Thank you for taking a look at our site and for the time you are spending in getting to know us.  We hope we can return that favor.

To start with what will not really be a full CV today, I am first and foremost a proud dad and husband.  Andy, whom you've met here on-site if you didn't know him already, has extraordinary talent, experience, and expertise.  He's also a joy to work with and is now our leader.  What I haven't learned, he has - and has added to what he may have learned from me. Jeff, his brother, is a successful inventor, entrepreneur, computer specialist, market researcher, and Dad.  Sue, their mother, is the joy of my life and has the guts and appetite to still hear us talk business 48-hours a day.  Thankfully, she remains "of counsel" and is also a valuable member of the team.  Sue and I chose to move to South Dakota recently to turn the clock back to when the U.S. wasn't as congested and, perhaps, more down to earth.  But we still remain involved across the country and the globe.

Here's some information about my education, experience, and other background:

The University of Oklahoma conferred a degree on me in 1957.  I had double majors in Finance and Accounting, and completed several years of pre-law.  They sent me off to the military with an award as the Outstanding Male Graduate of 1957 and a Regular Army Commission.  After basic officer training at Ft. Benning, I attended Ranger and Airborne schools, spent nearly two years with the 1st Infantry Division and two years in Europe before returning to OU for a Masters Degree (again double majors; Economics and Urban/Regional Planning).

Between 1963, when I finished the Masters program, and 1968 when Dad I started our own company, I had opportunity to run a major portion of Tulsa's urban renewal program.  Added to my real estate experience prior to and during my military service, this gave me management, financial planning, public relations, appraisal, purchase and sale, auctioning, and federal regulatory experiences for which there is no price tag.  I also spent over three years with Oklahoma Mortgage Company where I was an officer and head of their commercial and industrial loan operations for Eastern Oklahoma.  This provided opportunity to represent (and wrestle with) nearly 50 national investors for whom we were loan correspondents. When we formed The Dorchester Companies, I also formed and headed six subsidiary companies involved with real estate consulting, management, development, syndications, and sales.  Dad headed the appraisal operations until we took on a contract for the reappraisal of all real property in Tulsa County. He retired about three years later and, to be able to handle both the real estate appraisal and consulting functions, I sold each of the other companies.

Based on the urban renewal work, I was asked to investigate the interstate land sale abuses of the mid-1960s and to propose solutions.  This led to participation in activities leading to passage of the Federal Interstate Land Sales Act, which was intended to stop the sale of swamp and desert land which was often not developable and to assist many who had been defrauded.  This also brought me into the New Towns Project which was mired in problems, but my Masters program work tied nicely into closing most of the failures that still existed and helping to save another.

The County revaluation work required computers if it was to be finished within three years from the time I was first contacted.  Small computers did not exist at the time so, building on a college class in computers I took in 1956, I worked with Wang Laboratories to adapt one of their machines and, with two helpers, created a software system which was used for the revaluations and later the revision of record systems for the County.  This gave me opportunity to learn computer programming and I also authored and developed software which sold hundreds of thousands of packages before the first IBM PC. The computer software company continued until 1986, when it was sold.

The years between the late 1960s and today have largely been a continuum of work in real estate counseling, appraising, education, leadership, and research.  Examples of some of our client work are elsewhere on this site, but organizationally we sold the company to Real Estate Research Corporation in 1985.  I was RERC president for several years before leaving to restart our original company.  The four RERC years were an incredible experience, with exposure to the nation's largest investors, developers and property owners.  The mix of RERC's appraisal and consulting functions into a single company was accomplished years before my tenure, but I witnessed the problems of separating the functions.  Appraisers tended not to know "why," and the counselors tended not to know "how much."  When we made adjustments not to change the disciplines but to emphasize the co-importance of each in major decision making situations, new music of accomplishment emerged. That has been the music of TDG in the years since.  

We're often asked, "How can such a small company do so much, and in such a short time?"  Work is seldom easy, but we have a simple solution: Know the best resource people in the world, have good relations with them, and call on them for participation when they can become effective members of a specially formed team.  Through fully vetting the needs of each engagement, developing management plans and resource requirements, and fitting our talents with those of others we operate without our limits, but as a much larger effective organization.  The same technique and principle applies when we are called in to participate with others as a team.  Those who have participated with us in major engagements often say their involvement was highly rewarding and a learning experience.  We feel fortunate to have their participation and to share with them for mutual benefit and that of our clients.

Our mantra is "to accomplish What?"  Our vehicles are "Why" and "How?"  Thoroughness trumps sloppiness while usually costing less and producing more in the long run.  We never want anyone to be better prepared, and here's where "to accomplish What" comes in.  Our litigation experience demonstrates how frequently the legal team and their client are in the same orchestra but playing different music.  Each may have provincial "givens and understandings" which are compounded when third parties such as judges, juries, witnesses, and experts are concerned.  We strive to make those things either not happen or at least become identified and dealt with.  Objectivity, purpose, thoroughness, and rigid attention to established goals are keys.

And "litigation" is a good poster child for decision making of all sorts.  At heart, we help to make decisions that are real, right, and relevant regardless of the nature of our services.  We'd like to show you how.