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solution. If I had one point of view and he had another, we would argue for awhile about the two points of view. If I finally would say, “Jack, it's going to be this,” he would smile and say, “Good,” and go out the door and never raise the question again and go right ahead and do it. But you could depend on his full support. I brought him in and told him that he had to get familiar with television because he didn't know anything about television at all. I knew very little, but he knew even less, although he had an enormous interest. I put him in charge, and then I eventually made the decision to break the company up into seven operating companies. He was made head of the television division. He quite properly said, “I've got to have this and that. I have to know how much money I have to operate.” I said, “Go ahead and work out a budget.” There's no better way to get an understanding of what you have to deal with than to build a business plan. He did. He had a five year plan. All of his key people -- of which there might have been seven or eight, it wasn't a big group -- and I were to meet on a day that had been selected as being convenient for our schedules to take the budget and go through it item by item so that we all understood why it was there, and what its limitations were, and so forth. I went to Paley and I said, “We're going to have this first budget review of a five year plan for television.”

This was just after the war? In '48 or '49?

I don't know when it was, but it was early on. Probably more like '48 than '46. Paley said, “No, he didn't have a reason to be there.” I said, “Bill, it's your money. We're going to spend a lot of money if this television is going to get off the ground.” “You go ahead and whatever you decide, just tell me about it.”

My heart was broken in a way, because I wanted him to be there to be with these kids to give