Biographical Notices - Benjamin Bowden Lawrence

The passing of Benjamin Bowden Lawrence in January, 1921, was a distinct loss to the engineering profession. Mr. Lawrence had a genius for reviving abandoned mines and developing them into substantial producers. A notable example of his work in this line was the Dives-Pelican near Georgetown, Colo. While on an exploring expedition in 1888, he examined this old mine and was convinced that bonanza ore still existed there. He located the owners of the property, and induced them to place sufficient capital at his disposal to enable him to re-open and explore this mine. So confident was he of the outcome that he undertook this work on a profit-sharing basis without salary. Within eighteen months the old Dives-Pelican was operating profitably, and for the following ten years it paid very substantial dividends. The late Theodore N. Vail was one of the owners of this old mine, and many years later, at a dinner given to Mr. Lawrence by the Alumni of Columbia University, Mr. Vail told the story of the resuscitation of the Dives-Pelican by Mr. Lawrence, and declared that the dividends he himself had received provided a large part of the funds that made possible the realization of his dream of establishing the long-distance telephone in this country. The E1 Cobre mines at Santiago de Cuba also owed their renewed life to Mr. Lawrence. Under his management, these mines produced and shipped several million pounds of copper per year. He was for several years consulting engineer for the Kerr Lake and other silver mines in the Cobalt region; the Kerr Lake became famous as a silver producer. Mr. Lawrence spent more than twenty years of his life in the mining camps of the West. He was but twenty-one years of age, and only a few months out of college, when he was appointed manager of the great Chautauqua Lode (a silver mine) located on Glacier Mountain near Montezuma, Colo. Here, isolated in the mountains for several months each year by ice and snow, he worked for five years to make these mines Pay. He possessed unusual breadth of vision and human understanding; he had ''personality plus," and when he opened an office in New York City as consulting engineer he quickly rose to an enviable position in his profession. Young engineers worked with enthusiasm under his guidance. He carefully selected his men, discussed fully with them the plans and policies to be pursued, then left them free to accomplish results in their own way. This attitude developed individuality and resourceful-