YALE UNIVERSITY LIBRARY 1936 The City of Detroit Michigan 1701-1922 VOLUME IV DETROIT— CHICAGO THE S. J. CLARKE PUBLISHING COMPANY 1922 HENRY B. LEDYARD BIOGRAPHICAL HENRY BROCKHOLST LEDYARD, railroad ex ecutive and philanthropist, was born in the American Embassy, Paris, France, February 20, 1844, son of Henry and Matilda (Cass) Ledyard; brother of Lewis Cass Ledyard, lawyer and capitalist of New- York; grandson of General Lewis Cass, the most prominent figure in the history of Michigan; great-grandson of William Livingston, member of the continental con gress and governor of New Jersey, and great-great- grandson of Philip Livingston, second lord of the Manor of Livingston. At the time of the birth of the subject, General Cass was United States minister to France, while Henry Ledyard, father of the subject, was secretary of legation in Paris. Henry Ledyard was an alderman in Detroit during 1849-50; was a member for six years of the first board of water com missioners, and was mayor of Detroit in 1855. Henry Broekholst Ledyard received his preliminary education at Washington A. Bacon's Select School for Boys in Detroit. He was appointed a cadet at large to the United States Military Academy at West Point by President Buchanan, while General Cass was secretary of state in the Buchanan cabinet. He was graduated at West Point in 1865 and on the day of his graduation was presented with two commissions, first and second lieutenant. He was assigned to the Nineteenth Infantry and he served successively as quartermaster of his regiment, brigade quartermaster and chief of the commissary officers of the depart ment of Arkansas. Later he was transferred to the , Thirty-seventh Infantry as quartermaster and then to the Fourth Artillery, with which he was detailed - chief of subsistence on the staff of General Hancock, department of Missouri. He was in the field against the Indians in 1867 and for a year he was assistant professor of French at West Point. When the army was reorganized in 1870 and materially reduced, he acted on the advice of General Sherman and obtained a leave of six months to try his hand at railroading. He entered the engineering department of the North ern Pacific Railroad, then under construction, but in the same year he transferred his affiliation to the Chicago, Burlington & Quincy Railroad Company a» a clerk in the operating department. A month later he resigned his army commission. His advance was rapid. Two years later he was assistant superintendent of the road and the next year was advanced to super intendent of the eastern division. In 1874 he was made assistant to William B. Strong, who had been shifted by James F. Joy from the Burlington to the Michigan Central Railroad Company as general super intendent. The following year Mr. Ledyard took over the duties of chief engineer in addition to those of assistant- general superintendent. Two years there after he was made general superintendent of the road, succeeding Strong, who was returned to the Burling ton. The following year he was promoted to general manager. The Michigan Central at this time was credited with being little better than a third-class road. A floating debt of a million and a half dollars stood on its books. Its roadbed, train equipment and build ings were in poor shape. A few years later the Van- derbilt interests acquired control of the road and Joy retired as president in favor of William H. Van- derbilt. It was Ledyard 's idea to keep away from the issuance of bonds and stock-jobbing. This pleased the new owners and he was given full rein. In 1883 Vanderbilt turned over the presidency ta him. He was one of the first of the younger railroad executives to fall in with the Newman theory of doubling the capacity of cars and having longer trains pulled by more powerful locomotives, thus reducing the cost of freight transportation. With this idea in mind, he proceeded to tear out and junk practically every steel railroad bridge in the eastern division; rebuilt scores of miles of trackage and roadbed, and elim inated as nearly as passible the curves and steep grades. When reconstruction work was completed the road was operating freight trains of eighty cars as against the former maximum of thirty, and the capacity of these cars had been doubled. The entire cost of this work was paid from the earnings. Then he started a campaign to create new business for the road. At this time he said to a friend: "I came to the con clusion that to get new business we must provide facilities for men to make new business profitable. To encourage manufacturers to build on our 'lines by giving them shipping facilities as good as they could get in any other center." He had six miles of ter minals built at River Rouge before a single industrial plant was located in that district. His whole idea of the proper manner to conduct a great railroad was ' ' service to all. " As a railroad chief his ^est Point training stood him in good stead. Obedience was a cardinal principle upon which he insisted. Careless ness was not countenanced an