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WHO’S WHO

  HEADLINES [click on headline to view story]:
 
Successfully Yours
  
A talk with Richard Dutton


Ellis Varnado Jr.

Ellis Varnado Jr. is the strikingly tall, athletic and gregarious, Afro-American who is the purchasing director for worldwide purchasing for the world’s biggest automaker’s Eastern Seaboard division, General Motors (Thailand).

Ellis is actually the fourth to bear that name in his family, with two on his mother’s side and the third his father. He was born in Mobile, Alabama, in the deep south USA. The youngest of five children, his father was a labourer and his mother a domestic. At that time Martin Luther King was drawing attention to the racial prejudices and the governor of Alabama was photographed barring Afro-Americans’ entrance at the gates of “white” universities.

The early days were tough, “I grew up in a black ghetto. My parents worked two to three jobs just to keep food on the table. We were poor, but I didn’t know it, because everyone around us was poor as well.”

Young Ellis moved to New Orleans for his high school education, but admits that he did not enjoy school too much, but was influenced by the good teachers he had in his last two years at school. “Through them I pulled it together to get good grades, but nothing ever came easy.” On the other hand he was a natural athlete, playing many sports, baseball, basketball, football and athletics.

However, his grades were good enough for him to get an academic scholarship rather than a sporting one, which in conjunction with some government grants and loans enabled him, aged 17 years, to go to university for four years to do majors in accounting and business. I asked him why he chose that direction and he replied frankly, “Numbers came naturally to me. I was in the top 10% in school in math.”

Ellis believes he was very lucky with his choice of Dillard University, a small Afro-American campus in New Orleans. “You got personal attention. It was a caring environment. I needed somewhere to grow up.”

During his university life he almost joined the American Marines. He had a dream of being a pilot and sat and passed the entrance examination. However, before his date of admission to the forces he scored a summer job in an accounting firm. “I got a taste of the good life - and the money - and never thought of the Marines again.”

By his final year at Dillard the major corporations had begun looking at talented Afro-Americans and Ellis had many interviews and job offers. Three of these were from different divisions of General Motors and he accepted the position as a junior accountant with GM Trucks in Pontiac Michigan.

General Motors, being the huge conglomerate that it is, allowed the developing Ellis to move around within its structure. It also allowed personal development and Ellis changed his focus in the business world. “I found that being an accountant was boring. I like people. I wanted to be an impact player.” The area that Ellis felt he could become involved with to impact on that bottom line was to be that of a buyer, and he went to Delphi-Packard (a GM company) to be just that.

At last he had found the niche that allowed him enough freedom to move and be that impact player. However, there was someone who was to be of an even greater impact on him. 15 years ago he married his wife Brenda. “For me it was love at first sight, but for her it was a little harder,” he said laughing at himself as he said it. They are still married and by choice they do not have children. “Growing up I was able to survive because I was a leader, but peer pressure is hell for kids between the ages of 12 and 22. During the late 70’s and early 80’s I did not feel it was the right time to raise a kid. I did not feel comfortable to accept that responsibility. It scared me.” Those who have seen the problems for today’s children, associated with the worldwide drug culture, would relate to his sentiments.

In the mid 90’s, Ellis was asked by GM to come to GM Corporate and was given a posting to China in 1996 as a worldwide purchasing manager. There his responsibilities were to negotiate on the machinery and construction side of the new GM facility being built there. He was truly an impact player, but after the plant was commissioned his job was over.

But GM was not finished with Ellis Varnado Jr. He was promoted to become a purchasing director and came to Thailand in 1999, in the position that he still holds.

Success to Ellis is, “To do something that you enjoy doing, something that you’re good at and happy with.” With that definition, is Ellis a success? Undoubtedly. “I’m doing what I want to do and I’m good at it. I’ve got a great wife, a great job and friends and acquaintances galore.”

His advice to those who would emulate his success is simply, “Get a good solid education and develop a good work ethic. Don’t be afraid of failure - you’ve got to take chances.” His final advice was, “Do unto others as you would have others do unto you.”

That biblical quotation was not one given lightly either. Ellis is a committed Christian. “I feel that I have been blessed and guided by God. That’s where I draw my source of energy from. I come from a religious family which teaches you to learn right from wrong.” All spoken with conviction and obvious sincerity.

