Insight From an Insider in Minority-Contract Case
* Due to many reasons, I thought it prudent to decline an interview [“Abuses Mar Minority Contracting,” Small Business, Sept. 9]. However, I would appreciate the opportunity to provide some additional insight.
First, let me say that I do consider myself an individual with high moral integrity. I find lying, cheating--whether in business or dealing with people--utterly distasteful and unnecessary. My grandmother, Juanita Hope, was Zuni. I am proud of it. I have been self-employed since 1978.
Although Belinda Guadarrama may have some noble intentions, her agenda as a competitor no doubt fueled her zealous pursuit of this matter. Clearly, Orie Rechtman’s conflicting statements exacerbate the problems, but I will not have my name or the efforts of my past employees besmirched.
I worked very hard at Wareforce since 1992. I was married to Orie Rechtman in 1983. I had my own business at the time and joined Wareforce, working both jobs at the same time. I also had a son in elementary school in those years.
I am the only person in the company who has worked in each department. Yes, it is true my participation in accounting was minimal. Though I signed checks and interacted with the personnel, Mr. Rechtman did run that department. With his financial acumen, I thought that was best for the company.
It was I who independently did all the marketing, created customer service, made sales calls, did large presentations, trained employees, designed and implemented work processes, was in charge of facilities, moved the company three times, was human resources and operations and brought e-mail as well as phone systems and the corporate Web site to the business. I am certain there are more hats I wore. I was in charge and control of Wareforce. Mr. Rechtman’s sworn testimony of this is documented.
I stood tall and proud at all those woman-owned award ceremonies and never hesitated to accept the acknowledgment for my work, but never failed to give the true ownership of the awards to my employees. They are the ones that got the job done. They are the ones who made Wareforce grow. We used to have a truly special organization based on integrity.
My point here is twofold. One, a major flaw in the woman/minority-owned certification process is that it focuses on the financial “control” of the business. The contracts and accounting are vital yet take nowhere near the time and energy of truly running a business. True control and ownership begin with knowing how the business is capable of performing and how productive its employees are. This is where the system fails. Many women have a profound grasp of management and infrastructure that does not come with an MBA.
Second, it is absolutely fascinating that Mr. Rechtman recalls only after “subsequent conversations to refresh his memory I was in charge of the business from the time I became CEO.” We lived, breathed and did nothing but Wareforce-related things until our divorce in 1998. We often worked six days a week and our offices shared a wall. There was never a doubt I was CEO and chairman of the board.
Furthermore, he did not “get” Wareforce in our divorce settlement. Mr. Rechtman purchased my shares. We were the only members of the board. I cannot deny his recollection of my position was selective as fit his agenda. His admission that “his sworn declaration in the divorce is full of errors” speaks volumes.
These distortions are indicative of what can transpire when a woman does put her blind faith and trust into her husband. Unfortunately, in a divorce between business partners, it is not only the immediate family that suffers; the trust and dedication of good people gets devastated as well. I was forced out of Wareforce in a vicious manner. In fact, I had bodyguards at times, so that I could continue my duties at work. In the face of tremendous adversity, I tried to continue to do whatever was in my power to sustain Wareforce’s well-being.
Mr. Rechtman and I have always had very different philosophies. That I succumbed to humiliation, tirades and the brutal ego of my ex-husband I do not deny or regret. It was for the sake of decent, dedicated people, who had given their time and efforts to Wareforce, that I made the choice to leave.
As for our woman-owned status, I resisted pressure and refused to protest the loss of Wareforce’s certification. I could not in good conscience ask for approval when I was no longer in charge and knew I would be leaving. I am certain my story is not an isolated event. I would hope this side of the coin brings other wives and women business owners some enlightenment.
ANITA GABRIEL
Soquel, Calif.
