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hadn't found out about the free meals and so forth. You have a stockholders' meeting. So I did chair the meeting. And I could probably give you a half dozen other incidents where I got thrown into things I knew nothing about, or, if I did know something about it, I had never really participated in an executive position. And --

Do you think that you were being tested in some way?

No.

Or, that was his style? He just wasn't there.

That was his style. He did tell me in that poolside conversation -- I think I did raise the question of my qualifications and I believe he said that my two equals -- there were the three of us that ran the company under Paul, that the two of them had gone to Paul earlier on and said that I should be made Executive Vice President when Paley came back. And that Kesten should be made President. And at that time I think they were envisioning Paley as Chairman, Kesten as President and me as Executive Vice President. So these guys were supportive.

I had good relations with Ream up until the day he left the company. And he left because his wife was dying of cancer. White never quite fully accepted me as his superior. I'm only talking the organization chart. He felt, I believe, that he knew more about business than I did -- true. I knew more about the company than he did. He had not been there as long as I'd been there. He came in from an outside position as a financial man. It was clear to me early on when the three of us were running the company, that he was going to be a