|Previous||1 of 2||Next|
"I believe that sometimes you have to slow down in the short run in order to speed up in the long run. In other words, it pays to invest in a good foundation to have a better house. This is an attitude, an approach, with which you have to come to terms for yourself." From his first trip to Beirut as a senior accountant to his recent tour as partner in charge of a major German engagement, John M. Crawford, now head of EO's International Department, has made this approach an integral part of his professional life. Jack, who returned to Executive Office lastyear, heads a department that operates in large part as a clearing house. It has administrative responsibility for our offices in Japan and South America and shares responsibility with Deloittes for offices in other parts of the world. EO International also provides communication between domestic and international clients, functioning as liaison where necessary. "We have to realize that there are differences in the way things are done inother parts of the world," Jack explained, "and then attempt to make these differences work to everyone's advantage—diplomatic dealings, you might say. In general the department sees that all bases are touched, that the quality is there and, most important, that the client is satisfied." Jack brings to the department the background, temperament and experience to fulfill these duties. Although he has spent many of his years with Haskins <SL Sells in international work, his career with the Firm has been a varied one. Not only did he spend twelve years in the New York office audit practice, but he has been in charge of recruiting and professional development for that office, and he headed the EO Research Department from 1968 to 1971. Born and raised in Montreal, Jack began working for an accounting firm at a time when the Canadian system, modeled on the British, hired high school graduates in a form of apprenticeship. When Jack's 12 family decided to move to New York City, the firm attempted to dissuade him; finally convinced that he was going, they prepared three letters of introduction. Two were sent directly to other firms, while the third Jack carried with him. "I am a bit of a wary Scotsman," Jack said, "and I knew in that case what had been written about me." An interview with James Anderson, a fellow Scotsman at Deloittes in New York, landed him a job on a six-month trial basis. Things proceeded well, and Jack decided to become a CPA. He began to develop the skills necessary to obtain certification. "I started going to Pace University at night. It took me six years to get my degree, but I was so eager to become a CPA that I would have done just about anything." A year after the move to Ne wYork, J ack's father died, leaving his son responsible for the family's welfare. Following a brief return to Canada ("where the Deloitte people were extremely kind and helpful") the Crawfords decided to settle permanently in New York, the city Jack had chosen for his future home. In 1954, two years after the Deloitte merger with Haskins &. Sells, Jack was a senior accountant with our Firm. Aramco, an oil-producing client, was building a railroad for the king of Saudi Arabia. This required a separate audit and Jack was asked if he would like to be the senior on the job. "After discussing the matter with my new bride Eileen, I responded with a definite 'yes,'" Jack said. "But after I was processed and ready to go, the assignment was canceled." Yet Jack seemed destined for the journey, for New York partner Lin Boyle soon asked if he would like to join the Aramco engagement. Jack was off on his first overseas trip and the first step on a path he would follow for much of his professional life. "It took us two days to get there," he recalled, "flying in an Aramco-owned DC-6. When we arrived in Beirut about 5:00 a.m., ready to be served breakfast, we found the nightclubs still going strong with music and belly dancers. That was my first impression of Beirut'.'Jack was responsible for three district audits in Saudi Arabia, which gave him the opportunity to travel within the country and become familiar with some of its people. This led to such exotic experiences as sharing strong Arabian coffee with a Bedouin tribesman in his tent on one of Jack's ventures into the desert. In 1959 Jack became a manager and was asked to assist New York partner Walt Ruschmeyer in hiring temporary help for the busy season. What started off somewhat informally soon became a full-time project, including visits to college campuses to interview students. "Pretty soon I was out of audit and into personnel," Jack said. "It's hard to evaluate exactly what you arelookingfor whenyou are recruiting. Of course there are the obvious factors like grades and class standing, but the intangibles are somewhat more difficult to pinpoint. You work almost by instinct." Yet, if Jack cannot verbalize the criteria, his instincts must have been right, for many of those he hired have gone on to successful careers with the Firm. Some, like Fred Heinzeller, Dan Bailey, Bill Rowe, John Coblentz, Peter Hoffman and Tom Lock-burner, have become partners. It's a track record to be proud of, and Jack admits to a justifiable satisfaction. J ack remained responsible for recruiting and professional development in the New York office until 1964, the year in which he was admitted to the Firm. At the dinner given for new partners, Tom Hogan and Lin Boyle informed him that he was to be the partner on the Aramco engagement. He would also be working with Schering- Plough, an international pharmaceutical company, at a time when the Firm had the opportunity to take over all of its foreign audit work. Jack was off and traveling again, this time to Europe as well as to Saudi Arabia. "That experience offered me even more exposure to the international side of our practice than I had previously had," he said. After five busy, productive years John Schumann asked Jack to speak with Emmett Harrington in Executive Office. Emmett's proposition to Jack: head the Research Department. "I had some reservations," Jack admitted, "but Emmett assured me that my qualifications suited the job. It turned out to be one of my more valuable experiences with the Firm." Jack recalls asking John Tillotson, the department's anchor man, just what the Research Department was. "John's response was simple, yet astute: It's whatever you want it to be.' I thought of it as an People m H&S: John M. Crawford
People in H&S: John M. Crawford
Crawford, John M.
Boyle, Lindsay R.
Bailey, Daniel A.
Rowe, William E.
Lockburner, Thomas C.
Hoffman, Peter A.
Hogan, Thomas B.
Schumann, John S.
Harrington, Emmett S.
Herrhammer, Karl A.
Haskins & Sells. Executive Offices
H&S Reports, Vol. 12, (1975 autumn), p. 12-13
|Source||Originally published by: Haskins & Sells|
|Rights||Copyright and permission to republish held by: Deloitte|
|Format||PDF page image with corrected OCR scanned at 400 dpi|
|Collection||Deloitte Digital Collection|
|Digital Publisher||University of Mississippi Library. Accounting Collection|