VEALE Tinkham, III

Other Events and Attributes:

• Education: 1941, Cleveland Heights, Cuyahoga, Ohio, USA; Case Institute of Technology

Notes:

CEO Alco Standard Corp

Alco Standard Corporation
Type: Public Company
Address: 825 Duportail Road, Valley Forge, Pennsylvania, 19482, United States
Telephone: (215) 296-8000
Employees: 18,400
Sales: $4.161 billion
Market Value: $1.045 billion
Stock Index: New York
Incorporated: November 24, 1952 as Rainbow Production
While the history of Alco Standard as a corporation began in 1952 with the Rainbow Production Company (which became Alco Oil and Chemical Corporation after acquiring a company of that name in 1956), the history of Alco Standard, the highly diversified conglomerate , began in 1960 with the formation of V & V Companies, a holding company established by Tinkham Veale II and two associates.
Veale began V & V Companies with his younger brother George and a classmate , John Vaughan, at the age of 47, at which time he was already a millionaire . In 1941 Veale graduated with a degree in engineering from Case Institute of Technology. He then married the daughter of A.C. Ernst of Ernst & Ernst accounting, who in turn helped Veale and some college associates buy into a wartime manufacturer of specialty engineered goods in Cleveland. Ernst tutored his son-in-law in the ways of what Veale himself calls "wheeling and dealing", and Veale was able to retire in the late 1940's when he and his associates dissolved their investment team. Veale invested the capital his first venture generated and became a millionaire by 1951.
He stayed out of the business world for the next ten years. While he did keep an eye on his investment portfolio and served on the board of directors of Alco Oil and Chemical from 1954. Veale spent most of this time breeding and racing thoroughbred horses. Then in 1960, after beginning to feel a need for additional challenges, he and his associates formed V & V; their first investment was Alco Oil and Chemical.
V & V purchased a large minority share of Alco, and realized reasonable profits from its investment until 1965 when the two companies were merged to form a larger company. Alco had changed its name to Alco Chemical in 1962 to reflect increasing specialization, but after joining forces with V & V, the company name was changed to Alco Standard.
By the time Veale and Vaughan became group vice presidents of the newly formed company in 1965, Alco had already made some acquisitions of its own in the chemical field. Miller Chemical and Fertilizer and Union Fertilizer were the company's earliest acquisitions, followed in 1962 by Higgs and Young and Goulard and Olena , distributors of fertilizer and agricultural materials. These early attempts at expansion were successful, but had brought company profits of only $250,000 a year on sales of $5 million; its shares at that time sold for 13¢s;.
Meanwhile, V & V had made other investments of its own including Modern Equipment Company. Gas Machinery Company, and RMF . These two groups formed the basis for Alco Standard's impressive expansion over the course of the 22 years since the merger in 1965. Before serious growth could begin, however, Alco faced difficult times. The early 1960's brought financial trouble to Alco, and only skillful financial handling kept the new company from bankruptcy. At one point, a 1 for 6 reverse split of Alco's stock was necessary to bring the price per share up to $3. This served to boost available capital to the point where Veale was able to purchase three small companies with Alco convertible preference shares. He then made use of these companies' cash reserves to support further acquisitions. By 1968 profits has risen to $12.5 million on $140.4 million in sales, and the price per share had risen to $1.17 after a 2 for 1 split, this time in the right direction.
This sort of growth can be credited directly to Veale's rapid but very careful acquisitions. He bought only into private management-owned companies with sales in the $5 to $10 million range. The management of many of these companies was kept on and given considerable autonomy, with Alco acting as a board of directors only. The success of many of these operations has been attributed by Veale to Alco's extensive profit-sharing program, through which his managers own a great deal of stock in the company. In fact, Alco management owns 45% of the company's common stock while Veale himself controls only 11%. By 1968, 52 separate companies had been acquired in this manner and Alco's interests had been expanded into four distinct areas--chemical, electrical, metallurgical, and distribution. It is this last area which has developed into Alco's largest and most profitable division.
In the mid-1960's, several Supreme Court anti-trust decisions forced many big American paper manufacturers to divest themselves of paper merchants they had acquired during the 1950's. Many of these were sold to their own management and as a result the paper distribution business was fragmented and inefficient . In 1968 Alco acquired Garrett-Buchanan of Philadelphia and used it as a base upon which to build the only national paper distribution organization of its time. Many similar acquisitions were made, adding to the size and profitability of this growing division, and by 1970 Alco's distribution business had grown to the point where outside help was sought in management. Ray Mundt, now president of Alco, was brought in from Kimberly Clark to manage the fastgrowing division because he had the industry experience needed for the job.
Mundt saw an immediate need for centralized management of his division and was able to implement his plan to create a new company within Alco. Unisource, the national paper distribution operation Veale had imagined, was set up as an operating company for all the smaller distributors. Larger warehouses and computerized ordering, warehousing , and delivery made Unisource the most efficient and cheapest distributor in the United States. By 1981 Unisource alone generated $36 million in income for Alco on $963 million in sales.
The success of Unisource prompted Alco to move into other distribution areas. In 1969 distribution of specialty steel products was added, followed by auto parts, liquor, and glass containers. A health supplies distribution operation was added in 1977 and saw a dramatic rise in profitability within its first four years. By 1981 sales had risen from $83 million to $422 million and profits had gone from $2.8 million to $13 million. Altogether in 1981, $78.5 million were generated in distribution from $1.9 billion in sales accounting for 60% of Alco's profits and 75% of its sales.
Alco's earnings were expected to continue to rise at a rate of 10% or more, but 1983 brought margins that had sunk 2.1% and lowered return on equity. Even though Alco's profits as a whole rose, Veale, who was by then chairman, and Mundt, by then president and chief executive officer, were not happy with the situation. The problem was not in their successful distribution divisions, but in manufacturing. 23 of Alco's producers of plastics, rubber, specialty products, capital equipment, and chemicals, which constituted about 45% of Alco's total manufacturing operations, formed the crux of the problem. They were operating well enough and had good cash flow but were not able, due to the cyclical nature of their businesses, to expand at the rate that other Alco operations had achieved.
In 1984 Alco merged these smaller firms into a single operation named Alco Industries and sold the new company to its managers. Alco still retains a 19% equity in the firm, but has little to do with the company's operation. Without abandoning manufacturing entirely, Alco was able to decrease its dependency on its manufacturing operations to 15% of its sales and less than one third of its profits.
Restructuring of Alco's operations followed this divestiture closely. In 1984 Mundt divided the remaining companies into eight distinct segments including paper products, pharmaceuticals, and food equipment. Each group manager reports directly to Mundt. This new structure was designed to allow Mundt to oversee the over 180 companies owned by Alco while still leaving him free to pay special attention to paper and health products distribution, which remain Alco's strongest divisions.
Since that time Mundt has made six new acquisitions in the paper distribution market, including Saxon Industries, a struggling international distributor valued at $378 million. Alco was able to buy the company which was under backruptcy protection, for only $148 million in 1984. This purchase was a marked departure from Alco's usual policy of buying only companies with sales under $10 million, but as Alco's vice president for acquisitions is reported to have said, "when you are in the paper distribution business, it is not often you find an opportunity to increase yourself by 40%." Alco's only worry in paper distribution is of possible antitrust difficulties.
In the meantime, Mundt is busy expanding Alco's distribution operations in other areas. In 1983 seven office-products distributors were brought in. The revenues of these companies totaled over $70 million in 1982 and there has been little but growth smile then. Pharmaceutical products, Alco's second fastest-growing operation, has expanded to fill third place in the industry, behind McKesson and Bergen Brunswig. Moves into electrical products distribution are planned, as is expansion of Alco's food equipment division.
Mundt believes that Southeast Asia's new attraction for fast food restaurants will provide a ready and expanding market for the food equipment division which does a great deal of business with the major companies involved. Other plans for change include possible divestiture of Alco's unprofitable coal business, which is suffering from low coal prices brought on by similarly low oil prices.
Mundt's future plans for Alco would seem to be more of the same. Distribution has proved consistently profitable for the company, and its president is moving toward further expansion of that end of the business in preference to manufacturing. The company's revenues have continued to rise steadily through the 1980's, although net income dropped suddenly in 1985. This was accompanied by rapid reductions in Alco's debt, however, and may not be indicative of hard times ahead.
Principal Subsidiaries
ATI; Alco Foodservice Equipment Co.; Alco Health Services Corp.; Alco-Plant City, Inc.; Alco Standard Petroleum Corp.; Alco Venture Capital Co.; Alexander Mercer & Hunt Co.; Allegheny Wholesale Drug Co., Inc.; Bearing-Belt & Chai Inc., Big Drum, Inc.; Brown Drug Co.; Carpenter/Offutt Paper, Inc.; Devonshire Corp.; Hampshire Corp.; Kilroy Structural Steel, Inc.; Otto Konigslow Mfg. Co.; MDR Corp.; MLC Leasing Co.; Modern Business Systems, Inc.; Northwest Industries, Inc.; Paper Corporation of America; Partners Securities Co.; Ed Phillips & Sons Co.; Relco Financial Corp.; Reynolds Products, Inc.; Rita-Ann Distributors, Inc.; Spectra Office Concepts, Inc.; United Wine & Spirits Co., Inc.; Upshur Coals Corp.. The company also lists subsidiaries in the following countries: Bermuda, Canada, Cayman Islands