In many ways Ellis Varnado Jr. is a wonderful role model for Afro-Americans today. He is successful and in his own words, “I’ve done everything I wanted to do. I work hard - I play hard. I’m in corporate America, but I’m still carefree.” And long may you continue that way, Ellis!

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A talk with Richard Dutton

Leader of the pack (of Spotted Dogs)

This past weekend, Richard Dutton lead his pack of “Dogs”, the rugby team from the Royal Selangor Club in Malaysia, to Pattaya to have a game with the Pattaya Panthers and a “royal” piss-up at Shenanigans, The Irish Pub. Richard told us the following about himself:

“Played most of my rugby in Malaysia. Had the privilege of playing for the RBSC in the early till late 70’s.

Richard Dutton

During the time in RBSC, famous Thai players like Apirat, the Lenburi brothers, Vate and Van, and of course the old stalwarts of RBSC, Trepope, Pow and Pong were my contemporaries.

The RBSC were then mainly made up of expats and the above named were the few Thais playing for the club.

It was indeed a shock when one of the current players of RBSC approached me and called me uncle in Royal Selangor Club’s last visit to RBSC in 2000. He is the son of either Pow or Pong. I forget, my apologies.

Upon my return to Malaysia, it was natural to make a beeline for the RSC having played against them in the interport between RBSC and the RSC.

At the peak of my playing career, as captain of Selangor, I suffered a severe neck injury playing another interport, the SCC; this injury put paid to any ambitions I had for playing for the country.

With the rugby bug fully integrated into my system, I took up the next best things available, refereeing and managing the team. Refereeing was short lived so I now stick to managing the RSC, or Dog as we are popularly known.

It is an intricate balance as not only do we want good strong sides but we also have to make sure that contributions to local development are part of the plans. Contributions in the form of providing a decent opposition and hopefully raise our own home grown for the state and country.

Nowadays we have three of our players playing for the State of Selangor. Of the three, two of them would have been first choice for the national squad. Due to work commitments they have declined the call up. That is our predicament.

We do develop the local into good quality players but there comes a time when work takes priority over the game.

The Dog is a transient team - on our best day we can take on the national team and beat them and our bad days we can lose to the weakest team in the country.

Consistency and player availability are the biggest challenge and problem. Can you imagine practice on a Thursday with one set of players and then play on Saturday with another set?

We have reached a point now that the team is selected only on the field before kick off. There has been numerous times when the coach and I have to kit up (he is 58 and I’m 52), thankfully it has not reached a point when we actually have to take to the field.

As in most clubs, the onus of running and keeping the team together falls on the shoulders of one person; fortunately being my own boss allows me the luxury of undertaking this task, motivated mainly by keeping a rugby team together and ensuring the Dog is represented in all key tournaments is what drives the coach and I on.

Dog players have a tradition of being the biggest delinquents in the rugby fraternity, the pranks, the idiocy off the field, the partying, the camaraderie, the bonding, the tours that seems to be our unification factor.

Obviously we would like to be a champion team and occasionally we achieve that, when the opposition is playing at the poorest and we at our best.

I am very proud to be a prop of the Royal Selangor Club both in my playing and now in my non-playing days. Proud that we are always there, proud that we take on the best, proud that we are the best rugby club in the country; winning is only one element that makes a good club. The Royal Selangor Club is a pedigree in every sense of the word.

Most of the Dog players are executives and as such cannot commit to the demands of the modern game, where fitness and unit skills are essential key components. The Dog depends a lot on individual skills to pull them through. This predicament is a trademark of the Dog, one day at its best the next at the lowest.

In view of this there is now a strong drive to increase locals into the team, but this is further hampered by the high cost of entry to be a member of the Royal Selangor Club.

The rugby section and the sports committee recognizes the problem and are working out various permutations that will encourage local players joining.

This is a chicken and egg syndrome, we cannot attract the better players because we are not seen as a competitive club, we cannot become competitive unless we get quality and dedicated players that will form the core group.

Another major hindrance is the playing field, the rugby section shares the field with cricket and soccer, cricket is played on the weekends and soccer three days a week, which only allows rugby twice a week and without lights, we are limited to at best 1 hour per practice day.

This hour is spent on unit skills and fitness takes a back seat. Unit skills without fitness are great if there is no opposition.

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