It wasn’t until over a decade later that I was to know my father was fired from his job in early 1964. His sin had been to search for a better job; one of the potential employers to whom he had applied contacted his manager and the rest was history. What I did know at the time was that we were moving. We were leaving Florida, where my sister and my parents and I had all been born, and moving to a little town in Georgia.
My father went to work as an accountant for West Point Manufacturing Company, a textile manufacturer headquartered in West Point, Georgia, population 4,000. I was eight and had just finished second grade when we moved there.
This was to become “home.” My parents had both grown up in a small town, and my mother thrived in that environment.
Within a couple of years, West Point Manufacturing merged with Pepperell Manufacturing to become WestPoint Pepperell, “the Company” as it was known to locals. I will not defend all the practices of this corporation nor pretend all days were halcyon, but this company provided the people of the little town of West Point with stability, with a reasonable income, and a fairly comfortable and safe life.
We lived through Vietnam and saw a couple of locals come home in boxes. We lived through the civil rights movement and saw our schools integrated, as well as the rise of several “Christian Academies” catering to white students. West Point’s was a story that would be told, with variations, across the South in the ‘60s, ‘70s, and ‘80s.
I graduated high school there in 1974, college a few years later. My parents were still there, still working, still paying their mortgage, thinking about moving back to Florida when they retired.
In 1989, my father turned 62. Although healthy, he had suffered a major heart attack and had bypass surgery a few years earlier. Plus, William Farley, owner of Fruit of the Loom, was making a bid for a hostile takeover of WestPoint Pepperell (WPP). With those things in mind, my father took early retirement. WPP was then billing itself as the largest textile manufacturer in the world.
William Farley, then chair of Farley, Inc., a holding company whose crown jewel was Fruit of the Loom, Inc., came into the picture. A former investment banker, Farley was a noted takeover artist who had had great success throughout the 1970s with leveraged buyouts, hooking up with investment banker Drexel Burnham Lambert in 1984. He acquired Fruit of the Loom as part of his 1985 purchase of conglomerate Northwest Industries, Inc.--a billion-dollar acquisition he pulled off with the help of emerging junk-bond specialist, Drexel. Farley then groomed the underwear company into a billion-dollar business.
In 1989, Farley launched a five-month, hostile battle to take over WPP and won. The price tag was $3 billion--much more than initially expected--and the deal complicated. Through the ad hoc entity, West Point Acquisition Corporation, Farley purchased 95 percent of WPP's stock at 20 times the company's 1988 earnings, planning to sell $1.6 billion in junk bonds to repay debt and buy the remaining public shares. But he was unable to raise the money when both the junk bond market and Drexel Burnham, Farley's investment banker, collapsed, and his West Point Acquisition Corporation found itself owing $800 million to banks and $700 million to bondholders.
Farley incurred $2.4 billion of acquisition debt in the purchase and had hoped to negotiate interim financing with a junk-bond offering handled by Drexel. He also planned to sell WPP assets.
This is called “venture capitalism” today—it’s what Mitt Romney’s old company, Bain Capital, does. It all sounds very clinical and legal and “good for the economy.” The real-life consequences for real people are quite different.
It had been years since I lived in West Point but my parents and many friends and relatives were still there, and I visited frequently. There had been rumblings and minor upheavals for years; Wal-Mart had opened a superstore and a number of local retailers went out of business as a result. Much of the fabric my father’s company made now went to overseas clothing manufacturers and was re-imported as finished goods. Textile plants were closing across the South as they sprang up in the Philippines and Thailand and Mexico. But the upheaval that was experienced from 1980-1989 was revisited a hundredfold in the next year. Uncomfortable rumblings were suddenly panicked collapse.
Company headquarters, a proud, modern, brick-and-glass 2-story office complex that was once a showcase, was shuttered. Farley carved off profitable divisions of WPP and sold them to the highest bidder, foreign and domestic. The several WPP mills in the immediate vicinity all closed. When you live in a one-company town and the company closes up shop, things get desperate. In 1989, I was 33. I had many friends from high school who had worked for the company and still lived there, who had acquired families and homes. They were now jobless and had mortgages on properties that wouldn’t sell for half of what was owed on them. Why would anyone want to buy a house in a town without any jobs? (Sound familiar?)