IKON Office Solutions, Inc., can trace its heritage to Tinkham Veale II, founder of Alco Standard Corporation . Veale was born in Topeka, Kansas, on December 26, 1914, and earned a Bachelor of Science degree in Mechanical Engineering from Case Institute of Technology, Cleveland, Ohio, in 1937. Four years later, he married Harriett Alice Ernst, the daughter of A.C. Ernst of the accounting firm Ernst & Ernst. With the help of his father-in-law, Veale bought a stake in an engineered goods manufacturer, which prospered during World War II, and made Veale a millionaire by age 37. With his youth and newly found wealth, Veale retired to breed and race horses and invest his money. After a short-lived retirement, Veale admitted, "I retired when I was young and after I was finished being retired, I went back to work. I was very bad at being a retired man."
In 1951, Veale joined the board of Alco Oil and Chemical Company in Pennsylvania, and was named director and president of the company in 1954. In 1960, Veale and his associates formed a holding company, V & V Associates, and bought a large minority share in Alco Oil and Chemical, which in 1962 was renamed Alco Chemical. Three years later, Alco merged with V & V Associates, setting into motion a partnership strategy that would witness the birth of the Valley Forge, Pennsylvania-based conglomerate, Alco Standard Corporation. Veale served as president of Alco Chemical until 1954 and director until 1986. The success of Veale's strategy was based on buying small, privately owned companies with cash and Alco Standard stock, and making the proprietors his partners. By 1968 52 companies had been acquired.
Alco Standard branched out into a variety of industries, including electrical, metallurgical, and distribution businesses; coal-mining; and paper distribution. From the success of their national paper distributor, Unisource, the company entered into other distribution fields, including pharmaceuticals, steel products, auto parts, foodservice equipment and liquor, and in 1981 witnessed the growth of their distribution to 75 percent of sales.
As manufacturing ventures in plastics, machinery, rubber, and chemicals had not grown as rapidly as the distribution units, the manufacturers were merged into Alco Industries in 1984 and sold to its managers, with Veale keeping a minority stake. In 1986, Ray Mundt succeeded Veale as chairman of Alco Standard, and switched the company's focus to two main business groups: office products and paper distribution.
In 1987, IOS Capital in Macon, Georgia, was formed to provide lease financing primarily for office equipment marketed in U.S. marketplaces. IOS Capital would later become one of the largest captive finance companies in North America.
In 1992, Alco Standard entered into a joint venture with Europe's IMM Office Systems. Although this venture did not work out, the dissolution agreement gave Alco two subsidiaries: Denmark's Eskofot and France's STR. Another restructuring came about in 1993 when John Stuart succeeded Mundt as CEO (and chairman in 1995). Alco's largest purchase came in 1995 with the acquisition of the Southern Business Group PLC, a UK-based copier distribution and service company, which was renamed A:Copy (UK) PLC. In 1996, Alco acquired 97 businesses, and the following year spun off Unisource. During the second quarter of 1996, Alco completed two mergers: Legal Copies International, Inc. and JMM Enterprises. The Office Products group advanced rapidly due to strong cash flows and other strategic divestitures. By the end of September 1996, revenues had reached $4.1 billion. The paper distribution business was spun off to shareholders in December 1996 as a separate, publicly owned company.
Alco Standard officially changed its name to IKON Office Solutions, Inc., on January 23, 1997, reflecting the company's intention to focus solely on their office technology business. The New York Stock Exchange listing became IKN. Another 123 companies were purchased during fiscal years 1997 and 1998, but profits dropped. As a result, James Forese, newly elected president and CEO, cut IKON's workforce by about 3,000 between 1998 and 2000 to reduce expenses.

American Newcomen meets in Philadelphia, to honor Alco Standard Corporation- a unique form of American business known as "The Corporate Partnership" whose headquarters are in historic Valley Forge, Pennsylvania. Alco is represented in three basic and complementary sectors of the nation's economy-Manufacturing, Distribution and Resources-in a careful blend of more than 100 companies which are located throughout the United States. Formed in 1965 by its visionary creator and current Chairman, Tinkham Veale II, along with a small group of associates including his brother, George W. Veale lV, and life-long friend, John T. Vaughan, Alco's sales that first year were $35 million with earnings per share just 38 cents and no dividend payout. In the 15 years since "The Corporate Partnership" concept was developed, annual revenues have risen to the $2 billion level with earnings per share of $5.05 and a dividend of $1.68. The success of Alco Standard is evidenced by the company's decision to build a major new headquarters building into which is administrative staff recently moved on a 42 acre site overlooking Valley Forge National Park. A key to Alco's future will be its determination to maintain the true spirit of corporate partnership and the original operating philosophy as set forth back in 1965. With the reaffirmation and continued implementation of Mr. Veale's principles by the next generation of Alco's management, the future holds unlimited growth potential for this relatively young but already large, major American corporation whose story will be told by Chairman and Founder Tinkham Veale II and President and Chief Executive Officer Ray B. Mundt. Both men are members of The Newcomen Society in North America.
Details Quantity 16 item(s) available Weight 0.25 lbs Sub Title The Corporate Partnership A Commitment to Excellence Author(s) Tinkham Veale, II; Ray Bradlee Mundt Date June 5, 1980 State Pennsylvania Pub. # 1131 Price: $20.00
Case Western Reserve University Honors Interim President with Highest University Honor
Board of Trustees awards Gregory L. Eastwood, M.D., the University Medal
The Case Western Reserve University Board of Trustees has honored distinguished alumnus and Interim President Gregory L. Eastwood, M.D., with the university's highest honor\emdash the University Medal.
Eastwood, who was named interim president in April 2006 and began his tenure two months later, is the 22nd person to receive the University Medal since the board established the award in 1971. The last recipient was Tinkham Veale II, also a distinguished alumnus, in 2003.

http://www.cjonline.com/stories/041804/ses_gowest.shtml

GATES MILLS HISTORICAL SOCIETY, Gates Mills
Tinkham Veale, II, Acting President
The Southwick House, one of the oldest buildings in Gates
Mills, was recently opened as the home of the Gates Mills Historical
Society. The house was purchased two years ago by the society
and moved to its present site at the corner of Epping and Old
Mill roads.
The building has been remodeled and will serve as a museum
for the society, a permanent home for the Gates Mills Public
Library, and a meeting place for small groups.
The dedication ceremonies were opened by Tinkham Veale,
acting president of the society, followed by an invocation by the
Rev. John Pattie. A talk on the development of the museum was
given by Vincent K. Smith. Courtney Burton, mayor of Gates
Mills, presented the society an oil portrait of Halsey Gates,
founder of the village, and a plaque in honor of the late A. C.
Ernest was also presented to the museum. Funds for the mainte-
nance of the museum are provided as a memorial to Charles
Newpher, former president of the society.
The officers and directors of the organization are Tinkham
Veale, II, acting president; Carter Kissel, Crispin Oglebay, F. R.
Walker, Alfred Mewett, Curtis Williams, and Henry Neuman.
Carter Kissel and Mrs. John Marston were co-chairmen for the
dedication program.
GEAUGA COUNTY HISTORICAL AND MEMORIAL SOCIETY, Burton
B. J. Shanower, President
In a recent letter to the members of the society the secretary
reported an unprecedented growth of interest in the last year in
the work of the society. Within that period thirty-two schools from
Geauga and neighboring counties had visited the museum in con-
nection with their history and reading classwork. More than three
thousand persons are reported to have visited the museum in the
past year.
The officers are B. J. Shanower, president; Ralph Ford, secre-
tary; and Frank Samuel, treasurer.

The ALCO STANDARD CORP., a leading firm in the manufacturing, distribution, and resource fields, was organized in 1965 by a group of entrepreneurs, which included Clevelander Tinkham Veale II as its principle founder and first president. He conceived the company's philosophy of "corporate partnership"--acquiring numerous, small, privately owned companies and allowing them to continue under their own management while providing them with financial support and advice.
Veale and John T. Vaughn first practiced this philosophy with the Cleveland-based Jackson Products Co., which they acquired in 1952 to manufacture and market technical products. They continued to acquire small, privately owned companies, organizing V&V Companies, Inc., in 1961 to pursue their goals. By 1964 V&V controlled 15 businesses. After Veale and V&V purchased major interests in Philadelphia's Alco Chemical Corp., Veale directed the V&V-Alco merger in 1965, which resulted in the Alco Standard Corp. The diversified company, headquartered in Pennsylvania, continued to broaden its holdings beyond the chemical, electrical, and metallurgical fields. By 1971 it had acquired 80 companies, including several from the Cleveland area: Pyronics, Inc. (founded 1953), industrial combustion equipment; Advanced Dynamics, Inc. (1957), thermocouples; the Cleveland Range Co. (1933), steam cooking equipment; and the Otto Konigslow Mfg. Co. (1846), metal stampings. Two of Alco's divisions, Specialty Products and the Metal Source groups, were also centered in Cleveland. Alco's diversity and acquisition policy brought phenomenal growth into the early 1980s. At that time, Alco Standard in Cleveland was the city's 7th largest corporation, with approx. 20 facilities in the area employing 2,000 people.
In January 1997 Alco Standard changed its name to IKON Office Solutions, Inc. The following year, the company's aggressive acquisition program was eliminated when James J. Forese replaced John Stewart as CEO. From 1998 to 2002, Forese led IKON through significant operational and cultural change as the company transformed from a largely decentralized holding company into an integrated operating company focused on document-management products and services. Jim Forese retired in September 2002 and Matthew J. Espe was named IKON's new president and chief executive officer. In February 2003, Espe replaced Forese as IKON's chairman. For the fiscal year ended September 30, 2002, IKON's revenues were $4.8 billion, with 600 locations worldwide.

