 1858 - 1910 (~ 51 years)
Generation: 1
Generation: 2
Generation: 3
| 3. | VEALE Tinkham, II  (2.George2, 1.Genevieve1) was born about 1915 in Kansas; died after 2006 in Gates Mills, Cuyahoga, Ohio, USA. 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]
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| 6. | VEALE Meldrum (2.George2, 1.Genevieve1) Notes:
Id#: 0372103
Name: Veale, Meldrum
Date: Aug 9 1935
Source: Source unknown; Cleveland Necrology File, Reel #082.
Notes: Veale: Meldrum, age 19, beloved son of George and Grace Veale, formerly of Cleveland; brother of Tinkham, George jr., and Elizabeth. Burial 1815 Glen Dr., Jackson, Mich., Saturday, Aug. 10, at 2:30 p. m.
http://dxsrv4.cpl.org/WebZ/QUERY?sessionid=01-1842-1464993016
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