Now as the new British addition began to take form, we put our War Plans Division to work on a new American addition. This we decided to create in two steps and to finance with funds to be acquired in the market. Designed to utilize the entire capacity of the East Hartford area, the addition would double the total facilities already in hand. Our carefully prepared war plan contemplated farming out more and more of the work to subcontractors and suppliers as rapidly as they could be trained to manufacture to our high standards of precision and workmanship. The original manufacturing concept of Pratt and Whitney, Hamilton-Standard, and Vought had contemplated utilizing the skills and facilities of other competent shops in peacetime and in the interest of economy; now we embarked on our long-contemplated program of expansion of this technique in the interest of accelerated war production. The capacity of any working area such as East Hartford is definitely limited by physical characteristics, such as transport, electric power, water supply, labor supply, housing, and so on. These limits, as they existed in peacetime, could be expanded to meet wartime needs by close cooperation with the management of the utilities. The War Plans Division, having foreseen the limitations of the several factors, had provided us with the information on which to approach our numerous suppliers of all kinds. Certain of these, like the power companies, whose normal business contemplated a continuous expansion of facilities to meet normal demands, used the information furnished them to arrive at decisions to advance their schedules wherever necessary to meet peak demands. Now “the aircraft,” as we were called in Hartford, moved out of the category of a speculative venture and into the position of the controlling industry of the area. Our whole philosophy of leadership, based as it was on the cooperative process, now paid off, not alone in returns to us but to our neighbors and, in fact, to the whole country.