Past Presidents Award
Each President of the Topeka Bar Association is recognized at the annual meeting of the TBA and awarded with a plaque for their service on the TBA Board of Directors after they have finished their term as past president. Past presidents include: 1941-42 Tinkham Veale


The Treemont Races:
Year Name Wt Time Owner Trainer Jockey Value
1959 Vital Force 122 1:05 1/5 Tinkham Veale II W. Kennedy W. Hartack $ 23,092

Veale Center dedication is set for April 22, 1998
Dedication of the new Veale Convocation, Recreation and Athletic Center is set for Wednesday, April 22, from 4-6 p.m. The festive event will feature tours of the facility, a reception, and a dedication ceremony that will include tribute performances by student groups.
About 500 invited guests, including student leaders, athletes, trustees, administrators, faculty representatives, donors, and other friends of the University are expected to attend.
Among the special guests will be Tinkham Veale II, a l937 graduate of the Case School of Applied Sciences. Veale, his wife Harriett Ernst Veale, and their family contributed more than half the nearly $10 million cost of planning and constructing the new facility at the southwest end of the Case campus. At 78,000 square feet, it is the largest single indoor unobstructed space on campus.
"The construction of this facility is a key component in the University's campus master plan," said President Agnar Pytte. "The Veale Center provides our students, faculty and staff with a superb recreational and educational facility."
In addition to the Veale family funding, a $500,000 challenge grant from the Kresge Foundation in July l997 played an important role in completing the project. The challenge grant required that another $1.3 million be raised by the end of l997, according to James Conway, associate vice president of development.
"This was an excellent motivator for contributors, especially individuals who don't live in this area and don't have the opportunity to visit the campus regularly," Conway observed. "In effect, the challenge grant was the catalyst to bring the $12 million effort to a successful conclusion by the end of 1997, because Kresge would contribute $1 for ever $3 raised."
As a result, the additional $1.3 million was raised in four months and 11 days, a record for a single project, Conway noted. Over 1,684 alumni and friends responded to the Kresge challenge.
The Center will accommodate more than 6,000 people, making it the largest meeting space among more than 40 University Circle institutions and surpassing Severance Hall, which seats 2,100. The Center provides 60,000 square feet of multipurpose space for major University events such as the annual commencement and convocations. Its premier commencement will be Sunday, May 17, when the University will confer degrees on nearly 2,000 graduates.
Within the Veale Center are 14 faculty offices, four full-sized courts for basketball, volleyball and tennis, as well as a six-lane, 200-meter running track suitable for intercollegiate competition. The DeGrace and Ernst Multipurpose Rooms are used daily by aerobic exercise and dance groups. The John T. Vaughan Athletic Hall of Fame Room-named in honor of Tinkham Veale's classmate, life-long friend and business partner-welcomes visitors at the entrance to the complex and links the new facility with the Emerson Physical Education Center.
Veale Center is a primary site for intercollegiate indoor track and field competition, physical education instruction, and intramural and club sport interests of students, faculty, and staff.
Physical Education instruction and intramural/club sport activities at CWRU have increased markedly since 1990. The University now fields more than 600 intramural teams and 22 men's and women's varsity sports annually. "We've been at capacity for our indoor teams for several years, " said Glenn Nicholls, vice president for student affairs. "With additional courts, we can let the intramural program grow and have more attractive competition times."
The first athletic competition in Veale Center was a track and field meet on February 2, 1998. The facility will also be used to host other major events, such as scientific meetings, conferences and exhibitions.
More than a decade of planning went into the Veale Center.
The concept for a multi-use indoor athletic facility was part of a long-range plan approved by the Board of Trustees in October 1984. The addition of a new pool and racquetball courts in the late 1980s were the first phases of the plan. The Veale Center has been open for use by the University Community since September 1997.
Hastings and Chivetta Architects Inc. of St. Louis designed the project. Huber, Hunt, and Nichols Inc. of Indianapolis were construction contractors. Robert Hunt is a 1947 graduate of CSAS.

ALCO STANDARD CORP. - The Encyclopedia of Cleveland History
The ALCO STANDARD CORP., a leading firm in the manufacturing, distribution, and resource fields, was organized in 1965 by a group of entrepreneurs, which included Clevelander Tinkham Veale II as its principle founder and first president. He conceived the company's philosophy of "corporate partnership"--acquiring numerous, small, privately owned companies and allowing them to continue under their own management while providing them with financial support and advice.
Veale and John T. Vaughn first practiced this philosophy with the Cleveland-based Jackson Products Co., which they acquired in 1952 to manufacture and market technical products. They continued to acquire small, privately owned companies, organizing V&V Companies, Inc., in 1961 to pursue their goals. By 1964 V&V controlled 15 businesses. After Veale and V&V purchased major interests in Philadelphia's Alco Chemical Corp., Veale directed the V&V-Alco merger in 1965, which resulted in the Alco Standard Corp. The diversified company, headquartered in Pennsylvania, continued to broaden its holdings beyond the chemical, electrical, and metallurgical fields. By 1971 it had acquired 80 companies, including several from the Cleveland area: Pyronics, Inc. (founded 1953), industrial combustion equipment; Advanced Dynamics, Inc. (1957), thermocouples; the Cleveland Range Co. (1933), steam cooking equipment; and the Otto Konigslow Mfg. Co. (1846), metal stampings. Two of Alco's divisions, Specialty Products and the Metal Source groups, were also centered in Cleveland. Alco's diversity and acquisition policy brought phenomenal growth into the early 1980s. At that time, Alco Standard in Cleveland was the city's 7th largest corporation, with approx. 20 facilities in the area employing 2,000 people.
In January 1997 Alco Standard changed its name to IKON Office Solutions, Inc. The following year, the company's aggressive acquisition program was eliminated when James J. Forese replaced John Stewart as CEO. From 1998 to 2002, Forese led IKON through significant operational and cultural change as the company transformed from a largely decentralized holding company into an integrated operating company focused on document-management products and services. Jim Forese retired in September 2002 and Matthew J. Espe was named IKON's new president and chief executive officer. In February 2003, Espe replaced Forese as IKON's chairman. For the fiscal year ended September 30, 2002, IKON's revenues were $4.8 billion, with 600 locations worldwide.

Education:
In 1941 Veale graduated with a degree in engineering from Case Institute of Technology, of Case Western University

Tinkham married ERNST Harriett Alice in 1941 in Cuyahoga, Ohio, USA. Harriett (daughter of ERNST Alwin Charles and ERNST Charlotta Elizabeth Fawcett) was born about 1917 in Gates Mills, Cuyahoga, Ohio, USA; and died. [Group Sheet] [Family Chart]

Other Events and Attributes:

• Alt. Birth: Morn in the A.C. Ernst House
• Education: 1939, Cleveland Heights, Cuyahoga, Ohio, USA; Student
• Residence: 1939, Cleveland Heights, Cuyahoga, Ohio, USA; 2540 Fairmount Bv.

Notes:

New York Passenger Lists, 1820-1957
about Alwin C Ernst
Name: Alwin C Ernst
Arrival Date: 9 Aug 1937
Estimated birth year: abt 1881
Age: 56
Gender: Male
Port of Departure: Southampton, England
Ship Name: Queen Mary
Search Ship Database: View the Queen Mary in the 'Passenger Ships and Images' database
Port of Arrival: New York, New York
Nativity: Ohio
Line: 6
Microfilm Serial: T715
Microfilm Roll: T715_6021
Birth Location: Ohio
Birth Location Other: Cleveland
Page Number: 32
Port Arrival State: New York
Port Arrival Country: United States

View Record Allayne Ernst 9 Aug 1937 abt 1919 Female Southampton, England Queen Mary
View Record Alwin C Ernst 9 Aug 1937 abt 1881 Male Southampton, England Queen Mary
View Record Anna Fosdick Ernst 23 Aug 1937 abt 1869 Female Southampton, England Queen Mary
View Record Charlotta Ernst 9 Aug 1937 abt 1881 Female Southampton, England Queen Mary
View Record Frances Ernst 9 Aug 1937 abt 1914 Female Southampton, England Queen Mary
View Record Harriet Ernst 9 Aug 1937 abt 1917 Female Southampton, England Queen Mary

New York Passenger Lists, 1820-1957
about Alwin Charles Ernst
Name: Alwin Charles Ernst
Arrival Date: 13 Feb 1931
Estimated birth year: 1881
Age: 49
Gender: Male
Port of Departure: New-York
Ship Name: Vulcania
Search Ship Database: Search the Vulcania in the 'Passenger Ships and Images' database
Port of Arrival: New York, New York
Nativity: Ohio
Line: 16
Microfilm Serial: T715
Microfilm Roll: T715_4912
Birth Location: Ohio
Birth Location Other: Cleveland
Page Number: 42

View Record Alwin Charles Ernst 13 Feb 1931 1881 Male New-York Vulcania
View Record Charlotta Elizabeth Ernst 13 Feb 1931 1881 Female New-York Vulcania

New York Passenger Lists, 1820-1957
about Alwin Ernst
Name: Alwin Ernst
Arrival Date: 3 Sep 1931
Estimated birth year: 1881
Age: 50
Gender: Male
Port of Departure: New York, New York
Ship Name: Transylvania
Search Ship Database: View the Transylvania in the 'Passenger Ships and Images' database
Port of Arrival: New York, New York
Nativity: Ohio
Line: 18
Microfilm Serial: T715
Microfilm Roll: T715_5029
Birth Location: Ohio
Birth Location Other: Cleveland
Page Number: 104

View Record Allayne Ernst 3 Sep 1931 1919 Female New York, New York Transylvania
View Record Alwin Ernst 3 Sep 1931 1881 Male New York, New York Transylvania
View Record Charlotta Ernst 3 Sep 1931 1881 Female New York, New York Transylvania
View Record Frances Ernst 3 Sep 1931 1914 Female New York, New York Transylvania
View Record Harriett Ernst 3 Sep 1931 1917 Female New York, New York Transylvania

