As one of the employees affected by the closing of Interstate Iron Works Corp., it came as a complete shock (ENR 3/21 p. 25). We felt the Times project would secure our jobs for at least another year or two. I can try to understand Robert G. Abramson’s plight. However, the events leading up to the demise of Interstate did not happen overnight.

In a memo handed to the employees on that last day, it was noted that "Interstate employees have and will continue to be the top priority for payment." It is now over three months since the closing and we have not seen a dime. Employees are still owed for seven days of wages, four vacation days, and employees’ contribution to our 401K plan, in addition to the employers’ contribution. It is also our understanding that we would be owed 60 days of wages because we were not given advance warning of the closing.

We all know that there is life after Interstate and we are doing our best to move forward. The issue here is only getting what is due us, nothing more.

JEFFREY R. FRANKENFIELD
FST–Local 594
Shopmen Ironworkers
Hellertown, Pa.

As the former CEO of Interstate Iron Works, I read with keen interest your article about Interstate’s demise. I wish to make my own personal comments about our industry. Having my real story told will serve as a hard lesson to others. The recent court ruling against AMEC in favor of Interstate is at best a silent victory. In my own words "a lot, but too late." Many additional lessons can be learned beyond the written story and legal issues.

• As every subcontractor or contractor gears toward growth, be aware of additional fixed overhead that "will come to haunt you in a downward cycle." Take on a multitude of projects.
• Develop a strategic plan for both sides of the cycle and stick to it. Joint ventures are a way to take on larger work, but not all the inherent financial risk.  
• Take good care of your own. By overpaying your top employees, you will not need to worry about job hopping and you will get the best in the industry.
• Run your company as a profit center, not as an ego center. After 87 years of success it only took a series of unexpected events to take us down.

I have always strived to treat employees with dignity and respect as they were the very backbone of our firm. I believe the orderly liquidation route that I chose was the best choice. Until various collection actions, auction proceeds accounting and property sales are done, no distributions to staff can be made, with the exception of the 401(K) plans. Any ex-employees can directly contact the firms handling the distributions. I apologize for the length of time these steps take but they remain out of my control.

ROBERT G. ABRAMSON
New York, N.Y.