At another time, in discussing this same matter, he declared that it was his firm opinion that the canal could have been built by either of the former chief engineers, John F. Wallace or John F. Stevens, if they had been allowed a free hand. "You see," said he, "they were men who were accustomed to handling big construction jobs. They would outline their project and the cost of executing it to a board of directors who would pass upon it and then leave them absolutely unhampered in the matter of personnel and method, with results as the only criterion of their success. When they came to the Isthmus they found their hands tied by red tape. They had never dealt with a President, a Secretary of War, a Congress, and the public at large. Naturally, they grew restive under the conditions which confronted them and resigned. "The whole difference is largely that of training. The Army officer knows from the time he leaves West Point that he has to work in harmony with his superiors, with the President, the Secretary of War, and Congress. That is why we have been able to stay where men from civil life have thrown up the job." Another remarkable characteristic of the Great Digger is his desire to do his work economically as well as to do it promptly. When he went to the Isthmus there was an insistent demand that the dirt be made to fly. Along with the administration in Washington he realized that the only way to gain the faith and confidence of the people in the work, a faith and confidence essential to its full success, was to measure up to their desire that the dirt begin to fly. It was not a time to consider economies then. But, as soon as those demands had been met and the people had been shown that the Army could make good, a cost-keeping system was introduced. Men doing identical work were pitted against one another; Army engineers were placed in command of one task here and civilian engineers in command of another task there; and thus a healthy rivalry was established. As Colonel Gaillard, member of the commission, and engineer of the Central Division, testified before a congressional committee, his early work in Culebra Cut was to get out as much dirt as possible, while his later work was given over largely to a study and comparison of cost sheets with a view to cutting down the expense of removing a yard of material, with the result that he was able to show a saving of $17,000,000 in a 9-mile section of the Panama Canal as compared with the estimates of 1908. In other words, Colonel Goethals took that golden rule of all great soldiers, "get there first with the most men," and adapted it to read "dig the most dirt with the least money." He had ever in mind three things: Safe construction, rapid progress, and low costs. On these three foundation stones in his mind was reared the structure that stands as the highest example of engineering science, and as the proudest constructive accomplishment of the American Republic.