New York Passenger Lists, 1820-1957
about Alwin G Ernst
Name: Alwin G Ernst
Arrival Date: 13 Jan 1927
Estimated birth year: 1881
Age: 45
Gender: Male
Port of Departure: Bermuda
Ship Name: Araguaya
Search Ship Database: Search the Araguaya in the 'Passenger Ships and Images' database
Port of Arrival: New York, New York
Nativity: Ohio
Line: 18
Microfilm Serial: T715
Microfilm Roll: T715_3992
Birth Location: Ohio
Birth Location Other: Cleveland
Page Number: 176

Education:
Student

George married WALWORTH Grace E.. Grace (daughter of WALWORTH and WALWORTH Marie --Unknown--) was born in 1887; died in 1975; was buried on 16 Dec 1975 in Jackson, Mi. [Group Sheet] [Family Chart]

Notes:

Id#: 0766642
Name: Veale, Grace Walworth
Date: Dec 16 1975
Source: Plain Dealer; Cleveland Necrology File, Reel #163.
Notes: Veale. Grace Walworth Veale, beloved wife of George W. Veale Ill, mother of Elizabeth Urch, Tinkham Veale 11 and George W. Veale Iv and the late Meldrum Veale, grandmother of Harriett Leedy, Tinkham Veale Ill, Helen Gelboch, George Veale V and Thomas Veale, great-grandmother of Christian Leedy, Tinkham Veale Iv and Geoffrey Veale. Funeral Services Tuesday, Dec. 16, 3:30 p. m. at Fairmount Presbyterian Church Chapel. Burial private of Jackson, Mich. Donations welcome to Salvation Army. 5005 Euclid Ave., Cleveland, Ohio.
Arrangements by Joseph C. Schulte & Mahon-Murphy Funeral Home.

http://dxsrv4.cpl.org/WebZ/QUERY?sessionid=01-1842-1464993016

Other Events and Attributes:

• Census: 1930 Census
• Census: 1900, Cuyahoga Heights, Cuyahoga, Ohio, USA; Single
• Census: 1930, Cleveland Heights, Cuyahoga, Ohio, USA; 1930 Census
• Residence: 1939, Cleveland Heights, Cuyahoga, Ohio, USA; 2540 Fairmount Bv.
• Employment: 1942, Cleveland, Cuyahoga, Ohio, USA; Ernst and Ernst
• Residence: 1942, Cleveland Heights, Cuyahoga, Ohio, USA; 2540 Fairmount Boulevard
• Illness: 13 May 1948, Cleveland, Cuyahoga, Ohio, USA; Death from Heart Attack
• Religion: 14 May 1948, Cleveland Heights, Cuyahoga, Ohio, USA; Fairmont Presbyterian

Notes:

Id#: 0092095
Name: Ernst, Alwin Charles
Date: May 14 1948
Source: Plain Dealer; Cleveland Necrology File, Reel #023.
Notes: Ernst, Alwin Charles, beloved husband of the late Charlotta E. (nee Fawcett); father of Mrs. Peter Hallaran, Mrs. Tinkham Veale H. Mrs. Douglas Wick, Miss Joan Ernst and the late Mrs. H. S. L. Reno, jr.; suddenly May 13; residence, 2540 Fairmount Boulevard. Cleveland Heights. Funeral Saturday afternoon from Fairmount Presbyterian Church, 2757 Fairmount Boulevard at the family mausoleum at Knollwood Cemetery




Trips:
New York Passenger Lists, 1820-1957
about Alwin C Ernst
Name: Alwin C Ernst
Arrival Date: 9 Aug 1937
Estimated birth year: abt 1881
Age: 56
Gender: Male
Port of Departure: Southampton, England
Ship Name: Queen Mary
Search Ship Database: View the Queen Mary in the 'Passenger Ships and Images' database
Port of Arrival: New York, New York
Nativity: Ohio
Line: 6
Microfilm Serial: T715
Microfilm Roll: T715_6021
Birth Location: Ohio
Birth Location Other: Cleveland
Page Number: 32
Port Arrival State: New York
Port Arrival Country: United States

View Record Allayne Ernst 9 Aug 1937 abt 1919 Female Southampton, England Queen Mary
View Record Alwin C Ernst 9 Aug 1937 abt 1881 Male Southampton, England Queen Mary
View Record Anna Fosdick Ernst 23 Aug 1937 abt 1869 Female Southampton, England Queen Mary
View Record Charlotta Ernst 9 Aug 1937 abt 1881 Female Southampton, England Queen Mary
View Record Frances Ernst 9 Aug 1937 abt 1914 Female Southampton, England Queen Mary
View Record Harriet Ernst 9 Aug 1937 abt 1917 Female Southampton, England Queen Mary

New York Passenger Lists, 1820-1957
about Alwin Charles Ernst
Name: Alwin Charles Ernst
Arrival Date: 13 Feb 1931
Estimated birth year: 1881
Age: 49
Gender: Male
Port of Departure: New-York
Ship Name: Vulcania
Search Ship Database: Search the Vulcania in the 'Passenger Ships and Images' database
Port of Arrival: New York, New York
Nativity: Ohio
Line: 16
Microfilm Serial: T715
Microfilm Roll: T715_4912
Birth Location: Ohio
Birth Location Other: Cleveland
Page Number: 42

View Record Alwin Charles Ernst 13 Feb 1931 1881 Male New-York Vulcania
View Record Charlotta Elizabeth Ernst 13 Feb 1931 1881 Female New-York Vulcania

New York Passenger Lists, 1820-1957
about Alwin Ernst
Name: Alwin Ernst
Arrival Date: 3 Sep 1931
Estimated birth year: 1881
Age: 50
Gender: Male
Port of Departure: New York, New York
Ship Name: Transylvania
Search Ship Database: View the Transylvania in the 'Passenger Ships and Images' database
Port of Arrival: New York, New York
Nativity: Ohio
Line: 18
Microfilm Serial: T715
Microfilm Roll: T715_5029
Birth Location: Ohio
Birth Location Other: Cleveland
Page Number: 104

View Record Allayne Ernst 3 Sep 1931 1919 Female New York, New York Transylvania
View Record Alwin Ernst 3 Sep 1931 1881 Male New York, New York Transylvania
View Record Charlotta Ernst 3 Sep 1931 1881 Female New York, New York Transylvania
View Record Frances Ernst 3 Sep 1931 1914 Female New York, New York Transylvania
View Record Harriett Ernst 3 Sep 1931 1917 Female New York, New York Transylvania

New York Passenger Lists, 1820-1957
about Alwin G Ernst
Name: Alwin G Ernst
Arrival Date: 13 Jan 1927
Estimated birth year: 1881
Age: 45
Gender: Male
Port of Departure: Bermuda
Ship Name: Araguaya
Search Ship Database: Search the Araguaya in the 'Passenger Ships and Images' database
Port of Arrival: New York, New York
Nativity: Ohio
Line: 18
Microfilm Serial: T715
Microfilm Roll: T715_3992
Birth Location: Ohio
Birth Location Other: Cleveland
Page Number: 176

Family History:
A.C. Ernst and Arthur Young were very different people.
Young, born in Scotland in 1863 and a graduate of Glasgow University, was privileged and soft-spoken. His interest in investments and banking eventually led him to accounting. He migrated to the United States, settled in Chicago and, in 1906, founded Arthur Young & Co.
By contrast, the outgoing Ernst, born in 1881 in the United States, in Cleveland, was basically self-made. Following high school, he worked as a bookkeeper and, four years later in 1903, joined with his brother, Theodore, to start Ernst & Ernst.
Entrepreneurs and Innovators. Ernst pioneered the idea that accounting information could be used to make business decisions-the forerunner of management consulting. He also was the first to advertise professional services.
Young was profoundly interested in the development of young professionals. In the 1920s he originated a staff school; in the 1930s, his firm was the first to recruit from university campuses.
Both firms were quick to enter the global marketplace. As early as 1924, they allied with prominent British firms-Young with Broads Paterson & Co., and Ernst with Whinney Smith & Whinney. In 1979, Ernst's original agreement led to the formation of Ernst & Whinney.
These alliances were the first of many for both firms throughout the world-and they are the roots of the global organization today.
A New Power-Ernst & Young. Ironically, A.C. Ernst and Arthur Young, who never met in life, died within days of each other in 1948.
In 1989, the firms they started combined to create Ernst & Young. The new organization quickly positioned itself on the leading edge of rapid globalization, new business technologies, and continuous business change.
Both A.C. and Arthur have been gone for more than a half-century, but the sum of their legacies-innovation and drive, sensitivity and concern, honesty and trust-form the culture of today's Ernst & Young.
E&Y in its new HQ
Ernst & Young LLP is the U.S. member firm of Ernst & Young International Ltd., one of the Big Four global professional services organizations with 100,000 employees stationed throughout 140 countries. Ernst & Young audits over 100 of the Fortune 500 companies and has consistently posted double-digit growth and led its competitors in tax services and technology.
In April 2002, E&Y moved into its new, 37-floor U.S. headquarters at 5 Times Square in New York. And in May 2002, the firm began a significant expansion of its global reach, adding new offices and hundreds of former Andersen employees, including many former partners. As of 2004, the firm had 95 offices throughout the U.S.
At heart, a nice Midwestern firm
Ernst & Young goes back more than a century, to the 1890s in Chicago. At that time, many benighted American businesses had no notion of regulated accounting practice, and the government had yet to burden American taxpayers with the income tax. English businesses based in the U.S., however, knew better, and sent for British-trained Scottish accountants to look after their investments. One enterprising Scotsman, Arthur Young, set up an independent accounting firm in Chicago in 1894. This firm became Arthur Young & Company in 1906. Meanwhile, two brothers, A.C. and Theodore Ernst, Americans who had been quick to pick up on the accounting concept, launched a tiny accounting firm in Cleveland in 1903. A.C. Ernst had previously worked for the CEO of a large industrial firm and believed that accounting could be used to help corporate management make smarter, money-saving decisions.
Arthur Young and Ernst & Ernst got a big bounce in 1913, when the passage of the federal income tax suddenly created big business for tax departments. Arthur Young, growing steadily, formed a national partnership in 1921, uniting its five offices behind its new headquarters in New York City. Ernst & Ernst's expansion and promotion hit a snag in the early 1930s, when the American Institute of Certified Public Accountants (AICPA) adopted a policy prohibiting members from advertising. For a time, A.C. Ernst resigned from the association. Still, the financial chaos of the 1930s proved to be lucrative for both Arthur Young and Ernst & Ernst, as the Great Depression spawned new financial reporting regulations that increased the need for accounting and auditing services. To snare enough employees to meet demand that decade, Arthur Young began to recruit college students and to train them in its first staff school.