My father’s decision to retire proved propitious. Though they couldn’t sell their home, it was in good shape and the mortgage payments were comfortable on their income. Their dream of returning to their childhood home and spending their golden years near relatives was gone, but they were not uncomfortable nor unhappy staying where they were. Those younger than he were not so lucky however. People in their thirties and forties and fifties who had had relatively comfortable office jobs or reasonably well-paid manufacturing jobs were all now unemployed, all now desperately seeking employment in a suddenly much-shrunk market. Those lucky enough to find work were often making half their former pay or less.
The first couple of years were the roughest. Some smaller companies picked up some slack. The little telephone company, which had remained an independent, profited from deregulation and got into the long-distance market, became an internet service provider, and made some other forward-thinking moves and quite a few people ended up going to work for them over the years.
Twenty years after WestPoint Pepperell was chewed up and the bones spit out, Kia, the Korean car builder, opened a plant in West Point. Has my hometown recovered? As much as any place in America or the world these days. Unemployment is still high, but no higher than most places now. Property values rose when Kia announced the new plant. They have fallen some since, but seem stable. But it’s been twenty years of scrambling and diversifying and sacrificing to overcome the reckless acquisition and dismemberment of a sound, publicly-owned company. Everything that was done was legal, I’m sure. But the end result was that money was put into the pockets of William Farley and the other investors who staged the hostile takeover of WPP. And money was taken out of the pockets of my parents and the other workers and property owners in West Point, Georgia and Lanett and Valley, Alabama (the three towns adjoin and were all “company towns” for WPP). Was it a direct transfer? No, of course not. No one in Lanett wrote a check to Farley. But the people of Lanett, and Valley, and West Point, lost their jobs and their homes. If they managed to keep their homes, those homes lost value and, like most Americans, those homes represented the life savings of their owners. Because of Farley’s actions, they became poorer. And Farley and a few investors made a great deal of money.
And this, this is what Bain Capital and other ‘venture capital’ companies do. They buy up companies, extract what wealth they can, and put those companies back out on their own. A quarter of Bain Capital’s acquisitions have ended up like WestPoint Pepperell, a name in the history books. (http://thinkprogress.org/economy/2012/01/09/400404/ romney-bain-bankrupts-billions/). Let me make clear, as far as I know Bain had NOTHING to do with Farley’s acquisition of WPP; I am not blaming Romney or Bain for any of that.
But what happened to WestPoint Pepperell was made possible by the relaxing of financial regulations that started under Jimmy Carter and snowballed under Ronald Reagan. What the Republicans have been calling “wealth creation” for a generation has, in fact, been wealth extraction. WestPoint Pepperell has happened time and time and time again. Sometimes in small towns, sometimes in big cities. Sometimes with privately held companies, sometimes with publicly held companies. Sometimes it’s names we know like Maytag or American Motors. Often it’s names we never heard of unless someone we knew worked for the company.
I am not naïve. I will not say that all of WPP’s policies toward its employees were benign. Nor will I say all of its business practices were good for the community. But this quick, surgical extraction of wealth by basically one man impoverished thousands of people for a generation. And the pattern is repeated across America and across the world.
Yes, it’s legal. Our laws have been changed to make it so. The repeal of Glass-Steagall was the crown jewel of deregulation. And we have all, each and every American, each and every citizen of the world, paid a price for this.
Mitt Romney, already a son of privilege, grew immensely wealthy by making other people poor. Yes, he helped some get wealthy right along with him, but he helped many, many more lose jobs and homes and livelihoods.
* * * * * * *
In the spring of 1964 my daddy lost his job; a few weeks later, he found a new one. We turned down the back seat of the Opel station wagon, slid a mattress in, and my sister and I climbed in the back, along with a hamster, a toy fox terrier, and a five-gallon Tupperware with the contents of my aquarium in it. We drove 200 + miles through a hot summer day without air conditioning and arrived in the place my parents would call home until they died, decades later.
Many mamas and daddies have lost jobs over the last few years. Many children will be climbing into the backs of station wagons with the family dog this year, on a quest to find a new home.
What kind of world are we building for that second-grader who’s starting a new life this year? Is it going to offer the comfort and stability that his parent’s steady employment can provide? Is it going to offer some upward mobility? Some chance for higher education? Or is Bain Capital going to buy out that new employer in a few years? Now in fifth or sixth grade, the child will have to climb in the back of the station wagon once again, hoping to find another new home, another new situation? What kind of America are we building? What kind of America do we want?