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I paid my first visit to th e Spartan plant on December 7, Its aircraft- manufacturing operations were ra ther limited; there were only some 60 workers employed in the factory.
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The pilot training school was much more activ e. It was, in fact, th e largest private flying school in the U. I'd just returned from a trip to Europe, which wa s already at war. I was convinced that the United States would eventually have to throw its weight into the war against the Axis. Consequently, I felt Spartan Aircraft would have an increasingly important role in the nation's defense program— but I could not guess then how very important it was destined to be.
Two years to the day after my first visit to Spar tan, the Japanese attacked Pearl Harbor and the United States was at war. It was in that same month that my bel oved mother died.
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It was a heavy blow. Although I was by then almost 50, I felt the loss as keenly as though I had still been a youngster. War news filled the newspapers. I had not been allowed to serve in World War One, and I now. I had studied celestial navigation and had owned—at various times in my life— three yachts, the largest a foot, tonner with. On the basis of this, I volunteere d for service in the Unite d States Navy.
To my. After exhausting all other avenues, I obtained an interview with Navy Secretary Frank Knox and pleaded my case. I told him I want ed a Navy commission and sea duty. I agreed that I did. I arrived in Tulsa as the working president of Spartan in February There was a tremendous amount to be done and very little time in wh ich to do it. Manufactur ing facilities—including factory space—had to be expanded, machinery a nd tools obtained, engi neers and technicians recruited and workers hired and trained by the thousands.
Despite bottle necks, shortages and setbacks, peak production was a ttained in less than 18 months. I remained in active and direct charge of Sp artan's operations throughout the War. Before it. By V-. J Day, the Spartan factory—employing more than workers at the peak— had turned out a. Among these were: sets of elevators, ailerons and rudders for B bombers; engine-mount sets for P fighters; Curtiss dive-bomber cowlings by the hundreds; Douglas dive-bomber control surfaces by th e thousands; wings for Grumman W ildcat fighters; tail booms for Lockheed P pursuits.
Spartan also produced N-l primary trainers on prime contract. Spartan's production record brought high commenda tions from the Armed Forces—tributes to the efficiency and loyalty of the men and wome n who'd worked for the firm and who did their part in helping to win the War. I stayed on at Spartan until to nurse the firm through the pangs of reconversion to peacetime production of hous e trailers.
Then once more I went back to my first and greatest business love— oil. My oil companies were prospering and were larger and more active than ever before, but it was time for additional expansion. Vast demands had been made on America's oil reserves by the.
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War, and post-War petroleum consumption was rising sharply throughout the world. Instinct, hunch, luck—call it what you will—told me the Middle East was the most promising locale, the best bet, for oil exploration. I had almost obtained an oil concession in th e Middle East in the s, but had allowed my chance to go by. Now I decided to seek a concessi on to prospect and drill there and make up for the opportunity I had lost. In February , Getty interests obtained a year conce ssion on a half interest in the so-called Neutral Zone, an arid, virtually uninha bited and barely explored desert region lying between Saudi Arabia and Kuwait on the Persian Gulf.
It was a gargantuan risk and many people in the petroleum industry once again openly predicted I would bankrupt my firms and myself. But, by , I could relax and enjoy a private last laugh at the expense of those who had prophesied my ruin.
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The Neutral Zone has proved to be one of the world's most valuable oil properties. Well after well has co me in and petroleum geologists conservatively estimate proven reserves in place in the regi on covered by my concession to exceed 13 billion barrels! With this tremendous reserve and with produc ing wells in the Middl e East and elsewhere bringing up millions of barrels of crude oil annually, it has been necessary to expand even further.
The companies have had to build and buy additional re fineries to handle the. Pi pelines, storage facilities, h ousing projects for workers and innumerable other installations and facil ities have been built or are abuilding. There is a new 40,barrel-a-da y refinery in Gaeta, It aly, and another with a 20,barrel-a-day capacity in Denmark.
In and , construction began on the first vesse ls in a fleet of supe rtankers. Several of these have been completed and are now in operation. This tanker-construction program is proceeding apace. Tonnage afloat and now under construction exceeds 1,, deadweight tons.
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Among the ships are truly giant supe rtankers displacing upwards of 70, tons. Regardless of what they produce, plants and businesses owned by Getty interests are orientat ed to steady expansion. Management is constantly seeking ways and m eans to increase output, and large-scale projects are under way to develop new products and to find new applications and uses for old ones.
By no means the least of the activities in which the companies are engaged are oil and mineral explorations, which are being conducted energetically on four continents. This, then, is the story of how I chose my road to success and how I traveled it from my wildcatting days in the Oklahoma o il fields, of how I've built my business and made my fortune.
To it, I would like to add a brief, high ly personal— and mildly rueful—footnote. For years I had managed—at least on the whole— to avoid personal publicity. Or rather, since I did nothing either to seek or evade it, I suppose it would be more accurate to say that personal publicity avoided me. This state of peaceful near-anonymity ended suddenly and forever in October , when Fortune magazine published an article listing the wealthiest people in the United States. My name headed the list, and the article labeled me a billionaire and "The Richest Man in America.
Since then, I've been besieged by requests to reveal exactly how much mo ney I have. I'm seldom believed when I reply in all honesty that I don't know, that there is no way I can know. Most of my wealth is invested in the businesses I own or control; I make no claims about the extent of my wealth and I really don't care how rich I am.
Today, the companies are thriving, and they're carrying out ambitious programs for further expansion. My primary concern and main interest lie in making certain that these companies continue to grow so that they can provide more employment and produce more goods and services for the benefit of all. My associates a nd I are convinced that the over-all economic trend is up and that despite the alarums and fears plag uing our era, the world is on the threshold of a prosperity greater than any in its history.
The door to the American Millionaire's Club is not locked. Contrary to popular modern belief, it is still quite possible for the successful individual to make his million—and more. There will always be room for the man with energy a nd imagination, the man who can successfully implement new ideas into new products and services. Anyone who has achieved success is frequently as ked the same question by the people he meets:. When I tell them how I began building the f oundations of my own business as a wildcatting operator more than four decades ago, they usually reply:.
You couldn't do it nowadays. No one could. I never cease to be astounded by the prevalence of this negative—and, in my opinion, totally. Certainly, there is a tremendous mass of evidence to prove that imaginative, resourceful and dynamic young men have more opportunities to achieve wealth and success in busi ness today than ever before in our history.
Countless alert and aggressive bus inessmen have proved this by ma king their fortunes in a wide variety of business endeavors in recent years. One man I know was a lower-bracket corporatio n executive when, in , he heard of the development of a new, particularly tough and vers atile plastic. He perceived that it would make an excellent and economical substitute for certain costly building materi als.
Using his savings and some borrowed money to buy the manufacturing license and to provide the necessary initial working capital, he went into business for hims elf producing and distributing the plastic. By , he was personally worth well over a million dollars. John S. Larkins, a young engineer, took ove r the Elox Corporation—a tiny Royal Oak, Michigan, electronics-equipment manufacturing firm—in Seei ng that there was a great and constantly growing need for electronic-control devices in industry, La rkins concentrated on developing and producing these items.
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By , he had made his first million on his own—mo stly by importing coff ee from Brazil. There are innumerable such modern-day succe ss stories. Among those with which I am personally acquainted, none is more telling or to the point than that of the late Melville Jack Forrester. After V-J Day, he found himself in Paris, out of work and low on funds.