On April 3, 1948, Arthur Young, venerable founder of Arthur Young & Company, died in his sleep at his retirement home in Aiken, S. C. Only 40 days later, on May 13, Alwin C. Ernst, chief architect and active managing partner of Ernst & Ernst, suffered a fatal heart attack while having lunch in Cleveland.
In little more than a month, two icons of the accounting profession-and founders of two of its most prestigious firms-were gone. At the time, it seemed unlikely that their names would ever be linked so closely again. Except as business competitors, they appeared to have little in common. There's no record that the two ever met.
Young, 18 years older than Ernst, was born in Scotland in 1863 and immigrated to America in 1890. His tall, athletic presence belied a congenital condition that slowly robbed him of his hearing. Although he was an effective and persuasive speaker, he seldom spoke in public and, as time went on, did most of his communication in writing. Still, Young was an energetic and learned man, a brilliant organizer with a quick mind and quick wit. Never married, he came to regard his partners and employees as family. When he died, he left most of his estate to his firm's employee pension fund.
By contrast, Ernst, with his reddish hair and ever-present cigar, was bold and gregarious, striding through life on a "why not?" philosophy. Born in Cleveland in 1881 of hard-working German parents, Ernst believed that he could achieve any goal he set. At 21, he impulsively decided to quit his job, start a new business, and get married-all in a single weekend. He preferred A.C. to Alwin, people to privacy, and relished playing an up-front role in the various civic activities he championed. But above all, Ernst was a hard-driving competitor, whose creative mind produced a steady stream of new services and new ideas for growing his firm.
Both men had brothers for partners. Young started his first firm-Stuart and Young-in Chicago in 1894, but it was 1906 when he joined with younger brother Stanley to form Arthur Young & Company. A.C. Ernst's older brother, Theodore, was the other half of Ernst & Ernst, founded in Cleveland in 1903. Neither partnership endured. Stanley Young died in 1915, and Theodore left Ernst & Ernst in 1906 to pursue another career. A.C. was deeply disappointed with his brother's withdrawal, and it was perhaps more than coincidence that soon after he adopted a "no relatives" hiring rule that stood at his firm until 1989.
In his native Glasgow, Young was an honor student who earned an M.A. degree from Glasgow University in only three years. He then studied law and worked as a lawyer's apprentice, but his dreams of himself becoming a trial lawyer were cut short by his progressive deafness. As fate would have it, his law apprenticeship left him with a strong interest in financial institutions and the handling of trust estates. These interests and his keen analytical abilities eventually led him to choose accounting as his life's career. And he decided that America was the place to pursue it.
Ernst, on the other hand, was basically self-made. A product of Cleveland's public schools, he displayed an extraordinary skill for managing figures. After graduating from high school, he immediately went to work as a bookkeeper, took a few night courses, and spent the next four years learning the auditing profession from the ground up. At 21, he was ready to strike out on his own with a new idea-that accountants could do more than merely report numbers, they could produce information useful for making business decisions. It was the precursor to management consulting.
Despite his success, Arthur Young was no stranger to misfortune. In addition to his hearing loss and the untimely death of his brother, he suffered a riding accident in 1915 that cost him the sight in one eye. Two of his nephews were killed in World War I. Yet, according to those who knew him, nothing could dampen his energy or spirit.
"As a small boy, I was pleased by the rough tweed suits he wore, the silver sphere through which his necktie flowed in some mysterious manner, and the red apple he always had ready for me," recalled a neighbor from Arthur's early days in Chicago. "His face combined ruggedness and kindness, and his plentiful gray hair had a wave to it like the smoke from his pipe."
Young's generosity was legendary. During WWI, he donated all his savings to Scottish charities, leaving only his personal possessions and his capital in the firm.
But if Arthur Young was the woodwinds and strings of a great orchestra, then Alwin C. Ernst was brass and percussion. "There's 'win' in my first name and my initials spell ACE," Ernst once said. "Who could help but succeed with a name like that?"
Relatively small in stature, Ernst stood tall within the accounting profession for his boundless self-confidence and determination to challenge its conventions. He was an open proponent of advertising at a time when the promotion of services was considered unprofessional.
He was both salesman and service provider, and-to the dismay of fellow professionals-would frequently sponsor client seminars that presented his firm's ideas on controlling costs, streamlining operations, and increasing business. He was unswervingly committed to quality and value, believing clients should get "more than they paid for." He believed in civic responsibility, and his firm donated its services to such organizations as the Red Cross, Community Fund, and Salvation Army.
Ernst was among the first to envision the opportunities of a global organization. His handshake agreement with London's Whinney, Smith, and Whinney in 1924 led to the formation of Ernst & Whinney some 45 years later. Young's early association with Clarkson Gordon in Canada helped sow the seeds of today's North American firm.
Both A.C. Ernst and Arthur Young understood that their ultimate success was tied to the quality of their people. Young was widely respected for his ability to surround himself with highly skilled professionals and for the basic fairness of his organization. Ernst, too, was passionate about hiring only the best and the brightest and fostering an environment that encouraged creativity and rewarded performance. A line from his operating philosophy, written in 1920, emphasized the importance of people. "The success of Ernst & Ernst depends wholly upon the character, ability, and industry of the men and women who make up the organization."
By 1933, Arthur Young had lived nearly 70 years and built one of the world's most respected accounting firms. He retired from active leadership that year, but throughout the rest of his life remained an involved, paternal presence in the continued growth of his firm and its people.
A.C. Ernst remained the driving force behind Ernst & Ernst up to his untimely death, an event that was mourned well beyond the firm he founded and the Cleveland he loved. To the end, at age 66, he remained firmly focused on the future. Ironically, the man whose firm helped scores of clients chart their financial affairs died without leaving a will.
Both A.C. Ernst and Arthur Young have been gone for more than a half-century, but the sum of their legacies-drive and ambition, sensitivity and concern, honesty and trust-form the culture of today's Ernst & Young.
Together, they've inspired an entrepreneurial and innovative organization, with a deep commitment to integrity, quality, and value. It's a firm that puts a high premium on people, encourages ideas, and rewards achievement. And it's a firm deeply rooted in the communities we serve.
While neither man in his time could have envisioned the eventual merging of their two great firms, both A.C. and Arthur would surely be proud of the result-a global powerhouse built on strong principles, with a future that even they could not have imagined.

"There's 'win' in my first name and my initials spell ACE," Ernst once said. "Who could help but succeed with a name like that?"

The other half of the marriage, Ernst & Whinney, can be traced back to 1906, when Ernst & Ernst was founded in Cleveland, Ohio, as a partnership between Alwin C. Ernst and his older brother, Theodore C. Ernst. The firm took on its first additional partners in 1910 and from there the family tree expanded by immense and unforeseen proportions. By 1913, when income taxes began to be levied in the United States, the need for accountants swelled dramatically. By the 1980s the firm had become one of the largest members of the Big Eight. In one of its more publicized actions, Ernst & Whinney's audit paved the way for the 1979 government bailout of the Chrysler Corporation.


3. The estate of ALWIN CHARLES ERNST -- founder and senior partner of Ernst & Ernst, accountants. He died at age 66 with a gross estate valued at $12,642,442. Administrative, attorney and executor fees took $78,862. Ohio inheritance and federal estate taxes took $6,030,936. Then his debts took another $1,014,314. This left $5,518.319 for the heirs. This was over 56% SHRINKAGE of the estate

Gross Estate Settlement Costs Net Estate % Lost
Alwin C. Ernst, CPA 12,642,431 7,124,112 5,518,319 56


3. The estate of ALWIN CHARLES ERNST -- founder and senior partner of Ernst & Ernst, accountants. He died at age 66 with a gross estate valued at $12,642,442. Administrative, attorney and executor fees took $78,862. Ohio inheritance and federal estate taxes took $6,030,936. Then his debts took another $1,014,314. This left $5,518.319 for the heirs. This was over 56% SHRINKAGE of the estate



POSTHUMOUS MEMBERS
We salute these men and women -- inducted from 1996 to 1999--who are the foundation upon which Northeast Ohio's business community continues to build and prosper. See their stories at our Web site (www.inside-business). Alwin C. Ernst,
Death SSN Index:
Alwine ERNST Birth Date: 14 Oct 1905 Death Date: 15 Aug 1998 Social Security Number: 278-34-4510 State or Territory Where Number Was Issued: Ohio Death Residence Localities ZIP Code: 07109 Localities: Belleville, Essex, New Jersey

Leslie and I were offered the Stone House that was A. C. Ernst home in Gates Mill, Ohio after we were married if we wanted to move out there.

