After two years of law school it was obvious that was no fit, so I found an entry level "management trainee' position in the Northwestern National Bank of Minneapolis' Trust Department which segued into 16 years in the Trust Investment Division (Security Analysis and Portfolio Management). Somehow this led the management to believe that I knew something about strategic planning which led to managing the bank's money position and then to the Presidency of a midsize affiliate, the NW National Bank of Saint Paul. The Harvard Advanced Management Program uprooted my Banco career and led to the absolutely unexpected role of the President of the Minneapolis College of Art and Design, a full time professional college offering degrees in photography, fine arts and design. In eight years, I rode the rollercoaster of academe with lows being a proposal by MCAD's trustees that the college should be handed to the University of Minnesota and hghs being working with the other Presidents of Minnesota Private Colleges. I also spent a year as Acting Director of the School of the Corcoran Gallery for a year during a major upheaval at that institution. In the early 1990s I went back into banking and trust work to try to make a little money and became a senior officer and director of the First Trust Company, a part of what was becoming the US Bancorp. Thus I am a legitimate retiree of both of the holding companies that became the co-subjects of my book. Besides the book, the last ten years have been filled with some successful disengagements from civic organizations and some not successful. Ella (Smith '55) and I have lived all around the Twin Cities, raised four distinct children into mid-maturity and are now enjoying watching them nurturing a following generation (four girls, four boys).
After two years of law school it was obvious that was no fit, so I found an entry level "management trainee' position in the Northwestern National Bank of Minneapolis' Trust Department which segued into 16 years in the Trust Investment Division (Security Analysis and Portfolio Management). Somehow this led the management to believe that I knew something about strategic planning which led to managing the bank's money position and then to the Presidency of a midsize affiliate, the NW National Bank of Saint Paul. The Harvard Advanced Management Program uprooted my Banco career and led to the absolutely unexpected role of the President of the Minneapolis College of Art and Design, a full time professional college offering degrees in photography, fine arts and design. In eight years, I rode the rollercoaster of academe with lows being a proposal by MCAD's trustees that the college should be handed to the University of Minnesota and hghs being working with the other Presidents of Minnesota Private Colleges. I also spent a year as Acting Director of the School of the Corcoran Gallery for a year during a major upheaval at that institution. In the early 1990s I went back into banking and trust work to try to make a little money and became a senior officer and director of the First Trust Company, a part of what was becoming the US Bancorp. Thus I am a legitimate retiree of both of the holding companies that became the co-subjects of my book. Besides the book, the last ten years have been filled with some successful disengagements from civic organizations and some not successful. Ella (Smith '55) and I have lived all around the Twin Cities, raised four distinct children into mid-maturity and are now enjoying watching them nurturing a following generation (four girls, four boys).