Richard Ford - Independence Day

It might really be, I thought, that all Karl Bemish needed was a little debt relief, a partner to consult with and oversee capital decisions while he ran the day-to-day. And for some reason (partly, I’m sure, because I shared a slice of nostalgic past with old Karl) I just couldn’t say no.

I said to him right out under the gum trees, with mosquitoes thickening around our two heads, that I myself might be interested in some sort of partnership possibility. He seemed not the least bit surprised at this and immediately started spieling about several great ideas he had, all of which I thought would never work and told him so as a way of letting him know (and myself too) that I could be firm on some things. We talked for another hour, till nearly one, then I gave him my card, told him to call me at the office the next day and said if I didn’t wake up feeling like I needed to have my brain replaced, maybe we could sit down again, go over his books and records, lay out his debts versus his assets, income and cash flow and if there weren’t any tax problems or black holes (like boozing or a gambling problem), maybe I’d buy in for a piece of his birch beer action.

All of which seemed to please the daylights out of Karl, from the evidence of how many times he nodded his head solemnly and said, “Yep, sure, okee, yep, sure, okee. Right, right, right.”

But who wouldn’t be happy! A man comes crashing out of the night into your place of business, apparently drunk and wrecking the shit out of your picnic table and petunia beds. Yet before the dust even settles, you and he are making plans to be partners and to haul you out of a mud hole you’d gotten yourself in by a combination of dumb optimism, ineptitude and greed. Who wouldn’t think the horn of plenty had been laid, big end forward, right outside his door?

And in fact inside of a month everything was pretty much in place, as the high rollers say. I bought into Karl’s operation at the agreed-to amount of 35 thousand, which in essence zero-balanced his creditor debt, and also — because Karl was completely broke — took a controlling interest.

I immediately got busy selling off the slush puppy and yogurt machines to a restaurant wholesaler over in Allentown. I got in touch with the company up in Lackawanna that sold Karl the dining car, “The Pride of Buffalo,” and they agreed to return a fifth of what they could get from reselling it, plus they’d haul it away. I sold off the copy and fax machines Karl had bought expecting eventually to further diversify by offering his roadway clients a wider variety of services than just birch beer. I eliminated several novelty food items Karl had also bought equipment for but never got operational because of space and money problems — a machine for making pronto pups; another, almost identical machine for (and only for) making New Orleans-style beignets. Karl had catalogues for daiquiri makers (in case he got a liquor license), a six-burner crepe stove and a lot of other crap no one in central New Jersey had ever heard of. It occurred to me during this time that after his wife’s death Karl may have suffered a nervous breakdown or possibly a series of small strokes that left his decision-making faculty slightly bent.

Yet pretty soon, by application of nothing but common sense, I had things under control and was able to split the proceeds of the equipment sales with Karl and to put back half of mine into working capital (I decided, on a lark, to keep the kitchen-on-wheels). I also filled Karl in on some of my own newly minted, commonsense-rooted business acumen, all of which I’d picked up around the realty office. The biggest mistake, I told him, was an impulse to replicate a good thing so as to try to make it twice as good (this almost never works). And the second was that people failed not simply because they were greedy but because they got bored with regular life and with what they were doing — even things they liked — and farted away their hard-won gains just trying to stay amused. My view was, keep your costs down, make it simple, don’t permit yourself the luxury of boredom, build up a clientele, then later sell to some doofus who can go broke making your idea “better.” (None of this had I ever done, of course: all I’d done was buy two rental houses and sell my own house to buy my ex-wife’s — hardly qualifying me for the trading pit.) I expounded these maxims to Karl while two enormous black men from Allentown Restaurant Outfitters were fork-lifting his slush puppy and yogurt machines out the back door onto a rental truck. It was, I thought, a vivid object lesson.

The last alterations I made in our business strategies were, first, to change the name of the place from Bemish’s Birch Beer Depot (too big a mouthful) to Franks, no apostrophe (I liked the pun plus the straightforward appeal). And on top of that I declared that only two things would a human being buy when he pulled off the road at our sign: a frosty mug of root beer and a hell of a good Polish wurst-dog of the sort everyone always dreams about and wishes they could find while driving through some semi-scenic backwater with a hunger on. Karl Bemish, a saved man now in his white, monogrammed tunic, paper cap and shiny dome, was of course promptly established as owner-operator, yukking it up with his old customers, making crude, half-assed jokes about the “bun man” and generally feeling like he’d gotten his life back on track since the much-too-early death of his precious wife. And for me, for whom it was all pretty simple and amusing, our transaction was more or less what I’d been searching for when I came back from France but didn’t find: a chance to help another, do a good deed well and diversify in a way that would pay dividends (as it’s begun to) without driving myself crazy. We should all be so lucky.

I emerge out of the woodsy Haddam back roads to the intersection with 31, over which a state utility crew with a cherry picker is just suspending the prophesied new stoplight, the crew members standing around in white hard hats and work clothes, watching the procedure as if it were an act of legerdemain. A temporary sign says “Your highway taxes at work— SLOW.” A few cars are pulling cautiously around, then heading off south toward Trenton.

Franks, with its new brown and orange mug-with-frothy-bubbles sign, sits kitty-cornered from the yellow highway truck. A lone customer car sits off to one side on the newly re-asphalted lot, its driver cool behind tinted windows. Karl’s old red VW Beetle is parked by the back door, the red OPEN card in the window. And as I park I admit I unreservedly admire all, including the silver kitchen-on-wheels converted now into a dogs-on-wheels, glistening in the corner of the lot, all polished up by Everick and Wardell and ready to be hauled into Haddam early Monday. Some quality of its single-use efficiency, its compactness and portability, make it seem like the best purchase I’ve ever made, including even my house, though of course I have scarcely any use for it and should probably sell it before it depreciates out of existence.

Karl and I have forged an unwritten agreement that at least once a week I drive out and troop the colors, a practice I enjoy and especially today after my disconcerting wire-crossings with the Markhams and Betty McLeod — neither one typical of my days, which are almost always pleasant. Karl, during our first year together, which included the market sinkhole last fall (we coasted through unfazed), has begun treating me like a spirited but slightly too headstrong young maverick boss and has reinvented himself as an eccentric but faithful lifelong employee whose job it is to snipe at me in a salty, Walter Brennanish way, thereby keeping me on a true compass course. (He is much happier being an employee than running the show, which I’m sure comes from years in the ergonomics industry; though I have never thought of myself as anyone’s boss, since at times I feel I’m hardly my own.)