Name: Ernst, Alwin Charles Birth - Death: 1881-1948 Source Citation:
     Biography Index. A cumulative index to biographical material in books and magazines. Volume 5: September, 1958-August, 1961. New York: H.W. Wilson Co., 1962. (BioIn 5)
     The National Cyclopaedia of American Biography. Volume 42. New York: James T. White & Co., 1958. Use the Index to locate biographies. (NatCAB 42)
     Who Was Who in America. A companion biographical reference work to Who's Who in America. Volume 2, 1943-1950. Chicago: A.N. Marquis Co., 1963. (WhAm 2)


Possible relative:
Alwine ERNST Birth Date: 14 Oct 1905 Death Date: 15 Aug 1998 Social Security Number: 278-34-4510 State or Territory Where Number Was Issued: Ohio Death Residence Localities ZIP Code: 07109 Localities: Belleville, Essex, New Jersey

Our Namesakes
On April 3, 1948, Arthur Young, venerable founder of Arthur Young & Company, died in his sleep at his retirement home in Aiken, S. C. Only 40 days later, on May 13, Alwin C. Ernst, chief architect and active managing partner of Ernst & Ernst, suffered a fatal heart attack while having lunch in Cleveland.
In little more than a month, two icons of the accounting profession \emdash and founders of two of its most prestigious firms \emdash were gone. At the time, it seemed unlikely that their names would ever be linked so closely again. Except as business competitors, they appeared to have little in common. There's no record that the two ever met.
Young, 18 years older than Ernst, was born in Scotland in 1863 and immigrated to America in 1890. His tall, athletic presence belied a congenital condition that slowly robbed him of his hearing. Although he was an effective and persuasive speaker, he seldom spoke in public and, as time went on, did most of his communication in writing. Still, Young was an energetic and learned man, a brilliant organizer with a quick mind and quick wit. Never married, he came to regard his partners and employees as family. When he died, he left most of his estate to his firm's employee pension fund.
By contrast, Ernst, with his reddish hair and ever-present cigar, was bold and gregarious, striding through life on a "why not?" philosophy. Born in Cleveland in 1881 of hard-working German parents, Ernst believed that he could achieve any goal he set. At 21, he impulsively decided to quit his job, start a new business, and get married \emdash all in a single weekend. He preferred A.C. to Alwin, people to privacy, and relished playing an up-front role in the various civic activities he championed. But above all, Ernst was a hard-driving competitor, whose creative mind produced a steady stream of new services and new ideas for growing his firm.
Both men had brothers for partners. Young started his first firm \emdash Stuart and Young \emdash in Chicago in 1894, but it was 1906 when he joined with younger brother Stanley to form Arthur Young & Company. A.C. Ernst's older brother, Theodore, was the other half of Ernst & Ernst, founded in Cleveland in 1903. Neither partnership endured. Stanley Young died in 1915, and Theodore left Ernst & Ernst in 1906 to pursue another career. A.C. was deeply disappointed with his brother's withdrawal, and it was perhaps more than coincidence that soon after he adopted a "no relatives" hiring rule that stood at his firm until 1989.
In his native Glasgow, Young was an honor student who earned an M.A. degree from Glasgow University in only three years. He then studied law and worked as a lawyer's apprentice, but his dreams of himself becoming a trial lawyer were cut short by his progressive deafness. As fate would have it, his law apprenticeship left him with a strong interest in financial institutions and the handling of trust estates. These interests and his keen analytical abilities eventually led him to choose accounting as his life's career. And he decided that America was the place to pursue it.
Ernst, on the other hand, was basically self-made. A product of Cleveland's public schools, he displayed an extraordinary skill for managing figures. After graduating from high school, he immediately went to work as a bookkeeper, took a few night courses, and spent the next four years learning the auditing profession from the ground up. At 21, he was ready to strike out on his own with a new idea\emdash that accountants could do more than merely report numbers, they could produce information useful for making business decisions. It was the precursor to management consulting.
Despite his success, Arthur Young was no stranger to misfortune. In addition to his hearing loss and the untimely death of his brother, he suffered a riding accident in 1915 that cost him the sight in one eye. Two of his nephews were killed in World War I. Yet, according to those who knew him, nothing could dampen his energy or spirit.
"As a small boy, I was pleased by the rough tweed suits he wore, the silver sphere through which his necktie flowed in some mysterious manner, and the red apple he always had ready for me," recalled a neighbor from Arthur's early days in Chicago. "His face combined ruggedness and kindness, and his plentiful gray hair had a wave to it like the smoke from his pipe."
Young's generosity was legendary. During WWI, he donated all his savings to Scottish charities, leaving only his personal possessions and his capital in the firm.
But if Arthur Young was the woodwinds and strings of a great orchestra, then Alwin C. Ernst was brass and percussion. "There's 'win' in my first name and my initials spell ACE," Ernst once said. "Who could help but succeed with a name like that?"
Relatively small in stature, Ernst stood tall within the accounting profession for his boundless self-confidence and determination to challenge its conventions. He was an open proponent of advertising at a time when the promotion of services was considered unprofessional.
He was both salesman and service provider, and \emdash to the dismay of fellow professionals \emdash would frequently sponsor client seminars that presented his firm's ideas on controlling costs, streamlining operations, and increasing business. He was unswervingly committed to quality and value, believing clients should get "more than they paid for." He believed in civic responsibility, and his firm donated its services to such organizations as the Red Cross, Community Fund, and Salvation Army.
Ernst was among the first to envision the opportunities of a global organization. His handshake agreement with London's Whinney, Smith, and Whinney in 1924 led to the formation of Ernst & Whinney some 45 years later. Young's early association with Clarkson Gordon in Canada helped sow the seeds of today's North American firm.
Both A.C. Ernst and Arthur Young understood that their ultimate success was tied to the quality of their people. Young was widely respected for his ability to surround himself with highly skilled professionals and for the basic fairness of his organization. Ernst, too, was passionate about hiring only the best and the brightest and fostering an environment that encouraged creativity and rewarded performance. A line from his operating philosophy, written in 1920, emphasized the importance of people. "The success of Ernst & Ernst depends wholly upon the character, ability, and industry of the men and women who make up the organization."
By 1933, Arthur Young had lived nearly 70 years and built one of the world's most respected accounting firms. He retired from active leadership that year, but throughout the rest of his life remained an involved, paternal presence in the continued growth of his firm and its people.
A.C. Ernst remained the driving force behind Ernst & Ernst up to his untimely death, an event that was mourned well beyond the firm he founded and the Cleveland he loved. To the end, at age 66, he remained firmly focused on the future. Ironically, the man whose firm helped scores of clients chart their financial affairs died without leaving a will.
Both A.C. Ernst and Arthur Young have been gone for more than a half-century, but the sum of their legacies \emdash drive and ambition, sensitivity and concern, honesty and trust \emdash form the culture of today's Ernst & Young.
Together, they've inspired an entrepreneurial and innovative organization, with a deep commitment to integrity, quality, and value. It's a firm that puts a high premium on people, encourages ideas, and rewards achievement. And it's a firm deeply rooted in the communities we serve.
While neither man in his time could have envisioned the eventual merging of their two great firms, both A.C. and Arthur would surely be proud of the result \emdash a global powerhouse built on strong principles, with a future that even they could not have imagined.

