The Financier by Theodore Dreiser

His four thousand dollars a year in these pre-Civil-War times was considerable. He was making what he considered judicious and conservative investments and because of his cautious, conservative, clock-like conduct it was thought he might reasonably expect some day to be vice-president and possibly president, of his bank.

This offer of Uncle Seneca to get him in with Waterman & Company seemed to Frank just the thing to start him off right. So he reported to that organization at 74 South Second Street one day in June, and was cordially received by Mr. Henry Waterman, Sr.

There was, he soon learned, a Henry Waterman, Jr., a young man of twenty-five, and a George Waterman, a brother, aged fifty, who was the confidential inside man. Henry Waterman, Sr., a man of fifty-five years of age, was the general head of the organization, inside and out—traveling about the nearby territory to see customers when that was necessary, coming into final counsel in cases where his brother could not adjust matters, suggesting and advising new ventures which his associates and hirelings carried out. He was, to look at, a phlegmatic type of man—short, stout, wrinkled about the eyes, rather protuberant as to stomach, red-necked, red-faced, the least bit popeyed, but shrewd, kindly, good-natured, and witty. He had, because of his naturally common-sense ideas and rather pleasing disposition built up a sound and successful business here. He was getting strong in years and would gladly have welcomed the hearty cooperation of his son, if the latter had been entirely suited to the business.

He was not, however. Not as democratic, as quick-witted, or as pleased with the work in hand as was his father, the business actually offended him. And if the trade had been left to his care, it would have rapidly disappeared. His father foresaw this, was grieved, and was hoping some young man would eventually appear who would be interested in the business, handle it in the same spirit in which it had been handled, and who would not crowd his son out.

Then came young Cowperwood, spoken of to him by Seneca Davis. He looked him over critically. Yes, this boy might do, he thought.

There was something easy and sufficient about him. He did not appear to be in the least flustered or disturbed. He knew how to keep books, he said, though he knew nothing of the details of the grain and commission business. It was interesting to him. He would like to try it.

“I like that fellow,” Henry Waterman confided to his brother the moment Frank had gone with instructions to report the following morning. “There’s something to him. He’s the cleanest, briskest, most alive thing that’s walked in here in many a day.”

“Yes,” said George, a much leaner and slightly taller man, with dark, blurry, reflective eyes and a thin, largely vanished growth of brownish-black hair which contrasted strangely with the egg-shaped whiteness of his bald head. “Yes, he’s a nice young man. It’s a wonder his father don’t take him in his bank.”

“Well, he may not be able to,” said his brother. “He’s only the cashier there.”

“That’s right.”

“Well, we’ll give him a trial. I bet anything he makes good. He’s a likely-looking youth.”

Henry got up and walked out into the main entrance looking into Second Street. The cool cobble pavements, shaded from the eastern sun by the wall of buildings on the east—of which his was a part—

the noisy trucks and drays, the busy crowds hurrying to and fro, pleased him. He looked at the buildings over the way—all three and four stories, and largely of gray stone and crowded with life—

and thanked his stars that he had originally located in so prosperous a neighborhood. If he had only brought more property at the time he bought this!

“I wish that Cowperwood boy would turn out to be the kind of man I want,” he observed to himself, meditatively. “He could save me a lot of running these days.”

Curiously, after only three or four minutes of conversation with the boy, he sensed this marked quality of efficiency. Something told him he would do well.

Chapter IV

The appearance of Frank Cowperwood at this time was, to say the least, prepossessing and satisfactory. Nature had destined him to be about five feet ten inches tall. His head was large, shapely, notably commercial in aspect, thickly covered with crisp, dark-brown hair and fixed on a pair of square shoulders and a stocky body.

Already his eyes had the look that subtle years of thought bring.

They were inscrutable. You could tell nothing by his eyes. He walked with a light, confident, springy step. Life had given him no severe shocks nor rude awakenings. He had not been compelled to suffer illness or pain or deprivation of any kind. He saw people richer than himself, but he hoped to be rich. His family was respected, his father well placed. He owed no man anything.

Once he had let a small note of his become overdue at the bank, but his father raised such a row that he never forgot it. “I would rather crawl on my hands and knees than let my paper go to protest,” the old gentleman observed; and this fixed in his mind what scarcely needed to be so sharply emphasized—the significance of credit. No paper of his ever went to protest or became overdue after that through any negligence of his.

He turned out to be the most efficient clerk that the house of Waterman & Co. had ever known. They put him on the books at first as assistant bookkeeper, vice Mr. Thomas Trixler, dismissed, and in two weeks George said: “Why don’t we make Cowperwood head bookkeeper? He knows more in a minute than that fellow Sampson will ever know.”

“All right, make the transfer, George, but don’t fuss so. “He won’t be a bookkeeper long, though. I want to see if he can’t handle some of these transfers for me after a bit.”

The books of Messrs. Waterman & Co., though fairly complicated, were child’s play to Frank. He went through them with an ease and rapidity which surprised his erstwhile superior, Mr. Sampson.

“Why, that fellow,” Sampson told another clerk on the first day he had seen Cowperwood work, “he’s too brisk. He’s going to make a bad break. I know that kind. Wait a little bit until we get one of those rush credit and transfer days.” But the bad break Mr.

Sampson anticipated did not materialize. In less than a week Cowperwood knew the financial condition of the Messrs. Waterman as well as they did—better—to a dollar. He knew how their accounts were distributed; from what section they drew the most business; who sent poor produce and good—the varying prices for a year told that. To satisfy himself he ran back over certain accounts in the ledger, verifying his suspicions. Bookkeeping did not interest him except as a record, a demonstration of a firm’s life. He knew he would not do this long. Something else would happen; but he saw instantly what the grain and commission business was—every detail of it. He saw where, for want of greater activity in offering the goods consigned—quicker communication with shippers and buyers, a better working agreement with surrounding commission men—this house, or, rather, its customers, for it had nothing, endured severe losses. A man would ship a tow-boat or a car-load of fruit or vegetables against a supposedly rising or stable market; but if ten other men did the same thing at the same time, or other commission men were flooded with fruit or vegetables, and there was no way of disposing of them within a reasonable time, the price had to fall. Every day was bringing its special consignments. It instantly occurred to him that he would be of much more use to the house as an outside man disposing of heavy shipments, but he hesitated to say anything so soon. More than likely, things would adjust themselves shortly.

The Watermans, Henry and George, were greatly pleased with the way he handled their accounts. There was a sense of security in his very presence. He soon began to call Brother George’s attention to the condition of certain accounts, making suggestions as to their possible liquidation or discontinuance, which pleased that individual greatly. He saw a way of lightening his own labors through the intelligence of this youth; while at the same time developing a sense of pleasant companionship with him.

Brother Henry was for trying him on the outside. It was not always possible to fill the orders with the stock on hand, and somebody had to go into the street or the Exchange to buy and usually he did this. One morning, when way-bills indicated a probable glut of flour and a shortage of grain—Frank saw it first—the elder Waterman called him into his office and said: “Frank, I wish you would see what you can do with this condition that confronts us on the street. By tomorrow we’re going to be overcrowded with flour. We can’t be paying storage charges, and our orders won’t eat it up. We’re short on grain. Maybe you could trade out the flour to some of those brokers and get me enough grain to fill these orders.”