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Don Bradford was on the fast track at the Propmore Corporation. But he wished he could slow things down a bit, given several hard choices he had to make. Propmore Corporation was a good place to work. It had sales of about $500 million per year, a net profit margin of 5 percent, and a return on equity of 15 percent. Propmore made several key components used by the aerospace industry and consumer goods market. It was a leader in its field. The company was organized by product divisions, each reporting to the Executive Vice-President. Its operations were decentralized, with broad decision- making capability at the divisional level. However, at the corporate level functional departments (Purchasing, R&D, Personnel, and Marketing) set company policy and coordinated divisional activities in these areas. Propmore was financiallysuccessful, and it treated its people well, as Don Bradford’s experience showed.

Faculty notes can be obtained by emailing John Hooker.   

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