Ernst & Young
Type: Private Company
Address: 787 Seventh Avenue, New York, New York 10019, U.S.A.
Telephone: (212) 773-3000
Toll Free: 800-688-3677
Fax: (212) 773-6350
Web:
Employees: 85,000
Sales: $10.9 billion (1998)
Incorporated: 1989
NAIC: 541211 Offices of Certified Public Accountants
SIC: 8721 Accounting, Auditing & Bookkeeping
Ernst & Young is the fourth largest public accounting firm in the world. The firm was formed in 1989 when the third largest accounting firm at the time, Ernst & Whinney (based in Cleveland, Ohio), merged with the sixth largest firm, Arthur Young (headquartered in New York), forming what, at the time, was the world's largest accounting firm. As of 1999 Ernst & Young stood as one of the "Big Five" accounting firms that dominated the accounting business. A private partnership, Ernst & Young was owned by its senior partners. Ernst & Young provided auditing services primarily to the world's largest corporations. In addition, it specialized in tax advice for multinational firms. In recent years, the firm increasingly moved into the business of management consulting, providing guidance to clients in such areas as risk management, mergers and acquisitions, and recent trends in worker-management relations. Other service areas included consulting on information technology and legal services.
The roots of Ernst & Young can be traced back well over 100 years to the formation of the auditing business and the development of generally accepted accounting practices, rules that became increasingly necessary with the rise of the multinational corporation and the intrusion of complicated taxes into private business. Prior to the 1989 merger, each of the two firms had enjoyed rich histories. Both rose from very small beginnings by capitalizing on the enterprise potential of accounting in its early years. Pioneer Arthur Young founded and headed the original Arthur Young firm back in 1895 in Kansas City after breaking from an earlier union of the firm of Stuart and Young in Chicago. In 1896 Young formed the firm of Arthur Young and Company with his brother Stanley, but by 1906 Young had completely terminated his unsatisfactory partnership with Stuart. Arthur Young and Company flourished for many years, slowly developing its reputation as "old reliable" for auditing, adding more and more partners throughout the years.
The other half of the marriage, Ernst & Whinney, can be traced back to 1906, when Ernst & Ernst was founded in Cleveland, Ohio, as a partnership between Alwin C. Ernst and his older brother, Theodore C. Ernst. The firm took on its first additional partners in 1910 and from there the family tree expanded by immense and unforeseen proportions. By 1913, when income taxes began to be levied in the United States, the need for accountants swelled dramatically. By the 1980s the firm had become one of the largest members of the Big Eight. In one of its more publicized actions, Ernst & Whinney's audit paved the way for the 1979 government bailout of the Chrysler Corporation.
Meanwhile, the Arthur Young firm endured a rocky decade in the 1980s. Long known for its reliable auditing practice and a clean, conservative interpretation of tax law, the company image was tarnished by events of the 1980s, many in the area of the national savings and loan scandal. For instance, Arthur Young was sued for $560 million for allegedly allowing Western Savings Association of Dallas to overstate its net worth by more than $400 million. In 1988 the Bank of England sued Arthur Young and collected $44 million after a bank that Young audited collapsed.
In contrast to the struggles of Arthur Young prior to the merger, Ernst & Whinney's business had thrived, with its management consulting practice growing faster than its audit and tax practice. In fact, at the time of the merger, consulting fees accounted for 24 percent of Ernst & Whinney's revenues, whereas only 17 percent of Arthur Young's revenues came from consulting.
In general, both firms thought that a merger represented a comparative advantage for each. Although both had heavy hitters for clients, Arthur Young's clients were mostly investment banks and high-tech firms on the East and West Coasts, while Ernst & Whinney had more healthcare and manufacturing industry clients concentrated in the Midwest and South. Internationally, Arthur Young had more clients in Europe, while Ernst & Whinney had established a presence in the Pacific Rim countries. Arthur Young's clients included American Express, Mobil, and Texas Instruments, while Ernst & Whinney had BankAmerica , Time, Inc., and Eli Lilly .
Although touted as a merger, the evidence suggests that the 1989 transaction that created the firm Ernst & Young was, in fact, an acquisition in disguise, with the stronger Ernst & Whinney swallowing up the floundering Arthur Young practice. Arthur Young had established a strong reputation over many years, although it was generally seen as a cautious and stodgy practice. But by the 1980s, after much of its traditional audit practice started to collapse and massive leveraged buyouts became an increasingly common practice in the business world, Arthur Young had difficulty competing in the cutthroat environment of the accounting arena.
Historically, the accounting business has seen increasing numbers of partners concentrated in a decreasing number of firms. In this respect, the birth of Ernst & Young in 1989 was the natural outcome of the cycle of competition that breeds concentration and expansion, thus leading to further rounds of competition. But for over half a century previous to the creation of Ernst & Young, eight firms had dominated the accounting business. The elite group was dubbed the "Big Eight" by Fortune magazine.
Following two major mergers in the 1980s (the Ernst & Young deal and the merger the same year between Deloitte, Haskins & Sells and Touche Ross), the Big Eight became the Big Six. All of the Big Six were private partnerships, meaning that all were owned by the firm's senior executives, which also meant that none of the firms were required to report their profits.
The Ernst & Young merger created a firm with 6,100 partners and two chief executive officers, Ray Groves from Ernst & Whinney and William Gladstone from Arthur Young. The newly formed firm had world revenues in 1989 of $4.27 billion , and its total sales eclipsed that established by a merger in 1987 of Peat Marwick and KMG Main Hurdman.
The actual merger in 1989 was essentially viewed as a smart competitive move, although some observers thought the merger might be difficult due to perceived differences in management styles, with Ernst & Whinney governed from the top and Arthur Young favoring a more decentralized management system. At the time of the merger Ernst & Whinney had 1,276 partners and 14,739 total personnel in 118 U.S. offices as well as 3,159 partners and 35,600 total personnel in 89 countries. The smaller Arthur Young had 829 U.S.-based partners and 10,652 total U.S. personnel in 93 offices; worldwide they had 2,900 partners and 33,000 total personnel in 74 countries.
There was a conflict at the time of the merger over each firm's "cola" clients. A conflict of interest existed in that PepsiCo had been an Arthur Young client since 1965, while Coca-Cola had been an Ernst & Whinney client since 1924. Coca-Cola forced the firm to dump PepsiCo, as Ernst & Young noted that Coca-Cola had been a client for a longer time and that Coke's annual audit fee was $14 million, a much higher figure than Pepsi's $8.8 million audit fee. (Note: Ann Leach, who's husband Willifred was a friend of Leslie and Joan Ernst in West Palm Beach, and like a grandmother to Leslie Ernst)

In one of its first business decisions following the merger, Ernst & Young began to move into computer-aided software engineering. This step reflected Ernst & Young's diversification into management systems and strategic planning services for businesses. Under the general heading of Development Effectiveness, these services capped a string of moves into computer-aided software engineering. The general thrust of the project incorporated management consulting, Total Quality Management, and process innovation. The process innovation services were sold worldwide, primarily to the insurance and banking industries.
However, as the newly formed firm faced the 1990s, it was steeped in the controversy surrounding the crisis of the savings and loan industry. Ernst & Young's audits of 23 failed savings and loans were investigated by the Office of Thrift Supervision under a subpoena issued in June 1991. OTS was formed by the federal government to recover losses from accounting firms that should have discovered improprieties during S&L audits and to impose fines on auditors for violations of accounting rules. Some of the thrifts that Ernst & Young audited included Charles Keating's failed Lincoln Savings & Loan (Irvine, California), Silverado Banking (Denver, Colorado), Vernon Savings & Loan (Vernon, Texas), and Western Federal Savings & Loan (Dallas, Texas), all of which experienced total losses of over $5.5 billion. The OTS subpoena required that Ernst & Young surrender one million documents from its work for the 23 failed S&Ls.
Several judgments were rendered against Ernst & Young in connection with the investigation. In July 1992, for instance, the firm paid a fine of $1.66 million to settle accusations that it helped Charles H. Keating, Jr., deceive the federal government about the health of his failing S&L. Moreover, former Ernst & Young partner Jack D. Atchison's license was suspended for four years by the accounting board of Arizona. He was accused of helping persuade five U.S. senators to intervene with federal regulators on Keating's behalf. In connection with this settlement, Ernst & Young paid $63 million to settle charges of wrongdoing in the Keating affair. Ernst & Young did not admit guilt, however, and the claim was paid largely by insurance. In total, some $204 million in fines were paid in this civil suit.
In another settlement, Ernst & Young paid $400 million to the federal government in compliance with a federal ruling against the company. The settlement secured recovery of losses attributable to audit failures. In addition, the settlement avoided huge litigation costs and assured that future audits of insured institutions would be conducted according to the highest professional standards. With potential claims that could have mounted to an estimated $1 billion, the ruling relieved Ernst & Young of concerns regarding future penalties involving S&L auditing improprieties. Ernst & Young also agreed to change its accounting practices and ensure that its partners meet federal guidelines for working with federally insured financial institutions. Some of Ernst & Young's partners were barred from doing such work and changes in banking laws required accounting firms to be legally responsible for sharing with regulators reports prepared for bank management.
Despite these troubles, Ernst & Young defied the rumors that it would fold. To eliminate overlap created by the merger and to reduce its payroll expenses, the firm cut its staff in 1991 and eliminated many partner positions. Although revenues had fallen slightly in the late 1980s, by the early 1990s revenues were modestly but steadily rising. Sales from Ernst & Young's risk management and actuarial services group rose 7.4 percent from 1990 to 1991, from $9.5 million to $10.2 million. Overall revenues rose from $5 billion in 1990 to $5.4 billion in 1991 and $5.7 billion in 1992.
The company garnered an increasing number of clients, and their involvement in such large projects as municipal insurance and environmental risk management consulting continued to grow. Revenues in risk management consulting went from $10.3 million in 1991 to $10.9 million in 1992. This increase reflected a growing market for these kinds of services. Moreover, major restructuring was taking place in hospitals and in the healthcare industry in general, creating a need for consultants. The traditional Ernst & Young mainstay, auditing, still fared quite well in the new firm's early years. By 1992, in fact, Ernst & Young performed the most audits of large publicly held multinational companies. It audited 3,231 companies with a total value audited of $10.228 trillion (based on asset figures for financial companies and sales for all other firms audited).
Ernst & Young's costly legal battles encouraged several changes in the mid-1990s. First, the firm hired a new general legal counsel, Kathryn Oberly, who reputedly made keeping costs down a higher priority than battling on principle. Second, the firm stepped up its expansion into consulting, an area much less fraught with legal responsibilities and their concomitant lawsuits than auditing. In addition to increasing its consulting in risk management, the company moved into information software products.
Ernst & Young also entered new business areas in the mid-1990s by developing alliances and by acquiring smaller companies. In 1996 the firm forged an alliance with Tata Consulting, headquartered in India. The same year, its alliance with ISD/Shaw gave the firm an entree into banking industry consulting. The firm moved into the petroleum and petrochemical consulting business in 1996 when it purchased Wright Kellen & Co. Ernst & Young created a new subsidiary with the Houston-based company, which they named Ernst & Young Wright Killen.
In 1997 Ernst & Young forged an agreement to merge with KPMG International , another Big Six accounting firm. The agreement came only weeks after the announcement of a merger between Price Waterhouse and Coopers & Lybrand, which would have created the world's biggest accounting firm, with $12 billion in revenues and a staff of 135,000. However, the Ernst & Young-KPMG International merger overshadowed that, with combined revenues of $16 billion and 160,000 people. According to Ernst & Young, the deal was designed to satisfy multinational clients who wanted an auditor and consultant with offices in every city in which the client had offices. In addition, the merger would have limited the risk of a liability suit severely damaging earnings and would have made greater economies of scale for developing new products or services.
Combining the two huge companies presented a formidable task, particularly because they were intense competitors. Between 1991 and 1997 KPMG had lost approximately 60 of its auditing clients in the United States to Ernst & Young. A larger problem than overcoming historic rivalries, however, was gaining regulatory approval. The Ernst & Young-KPMG International merger and the Price Waterhouse-Coopers & Lybrand merger would have furthered the consolidation of the major accounting firms into the Big Four, an outcome disturbing to many industry analysts. Along with fears that the relative lack of choice would encourage a rise in prices, there were fears among clients that the combined firms would make company secrets vulnerable to rivals using the same firm.
Citing the high cost of pursuing the merger and the uncertain regulatory outcome, Ernst & Young suggested in early 1998 that the two firms abandon their merger plans. Some analysts thought that the money and attention required to integrate the firms, at a time when all Big Six firms were expanding rapidly, also discouraged the merger.
Ernst & Young experienced substantial growth in 1997, despite being hit by a $4 billion lawsuit alleging the firm mishandled the restructuring of Merry-Go-Round Enterprises in 1993. Overall revenues rose from $7.8 billion in 1996 to $9.1 billion in 1997. A substantial amount of this growth was fueled by a 30 percent surge in tax advice revenues and an 18 percent increase in worldwide tax revenues, an area in which Ernst & Young led the Big Six. The firm also boosted its efficiency in 1997, raising its revenue per employee ten percent that year, to $238,360. Revenues continued to rise spectacularly in 1998, reaching $10.9 billion, a jump of almost 20 percent.
The Big Five, as they were called with the completion of the Price Waterhouse-Coopers & Lybrand merger in 1998, continued to diversify their services in the late 1990s. Revenues from consulting on tax issues, personnel, management, property, and personal finance swamped revenues from auditing for Ernst & Young. In 1999 the firm had plans to add a worldwide law practice to its stable of services. Ernst & Young already had associated law practices in several countries by the end of the century and planned to build a global staff of 4,000 by the year 2005.

