeting the deadline we would let loose and head deeper into the barrio, to Humboldt Park.  A neighborhood not for an Anglo after dark, Douglas knew just where to go, what to say, how to buy on the street.  It is all legal now, so we were just ahead of our time, but it was edgy, the very sharp edge of danger which Douglas knew how to navigate.  

In the summer of 1989, Rob was offered a corporate consultancy with Sears Roebuck & Company the consumer goods behemoth. It was not a typical RMG assignment but the job paid well and growth requires cash flow. Rob reached out to Howard Dillon for help, an action that would forever change Douglas’ life and generations going forward. 

Howard knew of a young librarian, a single mother, in the Business Library at the University of Chicago.  Interested in new opportunities, she agreed to take on the job.  Her first day on site went well.  Erik Lekberg, a part-timer on our team, went along as her assistant.  Afterwards he spoke admiringly of her acumen, praised her humor, “She was a lot of fun to work with!”

And so Laurie Nelson met Douglas.  They worked well together.  Laurie felt that spark and Douglas fanned that flame. Laurie, and her daughter Emily, became a part of our pod;  Laurie and I were in our thirties, Douglas and Brian in their twenties, Emily not even ten, we had great fun together, endlessly.  

RMG moved that year into a new office – a legitimate office space – with a conference room, word processing area, private office for Pat and room for Rob anywhere. We added more staff. We continued to grow.  Erik Lekberg’s brother Tal was a skilled carpenter who helped me finish the space and then I painted the walls. We moved in and RMG moved forward. Then I was offered a job at the Chicago Board of Trade on the financial futures floor. As I told Rob and Pat that I was leaving, I felt I was breaking a bond but they were gracious and understood.   

My Father and Grandfather were stock and bond men, but I was drawn – for an unknown reason – to financial futures and options and so I worked on the floor of the Chicago Board of Trade’s 30-Year U.S. Treasury Bond futures.  The “open outcry” auction is long gone, but in those days brokers and traders stood jammed into “pits” where they would scream at each other, waving their arms in bright colored jackets, buying or selling more than $645 billion dollars worth – per day – of US Treasury bond futures.  Capitalism in its most raw pure form.  I began as a lowly runner then was promoted to “squawker” providing the “play-by-play” commentary via the telephone to the Prudential Bache trading desk in lower Manhattan.  It was a macabre and unappealing place to work, but the experience would prove providential.  

Enterprising computer scientists could make a fortune through library automation and as the new decade dawned the marketplace began to mature.  Mergers and acquisitions began and Data Research Associates, one of the legacy automation firms, went public with an IPO in 1992.   

Data Research Associates was the brainchild of Mike Mellinger, a larger-than-life software engineer, who studied Applied Math & Computer Science at Washington University, class of 1971, then wrote the ATLAS software for the St Louis Public Library and Cleveland Public Library.  In the tradition of the authoritarian tech entrepreneur, Mellinger created the product and remained the most technically astute person in the company.  Rob describes him as among the two most brilliant software engineers in the industry; Vinod Chachra, the other member of that pantheon enters our story three years later, in 1995.  

When Mellinger took DRA public, the installed user base had grown to 1,584 libraries, and its revenues were the 4th largest in the industry.  Rob McGee’s influence was through contract negotiations, on behalf of libraries that purchased the ATLAS system.  Rob’s breadth of knowledge and ruthless objectivity were brought fully to bear at the negotiating table.  Mellinger and McGee would tenaciously have at it, the vendor driven by the profit motive, while the consultant served as advocate to the library.  Rob’s strategic advantage was that he knew how Mike was thinking, and thus – like a chess match – anticipated his moves.  Rob was able to win, which drove performance standards higher, ensuring greater access to information for the library end-user.  Rob’s approach was win-win: DRA gained the windfall of a signed contract, while the library enjoyed heightened user service.  Having been present at the creation, Rob matured his leadership through contract negotiations.

Like battlefield attorneys who litigate by day, then share a cocktail after hours, nothing was ad hominem.  McGee and Mellinger shared the highest respect for each other.  DRA used the IPO proceeds to acquire two other vendors, increasing their annual revenues to $38.6 Million.  Many vendors, though, chose to remain private, pocketing the robust cash flows from subscription revenues.   

4 August 1991