Census:
Home: 1904 Windermere St, East Cleveland Ward 3, Cuyahoga, Ohio, Age=38, Birthplace= Ohio, Spouse= Charlotta F., Father Birthplace= Germany, Mother birthplace= Germany, Married, Home owned- yes, Able to read=yes, Able to write-yes,
Info:
Alwin, C.Ernst, 38
Charlotta F., 38
Ruth C Ernst, 13,
Frances N. Ernst, 15
Harriet A. Ernst, 12 yrs, 7 mos
Allayne C. Ernst, 11 mos
Lillian G. Barresch, 15, servant
Agnes Ewing, 32, servant
George H. Mohr, 32, servant
Carrie Dregalla, 41, Servant

Census:
Ernst, Alwin, Head of Hosehold, owns home, home value, $150,000, marri3ed, age 46, age at 1st marriage 21, education yes, owns radio yes, place of birth= Ohio, Father's birthplace= Germany, Mother's birthplace= Germany, citizen=yes, occupation= Public Accountant, managing partner, veteran=no.
Wife: Charlotta
Children:
Frances, Daughter, F, 15, S
Harriett, Daughter, F, 12, S
Allayne, Daughter, F, 11, S
Servants:
Agnes Ewing, W, F, 42, S, Scotland, Children's Nurse
Agnes Hazen, W, F, 47, M, Scotland, Cook, M
Hanna Crawford, W, F, 27, S, Scotland, Upstairs Girl
Helen Milne, W, F, 28, S, Scotland, Waitress

Employment:
1356 Union Com Bldg

Residence:
Alwin C. Ernst House
By: Deanna Bremer Fisher
In ninety years, three prominent Cleveland families have called 2540 Fairmount Boulevard home. The story of this house mirrors that of Euclid Golf, an early planned suburban development that benefited from the eastward spread of Cleveland's wealthy off of Euclid Avenue in the late 19th and early 20th centuries and continued to serve as a favored address for professionals and industrialists.
The first owner of 2540 Fairmount was Alwin C. Ernst, founder of the public accounting firm Ernst & Ernst, the forerunner of Ernst & Young. Ernst is credited with pioneering the idea that accounting information could be used to make business decisions and with inventing management consulting. Born in Cleveland in 1881, he attended West High School and a business college, and then worked as a bookkeeper for the Audit Company. In 1903, he founded Ernst & Ernst with his older brother Theodore, who left the company three years later. Alwin Ernst went on to build the business to more than 50 offices in the United States and two in Canada. When Ernst died suddenly after collapsing in the Union Club on May 13, 1948, Cleveland Mayor Thomas A. Burke said, "No matter what occasion in Cleveland called for a civic group to help out, you could count on Mr. Ernst to be in the group."

Illness:
Died while having lunch in Cleveland
http://www.ey.com/global/content.nsf/US/About_Ernst_Young_-_Namesakes

Religion:
Funeral Service
2757 Fairmount Boulevard

Buried:
Ernst Mausoleum

Alwin married ERNST Charlotta Elizabeth Fawcett about 1905. Charlotta was born on 21 Jul 1881 in Cleveland, Cuyahoga, Ohio, USA; died on 27 Dec 1947; was buried in 1947 in Mayfield Heights, Cuyahoga, Ohio. [Group Sheet] [Family Chart]

Other Events and Attributes:

• Funeral: 1947, Mayfield Heights, Cuyahoga, Ohio; Funeral Information

Notes:

Id#: 0092110
Name: Ernst, Charlotta F.
Date: Dec 29 1947
Source: Plain Dealer; Cleveland Necrology File, Reel #023.
Notes: Ernst, Charlotta F., (nee Fawcett), beloved wife of Alwin Charles, mother of Mrs. Frances Hallaran, Mrs. Harriett Veale, Mrs. Allayne Wick, Joan Ernst and the late Mrs. Ruth Reno, and four grandchildren; sister of Mrs. Harry R. Hayes. Services at the chapel of Fairmount Presbyterian Church Tuesday, Dec. 30, at 2:30 p. m. Interment in Knollwood Mausoleum.

Servants:
The following servants were living in the household at the 1920 census:

Lillian G, Barresch age 15
Agnez Ewing age 32
George H. Mohr age 32
Carrie Dregalla age 41

Funeral:
Birth:      Jul. 21, 1881
Ohio, USA
Death:      Dec. 27, 1947
Ohio, USA

Name: Ernst, Charlotta F.
Date: Dec 29 1947
Source: Plain Dealer, Reel #23
Notes: Ernst, Charlotta F., (nee Fawcett), beloved wife of Alwin Charles, mother of Mrs. Frances Hallaran, Mrs. Harriett Veale, Mrs. Allayne Wick, Joan Ernst and the late Mrs. Ruth Reno, and four grandchildren; sister of Mrs. Harry R. Hayes. Services at the chapel of Fairmount Presbyterian Church Tuesday, Dec. 30, at 2:30 p. m. Interment in Knollwood Mausoleum.

Buried:
Ernst Mausoleum

Notes:

Married:
Alwin was single in the 1900 census

George married TINKHAM Genevieve in 1882. Genevieve (daughter of TINKHAM Albert W. and THAYER Fiducia B.) was born in May 1858 in Iowa; died in Apr 1910 in Topeka, Shawnee County, Kansas. [Group Sheet] [Family Chart]

married WALWORTH Marie --Unknown--. Marie was born in 1867; died in 1910. [Group Sheet] [Family Chart]

Other Events and Attributes:

• Immigration: 1850; Immigration
• Census: 1880, Cleveland, Cuyahoga, Ohio, USA; 1880 Census
• Census: 1900, Cleveland, Cuyahoga, Ohio, USA; 1900 Census
• Residence: 1920, Cleveland Heights, Cuyahoga, Ohio, USA; 1904 Windermere St

Notes:

There is a good chance that John's Mother was named Margaret Ernst and she was in the 1860 census in Ohio with a son John that was listed as 19 yoa.

Orginal German name may have been Johann Jakob Ernst which is listed in the LDS database

Darmstadt is a city in the Bundesland (federal state) of Hesse in Germany . It is located in the southern part of the Rhine Main Metropolitan Area . It is also one the few cities (as opposed to smaller towns) in Germany which do not lie close to a river or coast.[citation needed]
It is historically dominated by administration (being the seat of the former Landgraves of Hesse-Darmstadt ), with industry (especially chemicals) as well as large science and tertiary education sectors becoming important from the early 20th century onwards.

Immigrated in 1850

Cleveland Necrology Files (Cleveland Public Library)
Saved Record from Search: na: (Ernst\\, John) Id#: 0092143 Name: Ernst, John C. Date: August 23, 1918 Source: Cemetery record Notes: Ernst-John C., aged 78 yrs., Thurs., Aug. 22, at 8:30 p. m., at residence of his daughter, Mrs. Pike. Funeral Sat., Aug. 24, at 2:30 p. m., from residence of his son, George 1558 Cohasset av. 1840 - 1918. Riverside Cemetery Cleveland, Ohio.

Census:
Age 40, occupation is tailor (cutter), and photo shows birthplce in Germany

Census:
Born Mar 1840, age 60, Married, Born Germany, (see Photo), immigrated in 1850, married for 31 years,

John married ERNST Mary --Unknown--. Mary was born in 1850 in Darmstadt, Germany; died on 12 Apr 1913. [Group Sheet] [Family Chart]

Notes:

According to the 1900 census Mary was the mother of 5 children

Ohio Death Certificates:
1. ERNST, Mary A. Death date: 7/29/1921, Cuyahoga County Volume #3624, Certificate #38145
2. ERNST, Mary M. Death date: 12/28/1925, Cuyahoga County Volume #4901, Certificate #68538

Cleveland Necrology files from the Clewveland Public Library
Id#: 0092142 Name: Ernst, Mrs. John C. Date: April 12, 1913 Source: Source unknown Notes: Ernst-Mrs. John C., Thursday, April 10. Funeral Saturday, April 12, at 2 p. m., from late residence, 3112 W. 25th st. Burial private.